The Oxford Handbook of HRM Overview. The Goals of HRM

Peter Boxall, John Purcell, Patrick Wright “The Oxford Handbook of Human Resource Management” (c) Oxford University Press, First published in 2007.

The Harvard map of the HRM territory

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HR strategy

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The goals of HRM

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Management’s motives in HRM are both Economic and Socio-Political. Issues of cost effectiveness, organizational flexibility, social legitimacy, and managerial autonomy are all involved.  At the most basic level, the mission of HRM is to support the viability of the firm through stabilizing a cost effective and socially legitimate system of labor management.

 

 

 

 

Competition, Collaboration, Negotiation: Game Theory and Multiparty Decisions

 

Competition, Collaboration, Negotiation: Game Theory and Multiparty Decisions
Carl Spetzler
Paul Papayoanou

What are the best ways to approach decisions when there are multiple decision makers, each with different information, motives, and goals? In this webinar, our speakers will show how game theory can provide useful insights into the competitive and cooperative kinds of strategic decisions regularly made by businesses today. Game theory and other tools from the behavioral sciences can also support negotiations, where different points of view and preferences can provide the opportunity both to create greater value and to allocate that value in a mutually beneficial way.

Our speakers, Paul Papayoanou and Carl Spetzler, are leading strategists, authors, and speakers on decision-making under conditions of uncertainty and complexity. Paul is founder of SGG, a consulting firm that focuses on strategic gaming applied to business decisions. He is a Fellow in the Society of Decision Professionals and his most recent book is Game Theory for Business: A Primer in Strategic Gaming (Probabilistic Publishing, 2010). Paul’s book is a practical guide for making strategic business decisions in the face of uncertainty and complex player interactions. Carl is a world-leading expert in business strategy, innovation, and Decision Quality – an approach to complex decisions that incorporates a deep understanding of the sources of value and risk to create new shareholder value. He is chairman and Fellow in the Society of Decision Professionals, program director of the Strategic Decision and Risk Management certificate program at Stanford, and co-founder and chairman of consulting firm Strategic Decisions Group.

(c) http://myvideos.stanford.edu/player/slplayer.aspx?coll=6f309cd4-bac6-43cd-ab81-70514328aff7&co=e123b6ce-4810-45d0-bf87-46e3aaf443c7&w=true

 

 

How Google Sold Its Engineers on Management

Kinda epigraph 🙂

There is a movie – “The Internship”, 2013 –

about hiring process in Google.

I’d reccomend to watch.

http://www.imdb.com/title/tt2234155/

Prakti.com (2013)

 

 

And now, concerning Google proving that Managers matter:

Google downplays hierarchy and emphasizes the power of the individual in its recruitment efforts, as well, to achieve the right cultural fit. Using a rigorous, data-driven hiring process, the company goes to great lengths to attract young, ambitious self-starters and original thinkers. It screens candidates’ résumés for markers that indicate potential to excel there—especially general cognitive ability. People who make that first cut are then carefully assessed for initiative, flexibility, collaborative spirit, evidence of being well-rounded, and other factors that make a candidate “Googley.”

So here’s the challenge Google faced: If your highly skilled, handpicked hires don’t value management, how can you run the place effectively? How do you turn doubters into believers, persuading them to spend time managing others? As it turns out, by applying the same analytical rigor and tools that you used to hire them in the first place—and that they set such store by in their own work. You use data to test your assumptions about management’s merits and then make your case.

Analyzing the Soft Stuff

To understand how Google set out to prove managers’ worth, let’s go back to 2006, when Page and Brin brought in Laszlo Bock to head up the human resources function—appropriately called people operations, or people ops. From the start, people ops managed performance reviews, which included annual 360-degree assessments. It also helped conduct and interpret the Googlegeist employee survey on career development goals, perks, benefits, and company culture. A year later, with that foundation in place, Bock hired Prasad Setty from Capital One to lead a people analytics group. He challenged Setty to approach HR with the same empirical discipline Google applied to its business operations.

Setty took him at his word, recruiting several PhDs with serious research chops. This new team was committed to leading organizational change. “I didn’t want our group to be simply a reporting house,” Setty recalls. “Organizations can get bogged down in all that data. Instead, I wanted us to be hypothesis-driven and help solve company problems and questions with data.”

People analytics then pulled together a small team to tackle issues relating to employee well-being and productivity. In early 2009 it presented its initial set of research questions to Setty. One question stood out, because it had come up again and again since the company’s founding: Do managers matter?

(c) Read more: http://hbr.org/2013/12/how-google-sold-its-engineers-on-management/ar/4

So…

Google found that the best managers share these eight traits:

1. Is a good coach.
2. Empowers the team and does not micromanage.
3. Expresses interest in and concern for team members’ success and personal well-being.
4. Is productive and results-oriented.
5. Is a good communicator — listens and shares information.
6. Helps with career development.
7. Has a clear vision and strategy for the team.
8. Has key technical skills that help him or her advise the team.

 

Identifying the best traits and behaviors of managers is just one step. Managers aren’t just given the eight rules listed above. They also get feedback from the People Operations department on employees’ assessments of their performance on each trait, information on best practices, and suggestions on classes they can take to improve any areas of weakness.

Though the project succeeded in both convincing people of the necessity of management, and getting them to contribute to constantly improving it, Google plans to continue its research.

According to Prasad Setty, who leads analytics for the People Operations department, the company is now trying to analyze the managers’ assessment scores by their personality types to find more patterns and more areas to improve.

(c) Read more: http://www.businessinsider.com/google-engineering-management-2013-11#ixzz2noMe9BE3

TPM Book. 12. TPM Effectiveness

(c) “TPM in Process Industries”. Edited by Tokutaro Suzuki

TPM Effectiveness indicators can be classified into 7 types: –          Management –          Plant Effectiveness –          Quality –          Energy-Saving –          Maintenance –          Health, Safety, and Environment –          Training and Morale

Management Indicators: 5

Plant Effectiveness Indicators 6

Quality Indicators and Energy-Saving Indicators 7

Maintenance Indicators 8   9

Health, Safety, and Environment Indicators 10

Training and Morale Indicators 11

Samples of TPM effectiveness 12

TPM Book. 11. TPM Small-Group Activities

(c) “TPM in Process Industries”. Edited by Tokutaro Suzuki

CHARACTERISTICS OF TPM SMALL-GROUP ACTIVITIES

TPM Activities are not voluntarily but part of people’s daily work. This os one of basic differences between TPM and QC.

– TPM Small Groups and QC Circles Compared

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TPM Small Groups Implement the TPM objectives of Top Management

Overlapping TPM Small Groups

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PURPOSE AND OPERATION OF TMP SMALL GROUPS

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TPM Small Groups in Action: Preparation Phase (set up a promotion office, give TPM introductory education to every employee, form small groups, select group leaders), Implementation Phase (understand present position and circumstances, identify problems, determine ideal conditions)

Key to Small Group Success

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