Introduction to Strategic Human Resources ... - hrd.nida.ac.th

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Introduction to Strategic Human Resources in a Global Context

Gary N. McLeanTexas A&M University

NIDA PhD Program, Session 1Summer, 2010

[email protected]

Instructors IntroductionsStudents IntroductionsCourse OverviewHow are PhD courses different from master’s courses?Defining HR and Foundational ConceptsDefining HR and Foundational Concepts

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Currently, Senior Professor of Adult Education

McLean’s Frame of Reference

yand HRD, and Executive Director of International HRD, Texas A&M University (3 years)Employed in higher education for 46 years; 27 years in HRD at U of Minnesota, 25 of which ywere as coordinator

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OD Consultant for 40 years; now, principal in


y p pMcLean Global Consulting, Inc., and part-owner of hrconnectionWorked in over 50 countries—primarily in Thailand, Korea, Kyrgyzstan, Taiwan, China, Malaysia, India, Bangladesh, Pakistan, Saudi A bi d h iArabia, and Bahrain

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Visiting Professor in HRD in Taiwan,


g ,Thailand, India, PRC, Saudi Arabia, Ireland, Bangladesh, Pakistan, Nicaragua, France, and several in the United States.On Graduate faculty at Burapha University and NIDA Thailandand NIDA, Thailand.

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Education


Honours BA, University of Western Ontario, London, Ontario, Canada (Business Administration and Secretarial Studies)M.A. & Ed.D., Teachers College, Columbia University, New York, NY (Business Education)University, New York, NY (Business Education)M.Div., United Theological Seminary, New Brighton, MN (Theology)

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Author


Over 400 journal articles, book chapters, refereed proceedings22 books, including the 2006 Organization Development: Principles, Processes, Performance

EditorEditorJournal of Education for Business, HRD Quarterly, HRD International, Transnational Management Development Journal, HR/OD NIDA Journal

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Honors


Morse Alumni Teaching Professor, University of MinnesotaOutstanding Scholar, AHRDBook of the Year, AHRDS h l H ll f F AHRDScholar Hall of Fame, AHRDHall of Fame, IACE (International Adult and Continuing Education)Honorary PhD, NIDA

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5 years teaching at Faculty of Economics,

Koonmee’s Frame of Reference

y g yChulalongkorn University12 years working in banking sector -- as Head of HR at Nakornthon Bank and Standard Chartered Nakornthon Bank7 years teaching at School of HRD, NIDAM th 20 lti j t i l di I tiMore than 20 consulting projects, including Incentive Allocation in Thai Public Sector, Salary structure design for Radicon Co.Ltd., Manpower Planning for MRTA, and Competency-based development Manual for Thai Beverage Co.Ltd.

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Koonmee’s Frame of Reference

Education:f C SUniversity of Illinois at Chicago, U.S.A.

Ph.D. (Public Policy Analysis-Economics)M.A. (Economics)

Ramkhamhaeng UniversityBachelor of Economics

Mahidol UniversityBachelor of Science (Public Health)Bachelor of Science (Public Health)

Recognition Award Research:Koonmee, K. (2008/2551). Effects of the incentive allocation in Thai public sector. NIDA Development Journal, 48(1), 107-135. (Manuscript in Thai)

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Often used in OD for Team Building in the gearly stages of creating a teamEmerged in the 1970s as part of the Values Clarification movementFollow the directions and then share your coat of arms with your teamof arms with your team.Introduce your team members to the class.Any reflections or insights?

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1. What do you regard as your greatest personal hi ?achievement?

2. How do you most want to use what you learn in this course?

3. What is the one thing that other people can do to make you most happy?

4. What would you do if you had one year to y y ylive and were guaranteed success in whatever you attempted?

5. What three words would you most like to have said about you if you died today?

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6. What is one value, a deep commitment, from hi h ld b d ?which you would never budge?

