2010-2011 HRM3125 week 16 Leadership and managemen

HRM3125Management&LeadershipWeeks16Enablingcontinuousimprovement,andEngagementKeyReadingReading:RaynerandAdam-Smith,Chapter5and6Watson&Gallagher,Chapters13,14,and16AlsoconsiderHuczynski,A.&Buchannan,D.A.(2007)OrganisationalBehaviour(6thEdn)FTPrenticeHallTheMacleodreportI.MonitoringInternalmonitoring:Howisthisdone?RecapExternalmonitoring:Howisthisdone?RecapTheBathPeopleandPerformanceModel(HutchinsonandPurcell,2003)Performanceoutcomes+Frontlinemanagement-Implementing-Enacting-Leading-ControllingOrganisationcommitment---------------motivation--------------JobsatisfactionDiscretionaryBehaviourAMOAbility/skill-------------------Motivation/Incentive-------------------OpportunitytoparticipateTrainingandDevelopmentPerformanceAppraisalCareeropportunityRecruitment/selectionPaysatisfactionJobchallenge/jobautonomyTeamworkingInvolvementCommunicationJobsecurityWork-lifebalanceVisitCIPD‘empowerment’?Howdoweempowerourpeople?•Provideopportunity(stretchandmatch)•Facilitatestructuresandculturesthroughwhichtheycanlearnfromexperience?AContinuumofEmpowermentDegreeOfempowermentEmployeeskillsrequiredSelfmanagementSelfdirectedteamsCrossfunctionalteamsQualitycirclesParticipationgroupsSuggestionprogrammesPeriodicbriefingsHighLowFewManyandcomplex677Leadershipandempowerment•ISempowermentagoodthing?•Whereisthepowercomingform?•Whataretherequirementsforempowermentfromthemanagers?III.InnovationTakeout3piecesofA4andapen.Getintogroupsof5-8,butdowhatIsayindividuallyIII.Innovation&EntrepreneurialismWhatblocksinnovation?•Existingideas•Pressure/stress/fearoffailureSo,howdoyouencourageinnovation?OrganisationalandIndividualLearningIVEmployer-sidedFlexibilityFlexibilityisanapproachtoplanningadjustmentssothatlaboursupplymeetslabourdemandatanytime:Therightpeopleintherightplaceattherighttimedoingtherightthings–Minimisingexpectedcostsovertime–transforminglabourfromafixedcosttoavariablecost.11FormsofFlexibilityReferbacktostructurelec1.Functional2.Numerical3.Financial4.Locational12FunctionalFlexibility•Concernedwiththeversatilityofemployeeswhichallowsthefirmtoadjustanddeploytheskills(competencies)ofitsstafftomatchthetasksrequiredbyitschangingworkload,productionmethodsand/ortechnology.•i.e.peopledoingdifferentthingsNumericalFlexibilityAdjusttheLeveloflabourinputstomeetthefluctuationsinrequiredoutputs1Temporalflexibility:workingtimepatterns2Supplementarylabourresource3UseofDistancingStrategiesFinancialFlexibilityRemuneration/Rewardstructurethatreflectsthefirmscircumstances:•Supports&encouragesotherflexibility•Adjustpaystructurestomatchmarketrates.•Matchingthecostofworkwiththefirmsabilitytopay,andhencerelatedtobusinessperformance.15LocationalFlexibilityThefirmsabilitytodeploystafftoworkinthelocationthatreflectsrequirements:•Peripateticworkforce•Permanentortemporary16TheFlexibleFirmModel.AtkinsonandMeagerInstituteforManpowerStudies1984StrategicDifferentiator(CompetitiveAdvantage)•Mostformsexistedbefore.•NewLegalframeworkssupportvariation•Integratedintostrategy:notadhoc•Plannedandproactive.17TheFlexibleFirmModel.AtkinsonandMeager,InstituteforManpowerStudies1984TheFlexibleFirmModel.TheCore•Standardformofworkers•Full-time,Permanent,Directcontract•WorkethicoffairexchangeWork,payandJobsecurity.•Vital&organisationspecificskills•Jobsatisfactionandcommitment•CriticaltoorganisationssuccessviaessentialskillsandknowledgeTheNetworked/FlexibleFirmTheCoreprovidesFunctionalFlexibilityandareaformofAssets•Maximumutilisation•Development.•Multi-skillingandtaskflexibility,teamworkCoreNumericalFlexibility=Temporalflexibility•Compressedworkweeks•Staggeredhours•Annualhours•Flexi-time?19ThePeripheryAllowscostminimisationHowever,becomesprecarious•1stgroup:Generalskillsandknowledge•2ndgroup:Supplementarylabourresources-Part-time,Temps,Fixedtermcontracts,casuals,etc.Distancingstrategies:RiskoftheemploymentrelationshipbecomingcontractualrelationshipwithanotherpartyWhatistheeffectontheperiphery?•LackofSecurity.•Psychologicallysecondtier•Motivationandcommitment?•Desiretojointhecore•P/Tandtemps:Intenttosearch,lowcontinuancecommitment.•“Theinflexibilityoftheflexibleworkforce”•Conflictwiththecore?Lossofsynergy?22Problemof“TheAssignmentRule”•Themodelisnotprescriptive:itisdifficulttoassignworkersforallorganisations•Whoshouldbecoretoanairline??23•Pilots•OtherAircrew•Check-in•Maintenance•Baggage•Catering•Reservations•Personnel•Accounting•Marketing24•Pilots•OtherAircrew•Check-in•Maintenance•Baggage•Catering•Reservations•Personnel•Accounting•MarketingBritishAirwaysEasyjetRyanairTheVirtualOrganisationVUnderstandEngagementasconcept,itsuseinL&MDefinitions,drivers,outcomesandusesEmployeeEngagementHowmanypeoplehavesomeoneintheirorgansationwhoisresponsibleforemployeeengagement?Whatdoesengagementmeantoyou?•Ingroupsspendafewminutestocomeoutwithaworkingdefinition.WhytheinterestRucci,KirnandQuinn(1998)theEmployee-customer-profitchain.HBR(Jan-Feb)Developedtheengagementmodel,findingthat“acompellingplacetowork”hadah