organization human resource management

organization human resource management - We like to say it...

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Organization Development and Human Resources Management Knowing Our Place for the First Time? “We like to say it is synergy that makes business teams so effective—the whole being greater than the sum of its parts. But for the whole to be greater than the sum of its parts, new relationships must be forged among those parts. If all the parts do is co-exist side by side, there is no synergy.” By Dave Hanna Four decades ago, Herb Stokes, a pioneer- ing change agent and my first mentor at Procter & Gamble, told me, “The organi- zational forces for stability are always in conflict with the organizational forces for change. [Human Resources] represents the forces for stability. Organization Develop- ment represents the forces for change. That is why [HR] and OD never should be housed in the same department.” Most of us OD practitioners in those days indeed were housed in Personnel or Industrial Relations (both known today as HR). And while we all enjoyed associat- ing with our HR colleagues, we did have frequent disagreements with them on what to change in the organization and how to go about making those changes. If OD consultants recommended a more innovative pay system based on contribu- tion vs. seniority or job title, HR managers would present a long list of reasons why such a change was very risky and uncer- tain in the benefits it would deliver. When HR would present the revised plant safety policy, OD would cry “bureaucracy” and point out how the policy failed to mesh with the empowerment initiative that was underway. Pick the right issue in the right orga- nization at the right time and you could find HR and OD being each other’s chief antagonist. Many years have passed since those days, but some of the enmity still persists between the two groups. The last thing either of these players needed was someone else complicating their attempts to improve things. The HR function traditionally has fought to gain respect as a legitimate partner at the busi- ness table. Conventional wisdom said HR was supposed to take care of the people business so managers could take care of the “real” business. Accordingly, HR has been valued by its business partners as long as it could prevent people problems from landing on the calendar or inbox of the responsible manager. HR’s role evolved primarily to one of conducting wage and job classification surveys, handling employee relations and union nego- tiations, hiring people, finding the best values in plans and benefits, managing safety and hygiene, communicating with employees, and protecting the corporate image in the community. When the era of downsizing began in the 1980s, HR was at the top of the list of those targeted to add value to the bottom line by reducing their headcount. This traditional HR role is what
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organization human resource management - We like to say it...

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