This document discusses human capital and its relationship to organizations. It makes the following key points:
1. There is a distinction made between "standing human capital" which is owned by the organization and refers to the defined behaviors and roles needed to achieve organizational strategy, and "dynamic human capital" which resides in people's minds as their understanding, commitment, and skills for their jobs.
2. Dynamic human capital cannot be owned or capitalized by organizations, as it is "rented" from society, whereas standing human capital can be defined and capitalized as an organizational asset.
3. Better defining standing human capital through role specifications and linking it to organizational strategy can improve organizational performance by ensuring people's actions are
The Relationship between Leadership Style and Employee Commitment: A Study of...AI Publications
Leadership style has frequently been deemed as one of the crucial aspects that be able to improve employees’ commitment and it is viewed as the live wire for the achievement of governmental objectives.Out of the total population, 500 respondents remained chosen for the model size through the use of simple random sampling technique. A structured four Likert scale questionnaire was design to elicit information from the respondents. Content validity was adopted to ascertain the strength of the instrument designed for this study while the Cronbach’s alpha of 0.76 showed the reliability of the questionnaire. Out of the 500 questionnaires administered 456 were found valid and used for the analysis. The revision used descriptive and inferential statistics to test the hypotheses. The results showed that the strongest relationship is between relationship between transactional leadership and affective commitment, and the weakest relationship is between transformational leadership and continuous commitment.
The Relationship between Leadership Style and Employee Commitment: A Study of...AI Publications
Leadership style has frequently been deemed as one of the crucial aspects that be able to improve employees’ commitment and it is viewed as the live wire for the achievement of governmental objectives.Out of the total population, 500 respondents remained chosen for the model size through the use of simple random sampling technique. A structured four Likert scale questionnaire was design to elicit information from the respondents. Content validity was adopted to ascertain the strength of the instrument designed for this study while the Cronbach’s alpha of 0.76 showed the reliability of the questionnaire. Out of the 500 questionnaires administered 456 were found valid and used for the analysis. The revision used descriptive and inferential statistics to test the hypotheses. The results showed that the strongest relationship is between relationship between transactional leadership and affective commitment, and the weakest relationship is between transformational leadership and continuous commitment.
Transformational Leadership: Inspiring Motivation Utilizing Advances in Posit...Sandra (Sandy) Dunn
A high performance Cyber Security team is essential for today’s successful and profitable enterprise business navigating through an increasingly difficult and dangerous internet. These teams need a strong leader who embraces the role as a Transactional Leader and uses its four foundational components: Idealized Influence, Intellectual Stimulation, Individualized Consideration and Inspirational Motivation to successfully manage the team. There are substantial financial benefits for business’s that invest and embed Inspirational Motivation into their culture. Inspirational Motivation increases profits, accelerates creativity, engages employees more deeply, and employee sick days and turnover are reduced.
There are charismatic leaders and there are strategic leaders. Strategic Leadership is the ability to influence others to engage their own agency in making decisions that enhance the prospects for an organization's success while maintaining financial sustainability.
Human Resources Management; HRM; Features of HRM; Importance of HRM; Role of HRM; Assumptions of HRM;
Managing HR;
HR Challenges;
Meting Pot Theory;
Salad Bowl
KR Learning and development conference Viljoen preconference part 2Dr Rica Viljoen
Preworkshop at KR L&D conference on the importance of constructing a differentiated learning architecture, that takes systemic interactions and properties, and social thinking systems into account.
Transformational Leadership: Inspiring Motivation Utilizing Advances in Posit...Sandra (Sandy) Dunn
A high performance Cyber Security team is essential for today’s successful and profitable enterprise business navigating through an increasingly difficult and dangerous internet. These teams need a strong leader who embraces the role as a Transactional Leader and uses its four foundational components: Idealized Influence, Intellectual Stimulation, Individualized Consideration and Inspirational Motivation to successfully manage the team. There are substantial financial benefits for business’s that invest and embed Inspirational Motivation into their culture. Inspirational Motivation increases profits, accelerates creativity, engages employees more deeply, and employee sick days and turnover are reduced.
