Advancing Impact and Status of HR
Little, G R (1999-2005), Section of index: General theories of cause, knowledge and psychology at http://www.grlphilosophy.co.nz/paperindex.htm Papers 1 – 7 and supporting notes and papers, accessed August 31, 2011.
Little, G R (1999) The summary of the alternative social science structure. Perception and a general theory of knowledge, http://www.grlphilosophy.co.nz/paper2.htm, accessed August 31, 2011.
Ashby, W Ross (1960) Design for a brain, Chapman Hall, London.
Little, G R (2005), Toward a better standard of judgment than peer review http://www.grlphilosophy.co.nz/BetterStandardofJudgement.htm, accessed August 31, 2011
Little, G R (2005/1) The poverty of sociology: why Marx is not a scientist. http://www.grlphilosophy.co.nz/WhyMarxIsNotScientist.htm This point is crucial, there is no causality in ‘culture’ or society all causality in social system is by individual action: So called ‘social action’ is merely the sum of the action of the members of the group, and the causation of that action can only be analyzed in terms of summing the action of each individual.
The critical mass is when sufficient people adopt the way of thinking and hence acting as to be able to generalise about the overall group, and the habits are so consolidated in the group that people joining the group follow the norms of the group, the problem is if this becomes blind obedience to the norms and loses its reasoned edge, this is managed within OPD-SHRM by building professionalism as a way of life, and the ideal actions the current means whereby the way of life is expressed. Hence the means can and should be changed, but the way of life remains.
Little G R (2001) Paper 5: Why we do what we do, the outline of a general theory of psychology, http://www.grlphilosophy.co.nz/paper5.htm. Accessed September 1, 2011.
There are a number of definitions of entropy; all refer to the same phenomenon, namely the tendency of the universe of flow to the least energetic state, which is why a broken plate will stay broken. In this context I prefer the definition of entropy as the tendency of any system to flow to the lowest energy state available to it.
So in the brain, the neural flow will follow lines of least resistance, typically those will be the habituated flows as illustrated in de Bono model of the brain as a jelly, and by pouring hot water on it so grooves are carved, and then more hot water flows down the groves so deepening them exactly as habits are deepened and consolidated.
Little, G R (2004) Paper 7: The tension between cause and free will – the fundamental o fall human experience. http://www.grlphilosophy.co.nz/paper7.htm. Accessed September 18, 2011.
Little, G R (2003), People and profits http://www.grlphilosophy.co.nz/People_and_profits.pdf, accessed August 31, 2011.
Nel and Little (2010/1). An Integrated Strategic Human Resources Model to Achieve Organizational Objectives http://websearch.usq.edu.au/search?sa.x=12&sa.y=8&q=nel+and+little&entqr=0&output=xml_no_dtd&sort=date%3AD%3AL%3Ad1&client=default_frontend&ud=1&oe=UTF-8&ie=UTF-8&proxystylesheet=default_frontend&site=default_collection
It is important to understand these diagrams strictly within the social science rules as summarized earlier in the presentation, the diagrams are ultimate and immediate effects linked as to provide causal definition, which is the conceptualisation of the mechanism intrinsic to the system where by the behavior of the whole organization/people system is manifest.
For full details of the theory see Nel and Little (2010/1 & 2).
Nel and Little (2010/2), Sustainable leadership: The fundamental solution to lasting superior staff performance http://www.uunz.ac.nz/pdf/journal/edition1/Journal_part4.pdf.
A role is a collection of related or similar KPIs, requiring unique ideal actions if the role result is to be achieved. Often a job will consist of two or more roles, for example sales and marketing manager, with each role defined separately. A crucial aspect of defining roles is to ensure the KPIs are similar since if not, then the behavioural structure underlying the roles will be unrealistic broad and not achievable.
This is a crucial difference in start point in the OPD analysis. For example, imagine all staff on a bus and the bus crashed and all killed (similar to the MU disaster of the several decades ago). The organization would go on … but what would go on. Within the OPD theory an organization is an idea that influences behavior, but this definition is not possible supported without a general theory of psychology within which ideas exist and are causal in behavior, but this is not possible without a theory of cause, etc… leading to the essential proposition of ‘first things must be done first’ …
The processes are derived from the OPD theory, and are in fact the strategic HR processes that emerge from the theory.
Little G R (2011/1) The last leadership book you ever need read, Kindle, http://www.amazon.com/last-leadership-Redesigning-organization-ebook/dp/B004ZQRS64/ref=ntt_at_ep_dpi_1
It is key that the team leader understands the goalaction link therefore fully understand that I if they indentify apt ideal actions and then guide delivery of those actions they will achieve a better result then they would otherwise.
