Building More Effective Organizations: HR Management and Performance in Practice

Cover......Page 1
Half-title......Page 3
Title......Page 5
Copyright......Page 6
Contents......Page 7
Figures......Page 10
Tables......Page 11
Contributors......Page 12
Building more effective organizations......Page 14
Preface......Page 17
Overview of the contents......Page 21
REFERENCES......Page 26
Acknowledgements......Page 28
Part I Building more effective organizations......Page 29
The new world of work and organization......Page 31
The “war for talent”......Page 33
Characteristics of effective organizations......Page 34
Jon Katzenbach......Page 35
Mission, values and pride......Page 36
Individual achievement......Page 37
Recognition and celebration......Page 38
Jim Collins and Jerry Porras......Page 40
Jim Collins......Page 41
David Sirota......Page 42
Wayne Cascio......Page 44
Complementary practices......Page 47
Characteristics of HI organizations – what needs to be done to achieve HI status......Page 48
Treating people right......Page 49
Is there consensus on what an effective organization looks like?......Page 50
John Kotter......Page 51
The eight steps or stages of successful large scale change......Page 52
Surviving is not the same thing as performing at peak levels......Page 54
The time is right......Page 55
Evidence-based management......Page 56
REFERENCES......Page 57
NOTE......Page 59
Part II Enhancing individual health and performance......Page 61
The waning of enthusiasm......Page 63
Why management demotivates employees......Page 65
What workers want: The three-factor theory......Page 67
Four cultures......Page 69
Enhancing job security......Page 71
Sharing in the financial gain......Page 73
Creating a compelling vision......Page 75
Fostering employee involvement......Page 77
Providing recognition......Page 79
Demonstrating respect......Page 81
Conclusion......Page 83
REFERENCES......Page 84
Introduction......Page 85
Market failures......Page 86
Perfunctory versus consummate cooperation......Page 88
The authority relation and transactions costs......Page 89
Performance appraisal......Page 91
Low – versus high-powered incentives......Page 92
Supervisory evaluations as social exchange......Page 96
Fairness and transaction costs......Page 99
Friedman’s flat-world hypothesis......Page 101
How might OCB be sustained in the Flat World?......Page 106
REFERENCES......Page 108
4 Best practices for work stress and well-being......Page 112
Supervisory support......Page 114
Best practice statement......Page 115
Job design, scheduling and work flow......Page 116
Communication pathways and information modes......Page 118
Communication during restructuring......Page 119
Work and family......Page 121
Demand and feasibility......Page 122
Work vs family dichotomies......Page 123
Organizational initiatives to increase eustress......Page 124
Knowledge exchange and eustress......Page 125
Fairness and organizational justice......Page 126
Unintentional final consequences of injustice and unfair treatment......Page 129
Managerial actions: Best practices to address this human dilemma......Page 130
Performance appraisal......Page 131
Training......Page 132
Conclusion......Page 133
REFERENCES......Page 134
5 Enhancing staff well-being for organisational effectiveness......Page 138
Stress and well-being......Page 139
Well-being and performance/productivity......Page 140
The ASSET model......Page 143
The design of the ASSET survey......Page 144
Perceptions of the job......Page 145
Employee health......Page 147
Evidence for the benefits of the audit approach......Page 148
REFERENCES......Page 150
Part III Enhancing organizational health and performance......Page 153
What is the organization’s working definition of leadership, and what kind of leadership is it seeking to develop?......Page 155
Leadership competencies......Page 157
What are the objectives of the leadership development initiative?......Page 158
Using the leadership development initiative as a “bully pulpit”......Page 159
Using the leadership development initiative to include clients and add commercial value......Page 160
Learning from work experiences......Page 161
GE’s popcorn stands......Page 163
Other approaches to experiential learning......Page 164
Kolb’s model......Page 168
Learning from other people......Page 170
Learning from coursework......Page 173
GE’s “Session C”......Page 174
Who is to be developed?......Page 175
Breadth vs depth......Page 176
Including customers and other external constituencies......Page 177
Who should serve as faculty?......Page 179
How should the success of the initiative be evaluated?......Page 181
Kirkpatrick’s measures of training effectiveness......Page 182
How should the leadership group be organized?......Page 184
Exhibit A: Pine St running rules......Page 185
REFERENCES......Page 187
7 Best practices in building more effective teams......Page 188
The nature of teams......Page 189
Fostering effective teams......Page 192
Creating teams......Page 195
Conclusion......Page 207
REFERENCES......Page 208
8 Career development processes in organizations......Page 211
The past: traditional careers and traditional career management......Page 212
The growth of nontraditional careers......Page 217
The present: nontraditional careers and changes in career management......Page 218
