Strategic human resource practice implementation the critical role of line manager. it was a design to write a new research paper on which this presentation was given. it is also a model for new researcher paper writer to how to write and develop a bases for your paper.
step by step details given in PPT
at the end of last PPT further steps are also mentioned.
There are several theories which explain the organization and its structure .Classical organization theory includes the scientific management approach, Weber's bureaucratic approach, and administrative theory.
Large scale change and high performance systems - comprehensive OD intervent...manumelwin
When a number of OD and other interventions are combined to create major changes in the total culture of an organization, the term large scale is used.
The creation of high-performance systems, high-performance organizations, high- involvement organizations, or self designing organizations- usually involve a broad array of interventions, and typically extensive member participation and involvement.
There are several theories which explain the organization and its structure .Classical organization theory includes the scientific management approach, Weber's bureaucratic approach, and administrative theory.
Large scale change and high performance systems - comprehensive OD intervent...manumelwin
When a number of OD and other interventions are combined to create major changes in the total culture of an organization, the term large scale is used.
The creation of high-performance systems, high-performance organizations, high- involvement organizations, or self designing organizations- usually involve a broad array of interventions, and typically extensive member participation and involvement.
Deciding how to meet obligations and act responsibly ethical analysis and pro...FerdinandLabaniego
James Rest (1994) – well-known cognitive-developmental researcher, developed a model of ethical behavior. Rest, et. al., claimed there are four (4) psychological processes that affect ethical decision making and behavior.
Today's business organizations must understand that we live in a dynamic and constantly change world. Both as indidviduals and as organizations, we must learn to accept and adjust to change.
ORGANISATIONAL CHANGE & STRESS MANAGEMENT
-Managing Planned change
-Resistance to change
-Overcoming resistance to change
-Politics of change
-Lewin's Three Step Change Model
-Action Research
-Organisational Development
-OD Techniques
-Change issues for today's Managers
Technology in workplace
Stimulating Innovation
Creating & managing a learning organisation
Culture-Bond in organisation
-Work Stress & its management
-Types of stress
-Demand-Resources Model of Stress
-Potential Sources of Stress
-Consequences of Stress
-Not all Stress is Bad
-Burnout
-Stress v/s Burnout
-Managing stress
-Global Implications
-Summary & Managerial Implications
-How to Manage stress.
Deciding how to meet obligations and act responsibly ethical analysis and pro...FerdinandLabaniego
James Rest (1994) – well-known cognitive-developmental researcher, developed a model of ethical behavior. Rest, et. al., claimed there are four (4) psychological processes that affect ethical decision making and behavior.
Today's business organizations must understand that we live in a dynamic and constantly change world. Both as indidviduals and as organizations, we must learn to accept and adjust to change.
ORGANISATIONAL CHANGE & STRESS MANAGEMENT
-Managing Planned change
-Resistance to change
-Overcoming resistance to change
-Politics of change
-Lewin's Three Step Change Model
-Action Research
-Organisational Development
-OD Techniques
-Change issues for today's Managers
Technology in workplace
Stimulating Innovation
Creating & managing a learning organisation
Culture-Bond in organisation
-Work Stress & its management
-Types of stress
-Demand-Resources Model of Stress
-Potential Sources of Stress
-Consequences of Stress
-Not all Stress is Bad
-Burnout
-Stress v/s Burnout
-Managing stress
-Global Implications
-Summary & Managerial Implications
-How to Manage stress.
Finally, let us understand that when we stand together, we will always win. When men and women stand together for justice, we win. When black, white and Hispanic people stand together for justice, we win.
- Bernie Sanders
3HR StrategiesKey concepts and termsHigh commitment .docxlorainedeserre
3
HR Strategies
Key concepts and terms
High commitment management •
High performance management •
HR strategy •
High involvement management •
Horizontal fi t •
Vertical fi t •
On completing this chapter you should be able to defi ne these key concepts.
You should also understand:
Learning outcomes
T • he purpose of HR strategy
Specifi c HR strategy areas •
How HR strategy is formulated •
How the vertical integration of •
business and HR strategies is
achieved
How HR strategies can be set out •
General HR strategy areas •
The criteria for a successful HR •
strategy
The fundamental questions on •
the development of HR strategy
How horizontal fi t (bundling) is •
achieved
How HR strategies can be •
implemented
47
48 Human Resource Management
Introduction
As described in Chapter 2, strategic HRM is a mindset that leads to strategic actions and reac-
tions, either in the form of overall or specifi c HR strategies or strategic behaviour on the part
of HR professionals. This chapter focuses on HR strategies and answers the following ques-
tions: What are HR strategies? What are the main types of overall HR strategies? What are the
main areas in which specifi c HR strategies are developed? What are the criteria for an effective
HR strategy? How should HR strategies be developed? How should HR strategies be
implemented?
