Lecture 2 (Investing in people and busiess performance) Flashcards
(13 cards)
Model of competetive advantage by Schuler and Jackson
Develop employee role behaviours which ‘fit’ the organizations particular strategy
Innovation strategy of competetive advantage
-High degree of creative behaviour,
-longer-term focus, relatively high degree of cooperative/independen behaviour,
-moderate degree of concern for quality,
-moderate concern for quantity,
-greater degree of risk taking
Quality enhancement strategy of competetive advantage
-Relatively repetitive and predictable behaviours
-more long-term or intermediate focus
-moderate amount of cooperative/independent behaviour
-high concern for quality
-modest concern for quantity of output
-high concern for process
-low risk-taking activity
Cost Reduction strategy of competetive advantage
-Relatively repetitive and predictable behaviour
-Rather short-term focus
-Primarily autonomous/individual activity
-Moderate concern for quality
-High concern for quantity of output
-Primary concern for results
-Low risk-taking activity
Resources when investing in people
Human capital (HC)
Social capital (SC)
Social exchange (SET)
Human capital resources
-Selection on individual differences
-Investments in learning & development
Social capital resources
-Enable teamwork & collaboration
Social exchange resources
-Good rewards
-Good leadership
According to Resource Based view, resources as source of competitive advantage meet these criteria:
-Sustainable?
-Rare
-Non-transparent
-Non-transferable
-
Reciprocity meaning
Mutual exchange of privileges or benefits
Becker’s view on Human capital
Individuals: Continuous need for updating knowledge and skills
Organizations: Investments in training and development
Spearman’s view on Human Capital
Individual differences perspective
Neuroticism
Lack of emotional stability
