21407 Lecture Notes - Lecture 8: Profit Motive
Document Summary
Not involved in ds (reactive, passive, risk averse, lack of influence) Operating in a vacuum (focus on processing) To overcome ambiguities, legge says that personnel mgt need power/authority. However 3 vicious circles (profit motive) that block ways to overcome them: Lack of power and centrality to ds making (hrm is not on the table) Personnel mgt is uncertain about their success criteria/priorities. Inability of personnel departments to authorise collective agreements. Conformist innovator: employees as cost (conventional management thinking) Deviant innovator: employees as asset (balance $ interests with human aspect) Uses ideas for managing hr that challenges conventional thinking. Difficult to operate as deviant innovators & no significant change as conformists. Therefore personnel managers must become problem solvers (people as assets) By becoming strongly grounded in social science knowledge and skills. Need to know what a job means to employees. Regulators: promulgate make the policies, observe (tactical, intervention) Change-makers: integrating employees with business (strategic, intervention)
