Interdependence of

Organizational
and Human Resource
Human Resource and Strategy
Job Design
Demand for skills
Operations Management Competitive and employees
Human
Chapter 10 Strategy--
Resource
Domestic,
Strategy
International Organizational Readiness

Academy of Management Review 13, 1988, Lengnick-Hall & Lengnick-Hall

The Strategic Role of International Constraints on HR Strategy

HRM
Process

Staffing policy: Strategy
 Selecting individuals with requisite
Product Individual
skills to do a particular job. Strategy Differences
 Tool for developing and
promoting corporate culture. HR
Strategy

Layout
Schedules
Strategy

Location
Strategy
18-1

Job analysis Job Analysis

The job description is a

statement covering:
•What a jobholder does
•How it is done
•Why it is done.

Develop a detailed description of tasks

Determine the relationship of a given job
to others The job specification is the listing of the
Ascertaining the knowledge, skills, and minimum acceptable qualifications that an
abilities necessary for successful employee must possess to perform a given
performance job successfully.

1
 Hiring for correct skills SWA

Known for personnel selection based on

personality

We are looking for individuals with the

Initial resume screening following:
 A commitment to Customer Service

Invitation to home office in Milwaukee
 Self-Motivation and Energetic personality

Upon arrival, sent to a private area to write a  Team-Oriented quality
communication document  Ability to work equally well alone or with others
 Sense of Humor

If writing skills are deficient, no interview is  Positive attitude
granted.  Flexibility to work in a dynamic, fast-paced

If writing is satisfactory, the applicant environment
continues on in the process.
Careers

Work Schedule Options Flextime Schedule

Employees work during a common core time
period but have discretion in forming their total
workday from hours around the core.

9 1
to to
11 3

Compressed workweeks
Part-time employment
Job sharing- practice of two or more people splitting
Normal 40-hour-a-week job.

Job design Alternatives Job Rotation

Taylor’s Herzberg
Job Job
simplification Enrichment
Receptionist Data Entry

Job enlargement
& rotation
Administrative
Assistant
Automation Self-managing
Teams

2
 Job enlargement
Job enlargement
Pull down responsibilities
Horizontal expansion from above
of job responsibilities Vertical loading
Increases job depth
Horizontal loading
Increases job scope
To improve
this job-
Pull pre-work in Pull later work in
rearrange its
task elements

Push down or
automate routine tasks

Job enrichment checklist Hawthorne Studies

Elton Mayo
 Western Electric Hawthorne plant at Cicero,

Remove controls that limit Illinois
people’s discretion in work
1927-1932

Began with physical and environmental

Grant people the authority influences on work
 Lighting

Make people understand  Humidity
accountability
Later moved to psychological
 Breaks

Allow people to do “whole” tasks  Group pressure
 Working hours

Make performance feedback  Managerial leadership

available

A fully engaged employee: CANE Model of Motivation

(Commitment And Necessary Effort)

Understands the
organization’s strategic Capabilities x Affect x Task Value Commitment
goals, values, and how
employees fit (rational Motivational
dimension) Choice
Has an emotional Persistence
attachment to the Engagement
Persistence
organization (emotional Mental Effort
dimension) Emotional
Rational
Is motivated and willing to Mental Effort
invest discretionary effort
to go above and beyond
(motivational dimension)

Richard Clark, Ph.D., USC, 1998

3
 CANE Model of Motivation CANE Model of Motivation
(Commitment And Necessary Effort) (Commitment And Necessary Effort)

Capabilities x Affect x Task Value Commitment Capabilities x Affect x Task Value Commitment

Self-Efficacy Self-Efficacy Emotion

Choice Choice
Agency Agency Mood
Persistence Persistence
Persistence Persistence
Mental Effort Mental Effort

Mental Effort Mental Effort

Richard Clark, Ph.D., USC, 1998 Richard Clark, Ph.D., USC, 1998

CANE Model of Motivation CANE Model of Motivation

(Commitment And Necessary Effort) (Commitment And Necessary Effort)