What are HR strategies?
HR strategies set out what the organization intends to do about its human resource manage-
ment policies and practices and how they should be integrated with the business strategy and
each other. They are described by Dyer and Reeves (1995) as ‘internally consistent bundles of
human resource practices’. Richardson and Thompson (1999) suggest that:
A strategy, whether it is an HR strategy or any other kind of management strategy must
have two key elements: there must be strategic objectives (ie things the strategy is sup-
posed to achieve), and there must be a plan of action (ie the means by which it is pro-
posed that the objectives will be met).
The purpose of HR strategies is to articulate what an organization intends to do about its
human resource management policies and practices now and in the longer term, bearing in
mind the dictum of Fombrun et al (1984) that business and managers should perform well in
the present to succeed in the future. HR strategies aim to meet both business and human needs
in the organization.
HR strategies may set out intentions and provide a sense of purpose and direction, but they are
not just long-term plans. As Gratton (2000) commented: ‘There is no great strategy, only great
execution.’
Because all organizations are different, all HR strategies are different. There is no such thing as
a standard strategy and research into HR strategy conducted by Armstrong and Long (1994)
and Armstrong and Baron (2002) revealed many variations. Some strategies are simply very
general declarations of intent. Others go into much more detail. ...
Organizational Development is of the most concurrent HR subject specialization, aims to improve strategic human resource management role to improvise the business and organization development. action research and organizational diagnosis, various tools and techniques like sensitivity training, T group interventions help the readers to understand better details.
Linking leadership style, organizational culture, motivation and competence o...inventionjournals
This research aims to analyze empirically the influence of leadership style, organizational culture, motivation, and competencies on civil servants performance in mediation is job satisfaction. The design of this research using survey method with the collection of the data in cross-section through the questionnaire. Determination of a sample using simple random sampling with the total number of respondents as much as 265 employees. Methods of analysis of data used in hypothesis testing are the analysis moments of structures. This research provide evidence that leadership style, organizational culture and competence of a positive and significant effect on the job satisfaction, while the negative effect of motivation but Significantly to job satisfaction. Then the leadership style and organizational culture is positive but not significant effect on civil servants performance and motivation as well as competence and job satisfaction the positive and significant effect on the civil servants performance. Job satisfaction is not as mediating variable in explaining the effect of leadership styles and organizational culture on the civil servants performance, while on the other mediation of job satisfaction testing proved to be a full mediation in analyzing the effect of motivation and competencies on the civil servants performance.
Codes of Ethical Conduct A Bottom-Up ApproachRonald Paul .docxmary772
Codes of Ethical Conduct: A Bottom-Up Approach
Ronald Paul Hill • Justine M. Rapp
Received: 18 January 2013 / Accepted: 12 December 2013 / Published online: 1 January 2014
� Springer Science+Business Media Dordrecht 2013
Abstract Developing and implementing a meaningful
code of conduct by managers or consultants may require a
change in orientation that modifies the way these precepts
are determined. The position advocated herein is for a
different approach to understanding and organizing the
guiding parameters of the firm that requires individual
reflection and empowerment of the entire organization to
advance their shared values. The processes involved are
discussed using four discrete stages that move from the
personal to the work team and to the unit to the full
company, followed by the board of directors’ evaluation.
The hoped-for end product is dynamic, employee-driven,
codes of conduct that recognize the systemic and far-
reaching impact of organizational activities across internal
and external stakeholders. Operational details for and some
issues associated with its implementation are also provided.
Keywords Code of conduct � Employee-driven
approaches � Bottom-up development
Corporation, Be Good! Frederick (2006)
That managers and employees are capable of both ethical
and unethical behaviors due to individual and internal
corporate culture factors cannot be denied (Ashforth and
Anand 2003; Treviño and Weaver 2003; Treviño et al.
2006). Over the last decade, as diverse organizational
stakeholders began exerting more pressure on firms to
eliminate unethical conduct, the field of management has
witnessed a proliferation of research on ethics and ethical
behavior in organizations (Elango et al. 2010; Gopala-
krishnan et al. 2008; O’Fallon and Butterfield 2005; Tre-
viño et al. 2006).
