Reinforcing organizational defensive routines: an unintended human resources activity

Article Abstract:

Organizational efforts to create personnel policies and actions for protection against 'threats' to management's authority and autonomy should be offset by human resource personnel activity designed to reduce these defensive measures. However, in reality, human resource professionals unintentionally reinforce defensive routines by designing programs that support them. Defensive routines (such as mixed messages) and their logic are discussed. A case study of an organization with 10,000 employees is described to illustrate unintentional reinforcement of defensive routines and negative behavior. Negative behaviors with self-perpetuating 'loops' that contribute to ineffective line-management are examined, and the supportive determinants of these behaviors are identified: organizational development; management development; appraisal and reward systems; education; and organizational diagnosis.

Research, Management science, Case studies, Labor relations

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The strategic outcomes of human resource management

Article Abstract:

Human resource management should be able to produce some practical results. There are four areas where this can be accomplished: the relationship between the organization and outside world, the problem of equity, the promotion of competitive performance, and the issue of integration. The problems of integration are most crucial to multinational corporations (MNCs). Only a well-integrated organization can survive on the world market. No less important are issues of performance, information, and flexibility of managers, since they have a direct bearing on the efficiency of the organization.

International business enterprises, Multinational corporations

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Management roles in the implementation of participative management systems

Article Abstract:

Many managers (especially first-line supervisors) in the U.S. are confused about their role in participatory management systems due to lack of understanding and unrealistic expectations of themselves and their teams. A five-stage model is described which outlines the appropriate management roles at each stage of a participatory management program. The stages of participative management systems development are: conception of the idea of the participative work system, planning and preparation, implementation, adjustment to the new work system, and maturity of the system.

United States, Analysis, Services, Executives, Participatory management, Human capital

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