Capabilities x Affect x Task Value Commitment Capabilities x Affect x Task Value Commitment

Self-Efficacy Emotion Importance Self-Efficacy Emotion Importance

Choice Choice
Agency Mood Interest Agency Mood Interest

Utility Persistence
Persistence Utility Persistence

Mental
Mental Effort
Effort Self-Efficacy Mental Effort

Richard Clark, Ph.D., USC, 1998 Richard Clark, Ph.D., USC, 1998

Core Job Characteristics Identifies five job characteristics

Task The relationship of the characteristics to personal and work outcomes

significance

Skill variety
 How many different activities required
Skill Task
Task identity
 The element of completing a whole or
variety Identity identifiable piece of work

Task significance
 How much significance the job has in
relation to the work of others, customer
satisfaction, or company objectives

Autonomy
 The degree of freedom in planning and
completing tasks

Feedback
Autonomy Feedback  How much clear information the individual
receives on the work accomplished

4
 The Job Characteristics Model Every worker wants to know
Core job Individual
characteristics Critical psychological Work Outcomes
What do you want me to do?
states  Role/clarity
Skill variety
Experienced
High internal
work motivation

Why is it important?
Task identity meaningfulness of work  Vision and strategy
High growth
Satisfaction

How do you want me to do it?
Task Experienced responsibility  Provide parameters
significance for outcomes of work High general
Job satisfaction  Competence and capability
Knowledge of actual High work

How well am I doing?
Autonomy results of work effectiveness  Measurement and feedback

What is in it for me?
Feedback  Rewards and recognition
Employee growth-need strength
•Knowledge & skill
•Context satisfactions

Work Redesign Options Limitations of Job Expansion

Team-Based Work Designs
Revisited
Higher costs
 The Job Characteristics Model (JCM)
Individual preferences
predicts high performance of groups
when:
Higher wage rates

Group members use a variety of high level
skills.
Smaller labor pool

The group task is a whole and meaningful
Increased accident rates
piece of work.

Outcomes of the group’s work has significant
Current technology limitations
consequences for other people.

The group has substantial autonomy in
deciding how they do the work.

Work on the task generates regular,
trustworthy feedback.

Incentive Systems Employee Lifecycle Model

Ongoing
Selection New Hire Career

Bonus and Hiring Development
Performance
Management Development

Profit sharing Competencies

Gain sharing
Performance Measures

Incentive system
Recognition and Rewards

Knowledge-based pay
systems Organizational Support

Rodger Stotz, Maritz, Inc. 2007

5

Recognition
“Great Job:
Generational views Definitions 
 Discretionary
 Generally “after the
fact”

Older generation
Incentives  Focus: Psychic
value
 “Do this, get that”
 No news is good news  Formula based
 Budgeted

Boomers  Pre-announced
Reinforcement of
 Focus: tangible value
 Once a year evaluation  Self-funded
corporate values is
the primary objective

Gen X-Y Primary objective is
 Quarterly or monthly insights organizational
improvement

Millenniums
 Instant gratification- need to know Doesn’t necessarily make
person feel appreciated
by the minute or recognized

Individual Performance

Move from Position

Pay to People Pay

Negotiate Reward
Program of most
value to the
employee

Wojciech Jastrzebowskis

1857
Outline of Ergonomics
The Science of Work

Work environment affects

•Productivity
•Safety
•Quality of work life

Lighting, noise, temperature, humidity,…

Safety Glasses, Steel Toed Shoes, Hearing Protection, etc.

6
 Techniques to improve work
The Visual Workplace
environment

Overview of entire operation

Flow diagrams-process charts  Where does the employee fit
 Provide detail of movement of
Performance
materials and people  Charts indicate various measures

Activity Charts  Kanban indicators for production

Micro-motion charts
Housekeeping
 Labeling
 Color-coding

International Labor Relations Strategy of International Labor

Key issue: degree to which organized labor can

Try to establish international labor
limit the choices of an international business. organizations.