7. What is the material possession most significant to you?

8. What three words (qualities) would you like to have associated with you? These could become your personal motto, words to live by.y p y

9. If you won the lottery today, how would you use the money?

10. If you could change one thing about yourself, what would it be?

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Course ObjectivesjCourse Organization and TopicsTextbook and Reading AssignmentsAssessment and EvaluationExpectations of StudentsHow PhD Courses Differ from Master’sHow PhD Courses Differ from Master s Courses

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In a small group, define the following terms:g p, gStrategicHuman ResourcesHR ManagementHR Development

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A company’s strategy consists of the competitive moves, internal operating approaches, and action plans devised by management to produce successful performance.Strategy is management’s “game plan” for gy g g prunning the business.

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Managers need strategies to guide HOW the organization’s business will be conducted and HOW performance targets will be achieved.

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UniquenessqAll organizations possess unique bundles of resources and processes that represent the source of competitive advantage

ValueOrganizations that arrange their unique resourcesOrganizations that arrange their unique resources and processes to produce products or services that have value (low cost, desirable features)

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Difficult to ImitateCompetitive advantage is sustainable when it is difficult to duplicate

Cummings & Worley. (2005). Chapter 19.

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Training &DevelopmentHR Research

& Info

(Models for HRD Practice, McLagan, 1989)

Primary HRD Functions

I i i di id l

HUMAN RESOURCE WHEEL

HUMAN RESOURCE RESULTS

ProductivityQualityInnovationHR F lfil t

OrganizationDevelopment

CareerDevelopment

& Info Systems

Union/LaborRelations

Employee Assistance

Improving individual, group and

organisationaleffectiveness

HR FulfilmentReadiness for change Organizational/

Job Design

Human ResourcePlanning

Compensation & Benefits

Performance ManagementSystems

Selection&Staffing

Primary HRM FunctionsObtainingmaintaining and developing employees

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In some countries, such as China,, ,HR = HRD + HRMIn other countries, such as the U.S.,HRD + HRM = HRDessler appears to assume that HR = HRM, and that HRD does not existand that HRD does not exist.In this course, we will operate as if one of the first two assumptions above exists and reject Dessler’s perspective.

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The bottom line of managing:The bottom line of managing:Getting resultGetting result

HR creates value by engaging in activities HR creates value by engaging in activities that produce the employee behaviors that that produce the employee behaviors that the organization needs to achieve its the organization needs to achieve its strategic goals.strategic goals.

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–22

g gg g

Looking ahead: Using evidenceLooking ahead: Using evidence--based based HRM to measure the value of HR HRM to measure the value of HR activities in achieving those goals.activities in achieving those goals.

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Recruiter

EEO coordinatorLabor relations

specialist

Training specialist Job analyst

Human Resource

Specialties


Compensation manager

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“Personnel” is seldom used today.yIt represents an older view of human resources, in which the function was seen as more tactical in nature than strategic.Most of the same tasks are done today as when Personnel Departments flourished withwhen Personnel Departments flourished, with additional tasks and broader perspectives.

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“Human Resource Management typically g yp yfocuses on the development andadministration of policies and procedures that affect employees at all levels, including planning, recruitment and selection, compensation and benefits, labor relations,

f i dperformance management, promotion and succession, and recordkeeping” (McLean & McLean, 2001, p. 313).

McLean, G. N., & McLean, L. D. (2001). If we can't define HRD in one country, how can we define it in an international context? Human Resource Development International, 4(3), 313-326.

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Strategic Human Resource ManagementStrategic Human Resource Managementg gg gThe linking of HRM with strategic goals and The linking of HRM with strategic goals and objectives in order to improve business objectives in order to improve business performance and develop organizational cultures performance and develop organizational cultures that foster innovation and flexibility.that foster innovation and flexibility.

Involves formulating and executing HR systemsInvolves formulating and executing HR systems


Involves formulating and executing HR systemsInvolves formulating and executing HR systems——HR policies and activitiesHR policies and activities——that produce the that produce the employee competencies and behaviors that the employee competencies and behaviors that the company needs to achieve its strategic aims.company needs to achieve its strategic aims.