There are charismatic leaders and there are strategic leaders. Strategic Leadership is the ability to influence others to engage their own agency in making decisions that enhance the prospects for an organization's success while maintaining financial sustainability.
Human Resources Management; HRM; Features of HRM; Importance of HRM; Role of HRM; Assumptions of HRM;
Managing HR;
HR Challenges;
Meting Pot Theory;
Salad Bowl
KR Learning and development conference Viljoen preconference part 2Dr Rica Viljoen
Preworkshop at KR L&D conference on the importance of constructing a differentiated learning architecture, that takes systemic interactions and properties, and social thinking systems into account.
The 3 Dimensions of Design: A Model to scale the Human-Centered Problem-Solvi...Andrea Picchi
Abstract. Design is a human-centered, problem-solving, practice that happens inside three dimensions. These dimensions are defined by the thinking and doing activities, and the environment where these two events take place.
After an introduction (section 1 and 2) to the landscape that developed the main idea behind this essay, the paper illustrates (section 3 and 4) the connection between design and being human-centered, and presents a framework that supports the creation of a human-centered organization. Subsequently (section 5.1), the paper articulates the abilities demanded by the thinking and the doing activities and shows how to scale them across the workforce. Following (section 5.2) the paper introduces the characteristics that an environment must possess to engender and promote the thinking and doing activities proposing a real implementation that can be allocated to a multidisciplinary team.
The paper also compares (section 6) the proposed framework against three popular approaches used to bring a design function inside an organization analyzing their nature and limitations. In the final part (section 7), the paper articulates some conclusions pointing the direction for further elaborations.
Running head HUMAN RESOURCE MANAGEMENT .docxwlynn1
Running head: HUMAN RESOURCE MANAGEMENT 1
HUMAN RESOURCE MANAGEMENT 6
Strategic Human Resource Management
Tiffany Chism
Columbia Southern University
June 6, 2020
Strategic Human Resource Management
Strategic human resource management is crucial for an effective organizational management of people to gain a competitive advantage. Effective management of people ensures more higher levels of performance in line with organizational strategy and structure. Primarily, human resource management managers focuses on systems and policies, overseeing employee recruitment, performance appraisal, reward management, employee-benefits design as well as training and development. In this sense, an organization has tomust ensure its sustainability by investing in human capital as well as valuing human resource management strategies and practices. Comment by Dr. Sheila Strider: Citation – Who said? Comment by Dr. Sheila Strider: Word choice. See APA7 p.114 Comment by Dr. Sheila Strider: Anthropomorphism see APA7 p. 117 Comment by Dr. Sheila Strider: Anthropomorphism
The role of human resource management
Human resource management plays a significant role in the establishment of organizational structure and strategies. According to Romanelli (2018), sustainable organizations always strive to enact and support good relationships among the present and future stakeholders, keeping in mind their economic, environmental and social performances. Critically, the relationships within an organization must be established through a well-developed structure, including productive work teams, useful departments as well as jobs. Through strategic human resource management, the organization can design units, establish departments and jobs, playing a crucial role in effective planning as well as performance appraisal that build a strong organizational structure and a long-term business strategy. Comment by Dr. Sheila Strider: Anthropomorphism Comment by Dr. Sheila Strider: Anthropomorphism Comment by Dr. Sheila Strider: Word choice – implement would be more specific Comment by Dr. Sheila Strider: Don’t assume that your reader understands who these people are. You should define stakeholders. Comment by Dr. Sheila Strider: Statements of fact require a citation Comment by Dr. Sheila Strider: Between or among who? Comment by Dr. Sheila Strider: Anthropomorphism
Workflow Analysis Challenges
Workflow analysis helps in examining and managing how work is organized to achieve the organizational goals. Generally, the idea is to improve on the corporate, operational efficiency, including processes, tasks, workplace layouts and even bottlenecks in the workflow. It facilitates meaningful information concerning work value creation in the ongoing business process. An effective workflow analysis makes a business practice more eff.
