5. Chapter 2 5
Factors Influencing Environmental
Stability
Complexity
High Low
S
T
A
B
I
L
I
T
Y
High
Low
High
Uncertainty
Moderate
Uncertainty
Low
Uncertainty
Moderate
Uncertainty
6. Chapter 2 6
Conditions Increasing the
Importance of HR Issues –
Part 1 of 2
High rate of change in
market demand
Requires employees who can develop or adapt
products and services quickly
High level of
uncertainty in market
demand
Requires employees who can forecast more
accurately and react more flexibly
Rising costs combined
with competitive
pressures on profit
margins
Requires employees with wider range of KSAs so
fewer people can do more things well
High rate of
technological change
Requires employees who are more
technologically literate and current
7. Chapter 2 7
Conditions Increasing the
Importance of HR Issues –
Part 2 of 2
More complex
organizations
(number and type of
products, technologies,
locations, customers,etc.)
Requires employees who can process and
analyze complex information from a variety of
sources
More diverse labor Requires employees who can interact effectively
in many cultural and ethnic contexts
Smaller labor pool Requires more effective use of existing
employees and better recruiting of new
employees
8. Chapter 2 8
Relationship between Competitive
and Human Resource Strategies
External Environment
COMPETITIVE
STRATEGY
HUMAN RESOURCE
STRATEGY
Labor
Relations
Climate
Employee
KSAs
Economic
Conditions
Labor
Market
Corporate
Culture
Production Technology
9. Chapter 2 9
Environmental factors affecting the
selection of a training strategy
Organization’s
Business
Strategies
HR Strategies
HRD Function
Staff Size and
Core Competencies
Resources Allocated
to Training
Training Needs
Organizational
Culture
Training
Providers
Law and
Regulations
Economic
Conditions
Training
Technology
10. Chapter 2 10
Steps in a Generic Planned Change
Model – Part 1 of 2
1. A compelling need for change is established.
2. Goals are developed and agreed to by the concerned parties.
3. The cause of the need for change is determined
4. Alternative approaches for addressing the cause are identified
and evaluated.
5. An approach to addressing the cause is selected.
6. The approach is carried out.
11. Chapter 2 11
Steps in a Generic Planned Change
Model – Part 2 of 2
7. The results of the approach are evaluated.
8. The results are fed back to the organization.
• If results are favorable, go to step 9.
• If results are unfavorable, go back to step 4.
9. The change becomes internalized. The changes that have been
made become routine and normal ways the organization
conducts its business.
12. Chapter 2 12
Change Process Theory
Unfreezing – creating need for change,
guilt, anxiety, recognize problem exists
Changing – change behavior, values,
attitudes through change process
Refreezing –use goals and rewards to
establish new behaviors and attitudes
to replace old ones
13. Chapter 2 13
Force-field analysis model
Driving Forces
Restraining Forces
Current
Situation
1. Identify the current state of the situation.
2. Envision the desired state.
3. Identify the forces restraining change.
4. Identify the forces that support or encourage change.
5. Assess the strength of the forces.
6. Develop strategies to:
reduce the forces restraining change
increase the forces for change (or capitalize on existing drivers).
14. Chapter 2 14
Sources of Resistance to
Change
Fear – tolerance for uncertainty
Vested interests
Misunderstandings
Assessments of impact of change –
different viewpoints
Inter-organizational agreements – union
contracts
15. Chapter 2 15
Reducing Resistance to
Change
Education and communication
Participation and involvement
Negotiations – power of resisters
Cooptation
Top management support
16. Chapter 2 16
Human Processual
Interventions
Survey feedback
Organizational variables to measure
Design and implementation of survey
Presentation of results
Team building
Preliminary diagnosis for need
Change agent with wide range of knowledge
Change manager and agent should develop
general approach to sessions-
17. Chapter 2 17
Technostructural Interventions
Job enlargement
Job enrichment – Job Characteristics
Model
Greater effect on productivity
Alternative work schedules
Moderate effect on work output
Withdrawal
Effects on attitudes
18. Chapter 2 18
Hackman & Oldham Job-Enrichment
Model
Five Job Characteristics
Skill variety
Task identity
Task significance
Autonomy Feedback
Personal and Work Outcomes
Three Critical Psychological States
Experienced
meaningfulness
of work
Knowledge of
actual work
results
Experienced
responsibility for work
outcomes
High internal
work
motivation
High quality
work
performance
High
satisfaction
with the work
Low
absenteeism
and turnover
Growth
Need
Strength
19. Chapter 2 19
Differences Between OD Practicioners
and Trainers
Issue OD Practicioner Trainer
Role
Client
Response to problems
with organizational
politics, structure, etc.
Organizational
perception
Strategic Tactical
Top management Middle to lower level
management
Challenge and confront Work around or
within the system
Overly analytical Gets things done
20. Chapter 2 20
Strategic Training Alternatives
Primary provider – larger numbers of
trainees, large training department –
centralized vs. decentralized
Manager/intermediary – selection and
management of outside providers
Mixed strategy
21. Chapter 2 21
Questions to Assess Training
Provider Capabilities – Part 1 of 2
What is their background (education, experience, etc.)?
Have they ever provided these particular training programs or
services before?
Have they conducted formal evaluations of their results? If so,
what have been the results?
Can they give you the names of people in these companies who
could speak knowledgeably about the trainer’s products and
services?
Can they give you names of those who were recipients of the
service and those who brought the training provider into the
organization and oversaw the training or the service?
22. Chapter 2 22
Questions to Assess Training
Provider Capabilities – Part 2 of 2
Can they provide an outline of their approach and/or process?
How do they go about developing a program, delivering
training, or providing a training service?
If they are providing training they have already developed, can
they show you materials, such as handouts, exercises, and
videos?
Since these are not specific to your organization, how will they
alter them to make them appropriate for your situation?
23. Chapter 2 23
Questions for the Strategic Planning
Process in a Small Business
1. Why are we in business?
2. What are we trying to achieve?
3. Who is our competition and how can we beat them?
4. What sort of ground rules should we be following to get the job
done right?
5. How should we organize ourselves to reach our goals and beat
the competition?
6. How much detail do we need to provide so everyone knows
what to do?
7. What are the few key things that will determine if we make it?
How should we keep track of them?