The kaleidoscope career model......Page 223
Organizational use of the KCM to guide career management processes......Page 224
Future challenges and conclusions......Page 226
REFERENCES......Page 229
NOTES......Page 234
Introduction......Page 235
Organizational learning styles......Page 237
Exploration versus exploitation......Page 238
Organizational learning processes......Page 239
Knowledge generation......Page 240
Knowledge application......Page 241
Competitive advantage......Page 242
Transforming the organization......Page 243
Flexible structure......Page 244
Intelligent failure and experimentation......Page 245
Communication......Page 246
Developing support......Page 247
Managing the transition......Page 248
Sustaining momentum......Page 249
Individual learning......Page 250
Summary......Page 251
REFERENCES......Page 252
Introduction......Page 256
Context matters......Page 257
The effect of social comparison on perceptions of best practice......Page 259
Different perspectives on best practices......Page 260
The double-edged nature of “best” practice......Page 261
Healthy organisations and work–life balance......Page 262
Implementing statutory entitlements – with attention to culture and practice change......Page 264
Management support......Page 265
Trust andmutual understanding......Page 266
The role of colleagues......Page 267
Gender equity......Page 269
Positive workplace practices in different contexts......Page 270
Reducing contracted hours......Page 271
Flexible working hours – with autonomy......Page 272
Working from home......Page 273
Conclusion......Page 274
REFERENCES......Page 276
NOTES......Page 279
Introduction......Page 280
Diversity management research......Page 281
Drivers for change at Pearson......Page 283
Reuters – Diversity review in the annual report......Page 284
The British Airways experience......Page 285
The PwC recruitment initiative......Page 287
The Pearson ethnic diversity outreach programme......Page 288
Women’s recruitment, development and retention at Shell......Page 289
Diverse role models......Page 290
Female role models at Shell......Page 291
Reuters valuing difference global reverse mentoring programme......Page 292
Affinity groups at Reuters......Page 293
Shell women’s networks......Page 294
Pearson and the diversity week......Page 295
Diversity and flexibility......Page 296
Flexible working at IBM......Page 297
Wellness at Goldman Sachs......Page 298
Credit Suisse parents network pregnancy to pre-school group......Page 299
Work–life balance and the importance of leadership......Page 300
Enhancing diversity through procurement......Page 301
The PricewaterhouseCoopers diversity indicator model......Page 302
The Lloyds TSB equal pay initiative......Page 303
REFERENCES......Page 304
Part IV Transforming organizations......Page 307
The manufacturing challenge......Page 309
From craft production to agile manufacturing......Page 311
Towards high involvement innovation......Page 312
From physical to virtual manufacturing......Page 314
From solo act to networks......Page 317
Conclusion......Page 318
REFERENCES......Page 319
Context for change......Page 321
Organisational culture and change......Page 322
Company and policy documentation......Page 323
People at the heart of cultural change......Page 324
Organisational values and strategy......Page 325
Authenticity......Page 327
Communication and consultation......Page 328
Leadership style......Page 330
Training......Page 331
Employee outcomes......Page 332
Organisational outcomes......Page 335
REFERENCES......Page 336
NOTES......Page 337
Introduction......Page 338
The Four C’s model for organizational sustainability......Page 341
The complex resource-based view......Page 344
The 4 C’s model and HR processes with a living systems view......Page 348
Connectivity: Relevant living systems principles......Page 351
Connectivity: Leverage points in the HR system and processes......Page 352
Commitments: Leverage points in the HR system and processes......Page 355
Culture: Relevant living systems principles......Page 356
Capabilities: Relevant living systems principles......Page 357
Capabilities: Leverage points in the HR system and processes......Page 358
REFERENCES......Page 359
15 Be in to Win – from absence to attendance in Royal Mail group......Page 362
The management issue......Page 364
Sickness absence in the UK......Page 365
The approach......Page 366
Phase 1: March 2004 to March 2005......Page 367
Business renewal......Page 368
Transforming HR......Page 369
Tackling the unauthorised absence problem......Page 370
Be in to win......Page 372
Internal communications......Page 373
Early wins......Page 374
Corporate turnaround......Page 375
From absence to attendance......Page 377
Reward through......Page 378
NOTES......Page 379
16 Transforming a company into a community......Page 381
Group dynamics in large group change......Page 382
Chaos in China: the Asian leadership community forms......Page 385
Facilitating large group dialogue......Page 387
Unity in diversity......Page 388
Inquiry into mission......Page 390
Experiencing communities in India......Page 391
Redefining a company’s mission......Page 393
An emerging sense of community......Page 394
REFERENCES......Page 396
NOTES......Page 398
Index......Page 399