Running Head EMPLOYEE INNOVATION PLAN1EMPLOYEE INNOVATION P.docxjeanettehully
Running Head: EMPLOYEE INNOVATION PLAN 1
EMPLOYEE INNOVATION PLAN 2
Microsoft is the house of innovation and a benchmark to which other organizations can look up to. Microsoft was able to achieve the current position in the industry through its continuous innovation and creativity. Behind the constant innovation are the employee's which are committed to creating new product and services which could serve customers more efficiently. Human capital is an asset but if the human capital is innovative along with skilled and learned then this is a golden asset. Among these skilled and innovative employees emerge intrapreneurs who changed the fate of the organizations.
Innovative practices
Organizations can promote innovation among their employees by building an open and flat organizational structure where employees are not bounded in bureaucratic and hierarchal levels. Study shows that creativity decreased in employees when they are too many restrictions. The human mind thinks openly when the atmosphere is free. Organizations like Microsoft has used their organizational structure and culture to promote innovation and creativity in their employees. Employees are appreciated and appraised for innovation and creativity and they are not restricted to a connectional thought process. In such an environment, employees have been able to think openly and communicate their ideas openly which has helped the organization reach its current position (Newlands, 2018).
Intrapreneurship competency
Intrapreneurship competency can be built among the workforce through strategizing the innovation-oriented approach. Employees should feel motivated for challenging the status-quo in thinking and break free from conventional methods and processes. They can get this motivation from their work environment. Organizations can build intrapreneurial competency by conducting training and development programs that help the employee to think out of the box and keep them motivated. Furthermore, the organizational environment should be supportive of intrapreneurs. They should feel motivated and inspired. There should be a proper recognition and reward system for innovative employees and especially the intrapreneurs so that they do not feel the need to leave their organization and start implementing their ideas on their own.
Identification of intrapreneurs
It is crucial for companies to find the most brilliant minds of the workforce and then invest in them more to help them reach their full potential. The organization can identify the intrapreneurs by keeping a check on which employee has submitted the most unique ideas and check the performance of its employees through training ad developments. In training, employees are assigned to test tasks where are checked in the simulated environment. The performance can point to the intrapreneurs which can be further groomed for their talent (Somers, 2018).
The climate of innovative support learning and development
Organizations that ne ...
1
Human Resources
Strategic Planning
HRM 329
Week 2
people and planning…what a great combination
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences
Human Resources Management
Question for discussion:
“Why do business leaders not see HR as KEY to
today’s people strategies?”
Some say HR is being pulled in two different directions.
One part of the future is a function that is focused on
administrative and operational efficiency, and the other is an
emerging people management function that may reside in
the HR department or in business operations.
- Patrick Kiger
Workforce Magazine, May 2015
Do you agree or disagree with the above quote?
Why so?
Introduction
The focal point is between Strategic Management and
Strategic Human Resource Management.
The fundamental focus and key question is:
“How should firms
effectively manage people
to support a selected organizational strategy,
leading to a competitive advantage based upon
the contributions made by the organizational
participants.”
Introduction
Definition
Strategic Human Resource Planning (SHRP) is a synergistic, systematic
process intersecting strategic management and human
resource management to bring about effective and satisfied
Human Capital for one’s organization.
Process
The SHRP process is pivotal for understanding how a firm effectively
manages people, to support one’s organizational strategy, and create a
competitive advantage.
Strategic Human Resources
2
A Visual Model for Strategic Human Resource Planning
Customer Needs
Determining the Org Climate
Fulfilling Human Capital Needs
Acquiring Human Capital
On-boarding Human Capital
Developing Human Capital
Retaining Human Capital
Metrics/Assessment
Key Strategies - Objectives - Allocation of Resources
Products, Programs, Services
Vision, Mission & Values
The
S
H
R
P
P
rocess
What does my organization say and do that truly demonstrates
people are a vital asset to our organization?
Does my organization have a clear vision, mission and set of values? …culture?
