Human Resource Frame

Human Resource Frame Core Assumptions

• Organizations exist to serve human needs
• People and organizations need each other
• When the fit between individual and system is poor, one or both parties suffer

Management Styles:

• Include autocratic, laissez-faire, and democratic
• Impact on productivity and morale
• An understanding of personality types provides valuable insight into productivity in leadership

Improving Human Resources Management

Maslow’s Theory on Human Needs:

• People are motivated by a variety of needs
• Basic needs for physical well-being and safety are most important
• Once basic needs are satisfied, individuals are motivated by social needs

Theory X and Theory Y

• Builds on Maslow’s Theory describing workforce motivational attitudes

Theory X Subordinates are passive and lazy, have little ambition, prefer to be led, and resist change

Theory Y Subordinates enjoy what they do, and are self-motivated to be productive and take on additional responsibilities

Argyris and Schön’s Theories for Action

Theories for action: personal beliefs inform and guide behavior (actions are not predicted from beliefs

 Expoused theories: Accounts individuals provide when they try to describe, explain, or predict their behavior

Theories-In-Use: The things people actually do

Argyris and Schön’s Models of Interpersonal Behavior

Model I Self-protective model Look out for yourself, be wary of others

Model II Alternative to Model I Emphasize common goals, communicate

Salovey and Mayer’s Emotional Intelligence

Using “social intelligence” to perceive and understand others’ emotions

 Internal emotional intelligence: Self-awareness and self-management

External emotional intelligence: Social awareness and relationship management

The above notes are adapted from: Bolman, Lee G., and Terrence E. Deal. Reframing Organizations: Artistry, Choice, and Leadership. 4th ed. San Francisco: Jossey-Bass, 2008. Print.