2. HUMAN RESOURCE MANAGEMENT INTERVENTION
Human resource management interventions aim to improve an organization’s
performance and efficiency through improving the team members(individual &
group) performances, dedications and flexibility.
Examples include:
• Improving hiring process
• Improving performance management process
• Building opportunities for career development.
3. CONT….
These interventions can be of following types:
1. Performance management
2. Developing talent
3. Diversity interventions
4. Wellness interventions
5. Reward system
4. PERFORMANCE MANAGEMENT
• Organizations use performance management (reviews) to support employee
training, career development, compensation decisions, and promotions.
• Performance management is a corporate management tool that helps managers
monitor and evaluate employees' work.
• Performance management's goal is to create an environment where people can
perform to the best of their abilities and produce the highest-quality work most
efficiently and effectively.
6. CONT….
• In these models , there are three ways of performance management models
with(Individual or group performance)are:
1. Goal settings.
2. Performance appraisal.
3. Reward system .
8. DEVELOPING TALENT
Organizations need strong talent management practices to stay relevant and
competitive in the changing landscape.
Some methods for developing talent are as follows:
• Individualized career planning
• Internal or external coaching
• Task/job rotations.
• Mentorship programs
• Internal or external workshops
• Conferences
• On-the-job training
• Leadership training
9. CONT…..
CAREER PLANNING RESOURCE:
Communication regarding career opportunities and resources within the
organization
Workshops to assess member interests, abilities, and job situations and to formulate
career plans
Career counseling by managers or human resource department personnel
Self-development materials directed toward identifying life and career issues
Assessment programs that test vocational interests, aptitudes, and abilities
relevant to career goals
10. CONT..
CAREER AND HUMAN RESOURCE PLANNING
Personal objectives
and life plans
Occupational and
organizational choice
Job assignment choice
Development
planning and review
Retirement
Business objectives
and plans
Ways to attract and
orient new talent
Methods for matching
individuals and jobs
Ways to help people
perform and develop
Ways to prepare
for satisfying retirement
Individual Career Planning Human Resources Planning
11. DIVERSITY INTERVENTION
Diversity in the workplace refers to an organization comprised of people of
different races, ethnicity, age, religion, gender, physical ability, sexual orientation,
and other characteristics. Because diversity drives innovation, productivity, and
overall revenue, OD intervention strategies aim to increase diversity in
businesses.
Important trends, such as the increasing number of women, minorities, and
physically and mentally challenged people in the workforce, require a more
flexible set of policies and practices.
12. CONT…
A Framework for Managing Diversity
External Pressures For & Against
Diversity
Internal Pressures For & Against Diversity
Management’s
Perspectives &
Priorities
Strategic
Responses
Implementation
14. WELLNESS INTERVENTION
A wellness intervention is a combination of program elements or strategies
designed to produce behavior changes or improve health status among individuals
or an entire population.
Examples can include: Health literacy education, general lifestyle and wellness
coaching, chronic disease management programs. Organizations need to
understand their employees' specific needs.
It is vital to pinpoint which wellness interventions would best serve their needs
and allow the individual to learn to manage their own health and wellbeing.
15. REWARD SYSTEM
Reward systems in organizations can be thought of as serving three distinct but related purposes:
attracting, motivating, and retaining employees. Choices managers make about reward systems
can affect an organization's ability to hire and keep desirable employees in a competitive labor
market, and of course, rewards can affect people's attitudes, feelings, and behaviors at work.
There is a range of rewards that are distributed in organizations, both tangible and intangible.
• Tangible rewards include pay and its variants (e.g., base salaries, hourly wages, commissions,
bonuses, profit sharing, deferred compensation, stock options) as well as non-monetary rewards
such as promotions, private offices, company cars, benefits, and other perquisites.
• Intangible rewards include recognition, personal satisfaction, pride, camaraderie, team spirit, and
self-actualization
17. STRATEGIC CHANGE INTERVENTIONS
Strategic change interventions are processes a company takes to move away from
its present organizational structure and way of operating towards another one to
increase its competitive advantage .
In these interventions , there have Three ways of strategic change interventions
are following:
1. Transformational change
2. Continuous change
3. Transorganizational change
18. CHARACTERISTICS OF TRANSFORMATIONAL CHANGE
Triggered by Environmental and Internal Disruptions
Industry discontinuities
Product life cycle shifts
Internal company dynamics
Change is aimed at Competitive Advantage
Uniqueness
Value
Difficult to imitate
Systemic and Revolutionary Change
Evolutionary growth – Incremental change
Revolutionary growth – Radical change
Demands a New Organizing Paradigm
Driven by Senior Executives and Line Management
Envisioning
Energizing
Enabling
Change involves Significant Learning & Innovation
19. CONT….
In the transformational change ,there are three interventions are involves are:
1. Integrated Strategic Change (ISC)
2. Organization Design
3. Organizational culture
Integrated Strategic Change (ISC):
Integrated Strategic Change is a deliberate coordinated process that leads to gradually or radically
systemic realignments between the environment and a firm’s strategic orientation resulting in
improvement in performance and effectiveness.
Key Features
Strategic Orientation(strategy & design)
Creating the Strategic Plan (strategic change capability)
Integrating Individuals and Groups into the Process
21. 2. ORGANIZATION DESIGN
Organization design configures the organization’s structure, work design, human
resources practices, and management and information systems to guide members’
behaviors in a strategic direction.
Conceptual Framework
Strategy
Structure
Work Design
Human Resources Practices
Management and Information Systems
Key Point
Fit, Congruence, Alignment among Organizational Elements
23. 3.ORGANIZATIONAL CULTURE
• Culture is defined as the pattern of artifacts, norms, values, and basic assumptions
about how to solve problems that works well enough to be taught to others.
24. CONT…
Norms generally are inferred from observing how members behave and interact
with each other.
Values tell members what is important in the organization and what deserves their
attention.
Basic assumptions tell members how to perceive, think, and feel about things
Artifacts include members’ behaviors, clothing, and language; and the organization’s
structures, systems, procedures, and physical aspects, such as décor, space
arrangements, and noise levels
25. CONTINUOUS CHANGE
In these continuous change, there having some methods are involve:
Self learning organizations
Learning Organizations
Knowledge Management Interventions
Build to change organizations
26. TRANS ORGANIZATIONAL CHANGE
Trans organizational strategies allow organizations to perform tasks that are too
costly and complicated for single organizations to perform
Goods and services are exchanged between organizations and transactions occur
Trans organizational strategies work best when transactions occur frequently and
are well understood
There are some methods are following:
1. Trans organizational Systems
2. Mergers and Acquisitions
3. Strategic Alliances
4. Network Interventions