Does my organization regularly conduct SWOT or other analysis to identify the
opportunities and issues inside and outside our organization?
Does my organization first, as a whole and departmentally, set regular goals that
are adhered to?
Does my organization display a managerial attitude that the HR department is a
“vital evil”, “gets in the way”, is administratively and functionally necessary or ?
What are examples of the managerial attitudes, comments and actions
that support my thoughts? THIS IS KEY and overrides “LIP SERVICE.”
What do I believe is the “human capital value determination”factor for my
organization on a scale of 1 though 10?
Determining the Organizational Climate Towards Your Human Capital
Climate Survey – ABC Company Partial Sample Ralph Stayer and Johnsonville Sausage – Strategy Thoughts
3
Johnsonville Sausage…WHO?
Evidence-base.
IMPACT OF EMOTIONAL INTELLIGENCE ON HUMAN RESOURCE MANAGEMENT PRACTICES AMONG...IAEME Publication
There is increasing acceptability of emotional intelligence as a major factor in personality assessment and effective human resource management. Emotional intelligence as the ability to build capacity, empathize, co-operate, motivate and develop others cannot be divorced from both effective performance and human resource management systems. The human person is crucial in defining organizational leadership and fortunes in terms of challenges and opportunities and walking across both multinational and bilateral relationships. The growing complexity of the business world requires a great deal of self-confidence, integrity, communication, conflict and diversity management to keep the global enterprise within the paths of productivity and sustainability. Using the exploratory research design and 255 participants the result of this original study indicates strong positive correlation between emotional intelligence and effective human resource management. The paper offers suggestions on further studies between emotional intelligence and human capital development and recommends for conflict management as an integral part of effective human resource management.
1. Slavery is abolished. Therefore, no company may own
people. This leads to difficulties with the idea of human
capital. We know people make a huge difference. How,
exactly?
This leads to the question what exact aspect of human
resources is fully owned by the organization, and therefore
costs associated with that can be quantified and added to
the balance sheet of the organization as human capital.
Improved understanding enables improved management
which enables improved results. The revision of social
science methodology leads to the general theory of psy-
chology, which leads to better understanding of organiza-
tions and so to better results. All previous discussions are
based on this idea. [Refer earlier newsletters, and the paper
Little, Graham Richard, Organization Design: Linking
Mind to Its Agreed Organization Role as a Foundation of
Economics (July 31, 2016). Available at SSRN: http://
ssrn.com/abstract=2816604]
There is nothing more useful than the correct theory
Science represents better thinking. People in organizations
and organization themselves arise from human activity.
Therefore, better science of human activity will shed light
on people in organizations and on the nature of organiza-
tions themselves. The science of human activity is social
science. Globally, social science is weak, with no formal
methodological structure such as available in physical
science. These arguments lead to the need to redesign the
methodological foundation of social science, then apply
that to build the solution to the general question … (1)
What are the causes of why someone does what they do?
Then apply that to build solutions to two questions: (2)
How are organizations created? (3) What exactly is the link
between people and the organization?
The result is the general theory of psychology [Little, Gra-
ham Richard, The Origin of Consciousness (July 26, 2016).
Institute of Theoretical and Applied Social Science, New
Zealand, Sixth edition, March 2016. Available at SSRN:
http://ssrn.com/abstract=2814742] which leads to the OPD
theory of organizations [refer ‘Organizational design’]
which leads to the technology of building and operating
organization OPD-HCD™.
OPD-HCD™: The science of organizations
Applying OPD-HCD™ results in better results than from
applying any other system. Why? Because it is built on
better science, deeper understanding, greater insight.
Full details on the background thinking is in the books (all
free of charge in PDF) and papers at my SSRN author page
www.ssrn.com/author=2572745, and at my LinkedIn pro-
file, summary section and posts, www.linkedin.com/in/
grahamrlittle.