However, recent ethical failures, as well as continuous
ethical challenges that organizations face, have led scholars
to conclude that predicting ethical dilemmas is difficult a
priori: ‘‘It is only, when we look back on our conduct over
the long run that we may find ourselves guilty of moral
laxity’’ (Geva 2006, p. 138). What underlies this particular
situation is the inability of organizational elites to monitor
and implement initiatives within today’s complex business
entities (Martin and Eisenhardt 2010; Uhl-Bien et al.
2007). Accordingly, more dynamic approaches to business
ethics is needed, one that spans ‘‘both the individual and
organizational levels’’ of concern (Gopalakrishnan et al.
2008, p. 757).
As a consequence and in reaction to neoclassical eco-
nomics, managers and their employees are expected to go
beyond dictates imposed by the law and marketplace to
fulfill larger responsibilities (Stark 1993). This expectation
is accomplished through adoption of a stakeholder per-
spective that is infused with empathy for people, groups,
and communities that may be impacted by the actions of
business.
Oragnization development OD (INTRODUCTION)shagun jain
Organization development is the study of successful organizational change and performance. OD emerged from human relations studies in the 1930s, during which psychologists realized that organizational structures and processes influence worker behavior and motivation.
BPC play a vital role in constitution making of Pakistan. Committee was formed headed by Molvi Tamez uldin to present a complete diagram recommendations and shape of a new Constitution of Pakistan
the actual mean of this presentation was about check the effects of privatization of SO E's and results after privatization either it was successful or not.
K-Electric was a success story of privatization like PTCL and other SO E's.
K-Electric also a trend setter in Power sector to use new technology and customer care services.
CCB was a initiative step under the Musharaf regime in Local governance to empowerment of local citizen to be a part of development. provision about CCB given in Devolution plan and Local Government Ordinance 2001,
this document give idea about CCB how it works and formulation and procedure also given a statistical data about its progress and performance.
An overview given in this presentation about the local Governance systems followed in many regions with main countries examples,
Although it can not be generalized to over all systems but these are major system followed with changes according to counties and regions creed,social norms and culture etc.
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Strategic human resource practice implementation (research paper design)
1. 1
Strategic human resource practice
implementation:
The critical role of line management
David M. Sikora a,, Gerald R. Ferris bPresented by:
Ali Imran
4. SOCIAL CONTEXT THEORY
• An organization's social context, including its culture, climate,
political considerations, and social interactions
• Shapes the linkages between HR systems, HR practice
implementation, and organization effectiveness.
• This paper is based on the model of Grattan and Truss (2003) and
social context theory model by Ferris et al., 1998.
• This social context model also proposes that the types of HR
practices that are developed and implemented in each
organization are shaped by these key social factors (Ferris et al.,
1998).
5. VARIABLES AND DIMENSIONS
Organizational
Culture
Social Interactions
Organizational
Climate
Political
Considerations
Line Manager HR
Practice
Implementation
Level
Subordinate Turnover
Intention
Subordinate Job
Performance
Subordinate Job
Satisfaction
Subordinate
Procedural Justice
Perceptions
Purposed model by Sikora, R. Ferris (2014)
7. ORGANIZATIONAL CLIMATE
• the definitions of organizational climate offered by such authors
as Gihner (1966), Taguri (1968), Meyer (1967), Georgopoulos
(1965), Litwin and Stringer (1966), and Gellerman (1959),
• one might define organizational climate as a relatively enduring
quality of an organization's internal environment distinguishing it
from other organizations;
• (a) which results from the behavior and policies of members of the
organization, especially top management;
• (b) which is perceived by members of the organization;
• (c) which serves as a basis for interpreting the situation; and (d)
acts as a source of pressure for directing activity.
8. ORGANIZATIONAL CLIMATE CONT…..
Factors that influence Organizational Climate
Involvement
Co-worker Cohesion
Supervisor Support
Autonomy
Task Orientation
Work Pressure
Clarity
Managerial Control
Innovation
Physical Comfort
Accountability
9. ACCOUNTABILITY
• Renwick (2000) found that while many line managers welcome HR responsibilities,
this responsibility needs to be accompanied with greater accountability.
• Renwick also argued that responsibility and accountability are key factors in the
execution of line managers' HR duties.
• Accountability also was identified as an HR implementation issue by Cassell et al.'s
(2002) study of small business line managers. These managers felt that while they
were accountable for implementing their organization's HR practices, they also
believed that there was no formal evaluation of HR practice success.
• Renwick (2003) similarly found that line managers believed that they were
increasingly assuming HR responsibilities and accountability, yet they were given
little authority in carrying out those duties.