Anderson, R.C. and Prichert, J.W. Recall of previously unrecallable information following a shift in perspective. J.Verb.Learn.Verb.Behav.1978, 17, 1-12 for an interesting account of how attitude alters perception. They asked 50 people to examine a house with view to buying it, and then asked another 50 to examine the house with view top burgling it. They then asked each group to list what they remembered about the house. The lists were totally different. I have used the example of ‘what you see when you look at a house to buy or burgle’ in dozens of workshops to make the point of how attitude can shape what one sees, and business and personal opportunity begins with our attitude. Hence within the model is crucial that people are clear on the roles in their jobs, clear on the KPIs in each role, and clear on the ideal actions offering greatest chance of greatest success in each role, and clear on how to distribute their time across the roles and across the ideal actions. ‘Buy’ and ‘burgle’ are then specific aspects of conscious thought I call ‘frames’ as a power point frame. People can then use that understanding to create their own internal frame structure in relation to work and delivery of ideal actions. This effort I refer to as ‘professionalism’.
Little, G R (2011/1) The role of human resources management in the modern organisation, http://www.amazon.com/resources-management-organization-Resdesigning-ebook/dp/B0050I57BO/ref=ntt_at_ep_dpt_2
The model has profound consequences for the concept of management and HR. These consequences are now fully unraveled in the series of book series Redesigning the organisation, available on Kindle at http://www.amazon.com/-/e/B001K8CWJI. See the appendix in The last leadership book you ever need read at the author site for full details and definitions. For specific review of the reorganisation and changes in HR focus and priorities then refer The role of human resources management in the modern organisation, http://www.amazon.com/resources-management-organization-Resdesigning-ebook/dp/B0050I57BO/ref=ntt_at_ep_dpt_2
Note, that the effectiveness with which team leaders build this ‘engagement’ in the mind of team members is measured in the OPD cultural audits. Hence the definition can be monitored and is measurable.
Performance management as it emerges in OPD-SHRM is the comparison of actual behaviour with the agreed ideal actions. Therefore the identification of those ideal actions is intrinsically part of the process. Every team leader needs to have worked through the concept and OPD-SHRM system, so they know that if they identify apt ideal actions and guide team members to deliver those ideal actions then the team has greatest chance of greatest success.
Little G R (2011/3), Time budgeting, Kindle http://www.amazon.com/Time-budgeting-Redesigning-organisation-ebook/dp/B004VS2MCG/ref=ntt_at_ep_dpi_3
Little G R (2011/3)
Nel and Little (2010/1), figure 1, where HR policy is shown as an intrinsic ‘value’ of the organization. If people feel the organization does not ‘value’ them, as expressed in the written and/or implicit HR policy then as when anyone feels they are not ‘valued’ they leave. It is very important under the model to see written HR policy as a direct relationship between people and the organization, independent of the relationship a person has with their team leader. The person has the rights as spelled out in HR policy, and those rights cannot be removed or short changed by any team leader whose sole responsibility is to fairly and without bias or favor implement those rights toward every employee.
This is not as simple as it sounds, and can have profound impact on people, for example and salesperson has been prospecting hard all day, for no result, the sales manager comes across and thanks them and congratulates them for the effort, this can profoundly impact the state the sales person goes home in and even more profoundly impact the state of coming back tomorrow and doing it again. Ideal actions are of that exact quality, those actions that if persisted with lead to eventually success.
Coaching is defined as an aspect of the one-on-one performance management process where the team leader uses their skills and insight to guide sharper delivery of the ideal actions by the person. Training is defined as the direct development of the skills of delivery of the ideal actions needed to be successful in the role. One is an on-the-job process, typically done by the team leader; the other is an off-the-job process done by trainer, either internal or external, in-company workshop, or a multi-company workshop. Both coaching and training have the same objective, to improve the skills of delivery of agreed ideal actions.
Little G R (2011/3) Time budgeting, kindle http://www.amazon.com/Time-budgeting-Redesigning-organisation-ebook/dp/B004VS2MCG/ref=ntt_at_ep_dpi_3 and Little, G R (2011/4) Modern team leadership, Kindle http://www.amazon.com/Modern-leadership-Redesigning-organisation-ebook/dp/B004X6U408/ref=ntt_at_ep_dpt_8
This is very important to understand, the role of team leader is exactly the same regardless of the level of the organization, namely to identify and guide delivery of the ideal actions that enable greatest success. Hence team leadership training is exactly the same for the CEO as it is for the lowest level supervisor. In fact we recommend that senior team leaders are mixed with junior and are seen to be expected to do the exact same things in their team and are measured the exact same way.
Currently the OPD-system is the only one based on the scientific model of the link between strategy and staff behavior.
Reference 23 above.