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Early apprenticeship programsy pp p p gEarly vocational education programsEarly factory schoolsEarly training for unskilled/semiskilledHuman relations movementEstablishment of training professionEstablishment of training professionEmergence of HRD

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Harbison & Myers, 1964 Definition of HRDy ,Based on a national economic development concept

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The process of increasing the knowledge, the kill d th iti f ll th l iskills, and the capacities of all the people in a

society. In economic terms it could be described as the accumulation of human capital and its effective investment in the development of an economy. In political terms. human resources development prepares people for adult participation in political processes, particularly as citizens in a democracy.

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From the social and cultural points of view, the p ,development of human resources helps people to lead fuller, richer lives .... (Harbison and Myers 1964, cited in de Silva 1997) (emphasis added)

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Nadler’s Model of HRD:

Training: Immediate job preparationd i i f f j b

Training Education Development

Education: Preparation for a future jobDevelopment: Individual focusing on himself or herself which may or may not have organizational implications

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Reflect on important events in your training, p y g,education, and developmentList these eventsShare with your small group

Training Education Development

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The process of improving an organization’s p p g geffectiveness and members’ well-being through the application of behavioral science conceptsFocuses on both macro- and micro-levelsHRD plays the role of a change agent

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Organization development is:any process or activity based on theany process or activity, based on the behavioral sciences,that, either initially or over the long term,has the potential to develop in an organizational setting

h d k l d i d i ienhanced knowledge, expertise, productivity, satisfaction, income, interpersonal relationships, and other desired outcomes,

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whether for personal or group/team gain, or p g p g ,for the benefit of an organization, community, nation, region, or, ultimately, the whole of humanity.

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Training – improving the knowledge, skills g p g g ,and attitudes of employees for the short-term, particular to a specific job or task – e.g.,

Employee orientationSkills and technical trainingC hiCoachingNew product knowledgeTeam trainingCustomer service training

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Development – preparing for future p p p gresponsibilities, while increasing the capacity to perform at a current job

Management developmentSupervisor developmentL d hi d l tLeadership development

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Ongoing process by which individuals g g p yprogress through series of changes until they achieve their personal level of maximum achievement.

Career planning

Career management

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Swanson’s Performance Definition:“HRD is a process of developing and/or

unleashing human expertise through organization development (OD) and personnel training and development (T&D) for the purpose of improving performance ” (Swansonpurpose of improving performance. (Swanson, 1995, p. 2)

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Watkins & Marsick’s Learning Definition:g“HRD is the field of study and practice

responsible for the fostering of a long term, work-related learning capacity at the individual, group, and organizational levels. As such it includes but is not limited tosuch, it includes—but is not limited to—training, career development, and organizational development.” (Watkins & Marsick, 1995, p. 2)

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Texas A&M University Definition:y“HRD is the process of improving learning and performance in individual, group, and organizational contexts through domains of expertise such as lifelong learning, career development training and development anddevelopment, training and development, and organization development.” (TAMU HRD Faculty, 2001)

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A Global Definition:“HRD is any process or activity that, either

initially or over the long term, has the potential to develop…work-based knowledge, expertise, productivity, and satisfaction, whether for personal or group/team gain or for the benefitpersonal or group/team gain, or for the benefit of an organization, community, nation, or, ultimately, the whole of humanity.” (McLean & McLean, 2001, p. 5)

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Factors that influence the definition of HRD:EconomyGovernmentOther CountriesDomestic vs. MultinationalsProfessional organizationsValue systems – country, organization, and individualLife cycle of the field (McLean & McLean, 2001)

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Strategic HRD:

“the process of facilitating organizational learning, performance, and change through organized interventions and initiatives and management actions for the purpose of enhancing an organization’s performanceenhancing an organization s performance capacity, capability, competitive readiness, and renewal” (Gilley & Maycunich, 2000, p. 6).