• Watson et al. (2007) asserted that clearly defined accountability for HR tasks is
crucial for line managers' HR practice execution.
10. SUBORDINATE PROCEDURAL JUSTICE PERCEPTION
• Kim (2009) found that employees who perceived that they were
treated fairly by their company tended to develop and maintain
communal relationships with the company.
• when employees felt that they were treated fairly by their company,
they were likely to hold more commitment, trust, satisfaction, and
control mutuality than when they perceived that they were treated
unfairly.
• organizational justice perceptions strongly effect the attitude of the
workers such as job satisfaction, turnover intentions and organization
commitment and also workplace behavior such as absenteeism and
organizational citizenship behavior (Colquitt, Conlon, Wesson, Porter, &
Ng, 2001).
11. TYPES OF JUSTICE
•It has three types
• (I) Distributive justice
• (II) Procedural justice
• (III) Interactional justice
12. DISTRIBUTIVE JUSTICE
• The notion of fairness in organizations emerged from the social-
psychological literature on distributive justice (Adams, 1963, 1965;
Deutsch, 1975, 1985) .
• Distributive justice has its origins in equity theory (Adams, 1965),
which argues that individuals compare their input–output ratios
with those of others in order to determine the level of fairness.
• When individuals perceive inequity, they modify their effort, or
change their perceptions of inputs or outcomes
• In performance appraisals, individuals compare their efforts with
the rating they received and the fairness of the rating constitutes
distributive justice perceptions
13. PROCEDURAL JUSTICE
• Procedural justice, defined as the fairness of the process by which outcomes are
determined (Lind & Tyler, 1988)
• (Leventhal, 1980; Leventhal et al., 1980) theory of procedural justice judgments
focused on six points
• (a) be applied consistently across people and across time,
• (b) be free from bias (e.g., ensuring that a third party has no vested interest in a
particular settlement),
• (c) ensure that accurate information is collected and used in making decisions,
• (d) have some mechanism to correct flawed or inaccurate decisions,
• (e) conform to personal or prevailing standards of ethics or morality,
• (f) ensure that the opinions of various groups affected by the decision have been
taken into account.
14. INTERACTIONAL JUSTICE
• Indicate the management representatives behavior toward subordinate
(most advance aspect of justice perception in org.)
• More recently, interactional justice has come to be seen as consisting
of two specific types of interpersonal treatment (Greenberg, 1990a,
1993b).
• The first, labeled interpersonal justice, reflects the degree to which
people are treated with politeness, dignity, and respect by authorities
or third parties involved in executing procedures or determining
outcomes.
• The second, labeled informational justice, focuses on the explanations
provided to people that convey information about why procedures
were used in a certain way or why outcomes were distributed in a
certain fashion.
15. NOW NEXT IS MY PROBLEM STATEMENT AND
FURTHER WORK FROM MY SIDE
18. ORGANIZATIONAL CLIMATE
• the definitions of organizational climate offered by such authors
as Gihner (1966), Taguri (1968), Meyer (1967), Georgopoulos (1965),
Litwin and Stringer (1966), and Gellerman (1959),
• one might define organizational climate as a relatively enduring
quality of an organization's internal environment distinguishing it
from other organizations;
• (a) which results from the behavior and policies of members of the
organization, especially top management;
• (b) which is perceived by members of the organization;
• (c) which serves as a basis for interpreting the situation; and (d)
acts as a source of pressure for directing activity.
19. ORGANIZATIONAL CLIMATE IMPACT ON LINE
MANAGERS HRM IMPLEMENTATIONS
• Organizational culture is defined by an organization's enduring
and deeply shared attitudes, norms, and beliefs. In comparison,
Organizational climate is individuals' more short-term and
variable environmental interpretation (Denison, 1996; Ferris et
al., 1998; Kopelman, Brief, & Guzzo, 1990). Kopelman et al.
(1990) argued that organizational climate includes an
organization's key Goals, work means and methods, task and
social support provided to employees, and the type of rewards
provided for good job
20. AT NEXT NOW YOU HAVE TO DEFINE YOUR
VARIBLES DEFINATIONS AND OLD AUTHORS
WORDS FOR IT AND RELATION WITH YOUR
DEPNDENT VARIABLES BY EACH DIEMENSION
FOR THIS PURPOSE YOU HAVE TO READ VARIOUS
PAPERS(ABSTRACT INTRODUCATIONAND
CONCLUSION ONLY)
AFTER THAT YOUR VARIABLES WILL BE THEORIZED
THEN YOU COME UP WITH YOUR OWN HYPOTHESIS