This background is summarized below leading to the defi-
nition of human capital within OPD theory. Full discussion
of human capital within OPD theory is in the book, Human
Capital, [http://www.slideshare.net/Graylit/human-capital-
wheelers-pdf?ref=https://www.linkedin.com]
Getting it clear on paper enables it clearer in mind
Strategy: A complex goal giving direction to the organiza-
tion.
Business plan: Strategy is broken down in any accounting
period into the KPIs in each role of the organization.
If all KPIs achieved, then the strategy is achieved to
that extent with the period.
Goal-action: The principle that for every goal there are
actions (called ideal actions) that must be carried out
for the goal to be achieved.
Role specifications: Summary of the KPIs and ideal ac-
tions needed to deliver the KPIs, also summary of
the ideal actions required to deliver the business
processes that integrate the role into the rest of the
organization.
Behavioural structure: The set of ideal actions across the
organization that must be acted out if the organiza-
tion is to achieve its strategy for that accounting
period.
The CEO knows that if the behavioural structure acted out
to standard the KPIs will be achieved and the organization
will be successful within that accounting period.
The behavioral structure is specified in the role specifica-
tions across the organization. The full set of organizations
wide role specifications is called the standing human
capital. Management is defined as striving for perfectly
defined role specifications, hence is the task of building
perfect description of the action needed to deliver strate-
gy.
Linking people to the organization
People act according to the ideas they hold in mind, the
intensity of action determined by the emotions associated
with the ideas. Via the attention mechanism people can
choose to release the actions or not, therefore all mood
and conduct is a choice.
The ideas applied in any circumstance is referred to as
their game plan in that circumstance.
People are linked to the organization by them choosing to
build the game plan of them at work from the role specifi-
cation. Their game plan is then imbued with their desire to
be successful and enjoy their work life supported by the
team leader who keeps the game plan top of mind and
ensures the people having fun at work while doing the
things they need do to be successful in their work life by
delivery of agreed ideal actions to standard.
Game plans in mind is defined as dynamic human capital.
Leadership is enhancing the dynamic human capital of the
team.
Summary of human capital
Standing human capital: Owned by the organization.
Define the behavioral structure of the organization relative
to the strategy. Is that behavioral best practice the organi-
zation strives to have acted out by the people. Standing
human capital can be capitalized and as asset in the bal-
ance sheet.
Dynamic human capital: Resides in the mind of the
people. It is the understanding, commitment and skill of
the people in doing their job. Dynamic human capital is
not owned by the organization, and cannot be capitalized.
It is strictly an economic factor rented from society.
Better thinking, better technology, better results
OPD-HCD™: Perfect game plans perfectly delivered
Newsletter #28
Human capital
Newsletter topics
1. Seeking new thinking.
2. How to double profits.
3. Goal—action.
4. Linking staff action to
strategy.
5. Human performance
driving results.
6. HR as rollout of strate-
gy.
7. Behavioral structure of
the organization.
8. Understanding human
psychology.
9. Linking people to be-
havioral structure.
10. Perfect human perfor-
mance.
11. Performance manage-
ment moving actual
toward perfect perfor-
mance.
12. Built in flexibility.
13. A scientifically proven
balanced solution to
human performance
as a driver of results.
14. Redefining engage-
ment.
15. Culture.
16. All HR policy changes.
17. Lifting expectation.
18. Redefining leadership.
19. Redefining manage-
ment.
20. Why has it not been
done before?
21. Stop. Reflect. Chose
and improve.
22. Why can’t we do it
ourselves?
23. Mind of the CEO.
24. HR as the ‘right hand’
of the CEO.
25. Building a ‘verbal
ready’ Executive.
26. Understanding human
motivation.
27. Building and imple-
menting an integrated
motivation policy.
28. Human capital.
29. Finding and develop-
ing talent.
30. Choosing better ideas.
Reading these newsletters you will gain
new insight into how to manage the link
between people and your organization so
that both benefit by increased results,
greater success, increased profits, more
fulfilling work, and greater satisfaction.
Contact: info@opdcoach.com to meet and explore how this system will lift results in your business.
Alternative advise us, do not send, if you do not wish to receive more emails.