Labor concerns:
Lobby legislatures to restrict
 Counter bargaining power with threat to multinationals.
move jobs off-shore.
 Keep high-skill work at home and ship low-

Use United Nations to regulate
skill work to foreign plants. multinationals.
 Importing employment practices and
contractual agreements from the home-
country.
Efforts have
not been
18-14 successful.

Ten Steps to a Global Human

It’s a new world for managers
Resource Strategy
Preparing for Global Role isn’t Easy
(Hal Lancaster, WSJ Europe, June 9, 1998)

Break all the “local national” glass ceilings

Trace your lifeline

A Profile is emerging for effective

Build a global database to know who and global leaders
where your talent is
Can handle more complexity and

Construct a mobility pyramid uncertainty than domestic managers

Identify your leadership capital Relates well with diverse groups of people

Assess your bench strength and skills gap Listens more than talks

Recruit regularly Craves adventure over status quo

Advertise your posts internally Accepts more than one way to skin a
business problem

Institute succession planning

Challenge and retain your talent
John A. Quelch and Helen Bloom

7
 Expatriate Selection
The Expatriate Problem

Self-orientation:
 Strengthen self-esteem, self-confidence
and mental well-being.
Expatriate failure:

Others-orientation:  Premature return of the expatriate
 Enhance ability to interact with host-
country nationals. manager to his/her home country.

Perceptual ability:
Cost of failure is high:
 The ability to empathize - understand why  Estimate - 3X the expatriate’s
people in host-country behave the way
they do. annual salary plus the cost of
relocation (impacted by currency

Cultural toughness:
 How well an expatriate adjusts to a
exchange rates and assignment
particular posting tends to be related to the location).
country of assignment. 18-8 18-5

1. Culture
2. Language
Training for Expatriate
3. Practical
Reason for Expatriate Failure
Managers

Cultural:
US Multinationals
Japanese Firms
Inability of spouse to  Inability to cope with
 Seeks to foster an appreciation of 
larger overseas
adjust.
the host-country’s culture.  Manager’s inability to
responsibilities.
 Difficulties with the new

Language: adjust.
environment.
 Other family problems.
 Can improve expatriate’s  Manager’s personal or
 Personal or emotional
effectiveness, relate more easily problems.
emotional immaturity.
 Lack of technical
to culture and fostered a better  Inability to cope with
competence.
firm image. larger overseas
responsibilities.  Inability of spouse to
adjust.

Practical:
 Ease into day-to-day life of the European Multinationals: Inability of spouse to adjust.
host country.
18-7
18-9

Ethical Aspects of Labor

Key issues in repatriation

Training

Fair Pay
Helping expatriates manage
Managing expatriates and
building a competitive
their future careers better so
Exploitation
that they can find positions
advantage using the  Sweat shops
that capitalize on the knowledge,
knowledge and experience
skills, and abilities they have
of expatriates.
built while abroad.
 Child labor

Supporting repatriates in
reintegrating back home on
a personal and business level.

8
 Marketing training
in Uzbekistan

Education Levels

Overall educational levels low in

Central America
 Honduras ~ 5th grade
 Costa Rica ~ secondary school
 Nicaragua ~ 6th grade

Even lower for women
 Has not been a priority
 Often quit school for marriage and
family

Approach with mutual respect and
understanding the goal

Transportation Acknowledgement

Walk

Public Transportation
 Understand time schedules
 Central America not as frequent as in
Europe

9
Building a solid foundation

Find proper time period for
participation

Overcome marginal facilities with
good planning

Develop booklet

Utilize exercises- be very “hands-
on”

Work around transportation
availability

Willing to accept children in
workshops

Reward participation

ENJOY!

10