1. Copyright 2000 - South-Western College Publishing 0 Re-thinking Human Resources Systems, Policies and Practices Based on a New Set of Assumptions Module 21

2. Copyright 2000 - South-Western College Publishing Module 21 - 1 Module Learning Objectives l At the end of this module, students will be able to: Recognize underlying assumptions of HR systems and practices Probe and uncover insidious assumptions and their latent effects See the link between underlying assumptions and the outcomes and effects they generate in HR systems Distinguish conventional, Theory X-type assumptions from healthier, Theory Y-type assumptions Understand the dynamics of systems as they relate to the design of HR practices See the HR design process as theory and prediction Apply the strategic steps needed to successfully create new HR systems based on healthier, human values

3. Copyright 2000 - South-Western College Publishing Module 21 - 2 Underlying Assumptions in HR Systems and Practices l Are often unsurfaced and invisible messages conveyed to the organization and its employees l Alter the way an HR practice or policy is understood by the organization l Affect the way the organization sees employees (and the employees see themselves) l Cause immediate and latent, unintended effects, most of which are undesirable l Undermine the intent or efficacy of an HR policy or practice l Can align with or contradict the organization’s stated values

4. Copyright 2000 - South-Western College Publishing Module 21 - 3 Conventional vs. Healthy Assumptions About People

5. Copyright 2000 - South-Western College Publishing Module 21 - 4 Systems l A system is an indivisible whole consisting of people, behaviors, things, and ideas that act and interact with the aim of a common purpose l A system is the combined actions and patterns of interactions of its parts. l All of the parts of a system are interdependent. That is, a change in any part of a system will affect one or more other parts of a system. (Ackoff 1994) l A system is not the sum of its parts; rather, it is the sum of its parts plus the interaction of all of its parts. l A system consists of layers of subsystems: THE ORGANIZATION ITSELF THE HR SYSTEM TIME & ATTENDANCE SYSTEM TIME-CLOCK SYSTEM

6. Copyright 2000 - South-Western College Publishing Module 21 - 5 3 Questions to Ask When Desiring to Make an Improvement l What are we trying to accomplish? l How will we know a change will result in an improvement? l What changes can we make that will result in an improvement? (Langley, Nolan, Nolan, Norman & Provost 1996)

7. Copyright 2000 - South-Western College Publishing Module 21 - 6 Purpose and Intentions l What are the intentions and purposes of performance appraisals? l Why do organizations adopt and maintain the practice of performance appraisal? l What are they trying to achieve?

8. Copyright 2000 - South-Western College Publishing Module 21 - 7 Effects and Outcomes of Performance Appraisal l What characteristics do we associate with the actual practice of traditional performance appraisals? l What are the effects (intended or unintended) and outcomes of appraisals, good, bad, or indifferent?

9. Copyright 2000 - South-Western College Publishing Module 21 - 8 Underlying Assumptions of Performance Appraisals l What are the underlying assumptions of the traditional appraisal process and practices? l What are the assumptions about: The motivation of people? The roles of supervisors and managers? How improvement and change occur? How work gets done? The nature of giving and receiving feedback l Other assumptions?

10. Copyright 2000 - South-Western College Publishing Module 21 - 9 Linking the Assumptions to Effects and Outcomes l Can the identified underlying assumptions reasonably be linked to the effects and outcomes that the class has identified? l How? What links do you see?

11. Copyright 2000 - South-Western College Publishing Module 21 - 10 Different Set of Assumptions l Are there a different set of assumptions about people, motivation, work, etc. that would be preferable or would be more likely to produce better outcomes or fewer adverse effects? l What are those assumptions?

12. Copyright 2000 - South-Western College Publishing Module 21 - 11 Underlying Assumptions in Performance Appraisals and Alternative Approaches l Would the desired assumptions be consistent with any performance appraisal or performance management system? Why or why not? l Are there other kinds of processes or systems, based on based on the desirable assumptions identified by the class, that can better deliver the desired outcomes of performance appraisal? l Are there alternative systems that can be effective with fewer adverse effects?

13. Copyright 2000 - South-Western College Publishing Module 21 - 12 Alternative Processes and Systems l If alternative processes and systems were to be designed, how would one know if these alternative processes and systems were successful? l What outcomes or measurements would evidence success? l Would an ideal process ever be found?