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“A theory is a way of making sense of a y y gdisturbing situation so as to allow us most effectively to bring to bear our repertoire of habits, and even more important, to modify habits or discard them altogether, replacing new ones as the situation demands…”

- Abraham Kaplan

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Much of the theory that relates to workplace y peducation, and specifically to HRD, stems from the philosophical and/or humanistic orientation

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Swanson – 3-legged stool: psychology, gg p y gy,economics, systems, ethics

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McLean – Centipedep

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Refer to handoutThree axes:

Modes of Theory, Theory Development, and ResearchDomains of OutcomesTheoretical Foci and FoundationsTheoretical Foci and Foundations

*THE HRD CUBE: A Synthesis Framework for Selecting and Integrating Foundational Theory, Research, and Practice in HRD

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© 2008 Susan A. Lynham and Gary N. McLeanTexas A&M University

Positivism

MODES OF THEORY, THEORY DEVELOPMENT, & RESEARCH

Post-positivism

Critical Participatory

Social Constructivism

Other

Individual

DO

MA

INS

OF

OU

TCO

ME

S

Group

Process

Organization

Family

Community

National

Regional

Global

THEORETICAL FOCI AND FOUNDATIONS

(Multi-, Intra-, and Inter-Disciplinary)

People Processes Outcomes

Econ

omic

s

Psyc

holo

gy

Ant

hrop

olog

y

Soci

olog

y

Syst

ems

Polit

ical

Sc

ienc

e

Oth

er

Adu

lt Ed

ucat

ion

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Globalization and Competition and Competition

Trends

Technological Trends

Indebtedness (“Leverage”) and

Deregulation

Trends in the Workforce and Demographic

Trends in HR Management


Nature of WorkDemographic

Trends

Economic Challenges and

Trends

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HR PlanninggHigh Performance Work SystemsEducation, Training, and DevelopmentTechnologyEmployee Well-Being and SatisfactionGlobalizationGlobalization

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Reduced workforces with continuing gdownsizing and outsourcingSelection of employees based on inherent characteristics rather than skills; dejobbingLess long-term commitment to employment; use of contract workersuse of contract workers

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Selection based on comfort with ambiguity g yand chaosEmergence of highly-responsive, transparent, flexible, virtual, spontaneous, global organizations with multiple alliances, leading to resultant shift in strategic thinkingto resultant shift in strategic thinking

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Reduced gap in pay differentials from "top" g p p y pto "bottom" in the organizationNo distinction between "workers" and "managers”Much more broadly shared risk-taking and reward-sharingreward sharing

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Employees empowered (psychically and p y p p y ytechnologically) to make real-time decisionsSmall and highly autonomous business unitsMore sophistication in use of virtual teams

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More time spent in worker education, but at whose expense? Company, government, or individual?Increased academic-business partnershipsPressure on self-guided developmentTechnology as primary component of t i itrainingCorporate training/universities replace formal higher education

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Emergence of core, multinational/multi-institutional universitiesEmployee "value"/prestige measured not by title, but by accumulated set of competencies and ability to learn continuously in an accelerated mode.D l t f i t l tifi i l Development of near-virtual artificial intelligence technology that provides training unique to each trainee

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Systems and services that streamline HR yadministration, manage competencies, deal with performance and boost learningLooking to more sophisticated tools that can analyze compensation, recruiting, retention and performanceand performanceResurgence of use of employee competencies for development and promotion

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Continued technological advances supporting g pp ghome work, with less isolation because of improved communication technologies, including holography; greater autonomy with greater responsibility and accountabilityFewer people working longer hoursFewer people working longer hours

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Few employment opportunities for p y ppuncreative, inflexible, average (or lower) IQ, technologically illiterate employeesGlobal employment opportunities with mobility demanded and increased long-distance commutesdistance commutes

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Employment glut leads to reduced retirement p y gage at the same time as life expectancy expands considerably, leading to stress about retirement; at the same time, demographics are suggesting “retire to rehire”Employee ownershipEmployee ownershipWork that is creative, innovative, challenging, non-routine

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No "advancement" on the job or job securityj j yBenefits packages more complex and individualizedU.S. workforce increasingly diverse, reflecting changing population demographics; discrimination and harassment continue discrimination and harassment continue, while increasing opportunities for participation by a broader mix of employees

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Emergence of market-oriented economics gworld-wideCoopetition among small and developing economiesPrivatization emerging over nationalizationGreater mobility of laborGreater mobility of laborMore demand on HR to be globally savvy

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