ORGANIZATIONAL BEHAVIOR AND HRM

Organizational Behavior and Human Resource Management



Table of Content

Abstract3

Introduction4

Objectives of the Study4

Significance of the Study5

HRM Functions and the Organizational Behavior: Discussion6

Managing People10

The Spherical Firm14

TCG: A Multifirm Spherical Network16

The Human Investment Philosophy19

Assumptions about People: Identifying HR Issue20

Implications for HR Management Policies and Practices21

Expectations24

The Human Investment Model in Action25

Investing in Capabilities and Trust at the Individual Level25

Investing in Capabilities and Trust at the Team Level27

Investing in Capabilities and Trust at the Firm Level28

Investing in Capabilities and Trust at the Network Level29

Conclusion30

References32

Abstract

The study of organizational behavior (OB) and its affiliated subjects helps us understand what people think, feel and do in organizational settings. For managers and, realistically, all employees, this knowledge helps predict, understand and control organizational events. There are three determinants of behavior in order to make an organization more effective: individual, groups, and structure. The people within the organization and their behaviors affect the performance of the organization. There are a number of behavioral disciplines that contribute to OB: psychology, sociology, social psychology, anthropology, and political science. There are lot of challenges and opportunities today for managers to use OB concepts. One of the most important and broad-based challenges facing organizations today is adapting to diverse work environments. Organizations are becoming more heterogeneous in terms of gender, race, and ethnicity. Understanding the concepts of OB allows management to facilitate the needs of a diverse workforce.

Introduction

In its broadest sense, managing people or human resource management is a widely used term coined to encapsulate management policies and practices concerned with the supply and utilization of the labor resource required for the firm to meet its commercial objectives. To do so, the employer has to be able to compete within the labor market and meet basic requirements of social legitimacy relevant to the society in which the firm is located. The employer needs to be able to attract and keep labor and ensure that labor power is utilized for productive purposes relevant to its business objectives (Abernathy, 2000). It is by no means certain how best to proceed in this endeavor. This uncertainty in the context of inevitable resource constraints—whether financial, cognitive, or the capacity for control—make both the meaning and practice of human resource management difficult and ambiguous.

Objectives of the Study

In this article, we discuss organizational behavior and human resource management in the context of a spherically structured firm. Next, we show how such firms can be linked together in a multifirm network and illustrate this arrangement with a look at Technical and Computer Graphics (TCG), a futuristic network organization located in Sydney, Australia. Third, we discuss how the organizational demands of the spherical structure are pushing managers toward a new philosophy of management - a philosophy we call the "human investment model." Finally, we depict the human investment philosophy in action, showing in particular how managers are making investments in competence and trust building at the individual, team, firm, and network levels.

Significance of the Study

The study is significant because organizational behavior is about people at work in all kinds of ...