Chapter 9,10-Strategic HRM 2 for printing

Chapter 9,10-Strategic HRM 2 for printing - Strategic Human...

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Strategic Human Resource Management Wed Jan 27, 2010 Strategic HRM cont. Org Justice Motivation theory
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Lincoln’s HRM System Piecework pay Guaranteed employment Bonus based on performance Encouraging lateral communication and cooperation between functions in product design Attracting highly motivated individuals Reduce distinctions between management and workers MAB to improve vertical communication No union allows most efficient layout and novel pay schemes
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Lincoln’s HRM System Clear philosophy and strategy shared values Leadership by example Willis is very hard working, parks in the same parking lot Life-time employment allows accumulation of specialized experience and knowledge as well as adding to commitment and communication (everyone knows everyone else) Attention to detail without losing sight of superordinate goal
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Lincoln’s HRM System Marketing focuses on customer needs salespeople know welding Honesty and fairness in relations between management and workers Minimal conflict because of shared goals whatever workers demand comes out of their bonuses Promoting from within
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Lincoln’s HRM System Recruitment Selection Training Compensation (merit system) Recognition Promotion Justice (distributive and procedural)
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Take- Away’s from Lincoln Electric Personnel system must be congruent with strategy and operations; selected parts of this management system are not transportable Importance of company culture and history in sustaining HR system
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Organizational Justice Distributive (who gets what) Procedural (done, and seen to be done) Interactional (dignity of treatment) Restorative (making things right)
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Distributive Justice Employees will rate fairness of outcomes Equity theory (input/output ratio)
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Procedural Justice Procedures and decision control affect fairness ratings People will accept many outcomes if the process is fair Real or perceived participation in decision making increases of procedural justice
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Interactional Justice Fairness ratings of both outcomes and procedures go down when interpersonal contact is unjust Becomes a factor when power is used to approach conflict
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Restorative Justice Recognizing transgression Apologizing first Perpetrator gets involved in the restoration of dignity, outcomes, etc. Increases probability that perpetrator will not become alienated, that victim will recover and retain commitment
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What do we need to know? Types and sources of conflict A conflict is any incompatibility of goals/needs and/or interests If incompatibilities are perceived, but not real, call it a false conflict (even though it feels real) Just because you are unaware of a conflict does not mean that it is false (could be latent, could be that everyone else knows about it)
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What do we need to know? A model for thinking about conflict
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Chapter 9,10-Strategic HRM 2 for printing - Strategic Human...

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