Human+Resources

November 18, 2012 #|Human Resources

GROUP 3: Based on your understanding of the readings, develop answers to the following queries. In all cases, don't just answer the questions from the text. Describe, analyze, and provide examples from both the readings AND personal, real-world experience to support your answers! Your group should complete your synthesis by 11:59pm on Sunday, November 16.


 * 1. B&D suggest that heart of the Human Resources framework is a focus on human needs. What needs to people in organizations have, and why is focusing on human needs necessary for organizational effectiveness? **

When I looked up the definition for human resources the first word that came up on the dictionary was people. People whether in a company or at home have needs for certain things. Maslow’s view has five different needs that need to be me; physiological, safety, belonging and love, esteem, and self-actualization. All five of these needs are essential for helping an organization keep up its effectiveness of their employees. With these needs met the people working for the company will be more responsive, and this process is helped be the #|human resource department. B&D states that the framework of Human Resources offers the possibility of an organization can also be energizing, productive, and mutually rewarding.

This website has a breakdown of Maslow’s theories @http://webspace.ship.edu/cgboer/maslow.html


 * 2. In your experience/s and after reading B&D's Chapter 6 and 7 - do you think that the human services organizations that you are familiar with adopt a human resources philosophy? If so, what are the practices that they do to enact that philosophy? If not - why not? **

I work as an athletic training graduate assistant for Clemson University. I feel that they do adopt the human resource philosophy in hiring the right people, keeping them, investing, empowering them, and promoting diversity. First they interview people for the positions, they are look for people to fit their program and way of thinking that an athletic training room should be ran. Then they invest in the graduate assistants by providing #|scholarships to pay for school, an educational environment at work. The graduate assistants are given each a sport to work on their own with supervision of a staff athletic trainer. Throughout my time working they have treated everyone that works for them with the same amount of respect as anyone else. The Clemson University sports medicine does a great job with implementing a human resource philosophy.


 * 3. In his book, Good to Great, Jim Collins suggests that the most critical job for managers is to "get the right people on the bus." Similarly, B&D suggest that hiring the right people, keeping them, and investing in them are key human resources strategies. Knowing what you know about youth development organizations and the emerging youth development profession (or field...or workforce)....who are the "right people" to be on the youth development organization bus? How do we find them, what should we be doing to hire them, and how can we keep them around? **

The right people to get onto the youth development organization bus are those that help promote a positive youth development. Positive youth development can be described as a philosophy or approach promoting a set of guidelines on how a community can support its young people so they can grow up competent and healthy and develop to their full potential (Park, N. (2004). Finding the “right” employees can be done through working with colleges and other organizations on narrowing down the type of person that a organization is looking for. Organizations can have trial periods to see how the new employee fits with the program and from there decide on whether or not to keep them around to help promote positive youth development. Providing opportunities of moving up to higher positions and providing benefits are some ways in which organizations can do to help hire and keep employees around.

Park, N. (2004). The role of subjective well-being in positive youth development.The Annals of the American Academy of Political and Social Science, 591(1), 25-39.


 * 4. B&D suggest that one of the best practices of human resources management is to "recruit from within" - do you agree? Better yet - can you provide SPECIFIC EXAMPLES of why this IS or IS NOT a good strategy? Is this practical with the youth development world? Meghan **

I agree with B & D that recruiting from within is a one of the best practices of human resource management. When people are recruiting from within, it provides the company with both familiarity and stability. With existing workers taking over other jobs within the company, also means there does not have to be a “training” period to get acclimated with the company. This leads to fewer mistakes because they are already familiar with the vision of the company. Any of the following advantages can be taken into consideration in a Youth Development Program. Youth Development Programs first do not have a lot of “extra” money so promoting from within can help with costs. According to B & D, here are advantages of promoting from within:
 * 1) Encourages both management and employees to invest time and resources in upgrading skills
 * 2) It is a powerful performance incentive
 * 3) It fosters trust and loyalty
 * 4) <span style="font-family: Georgia,serif;">It capitalizes on knowledge and skills of veteran employees
 * 5) <span style="font-family: Georgia,serif;">It reduces serious errors by newcomers unfamiliar with history and proven ways
 * 6) <span style="font-family: Georgia,serif;">It increases the likihood that employees will think longer-term and avoid impetuous, short-sighted decisions. Collins and Porras (1994) found that highly successful corporations almost never hired a chief executive from the outside; less effective companies did so regularly.

<span style="font-family: Georgia,serif;">According to Time Magazine, recruiting from within a company is now on the rise. “Here are four reasons why companies are concentrating on internal hiring now:
 * 1) <span style="font-family: Georgia,serif;">It’s Cheaper. Companies who hire internally save money on recruiting fees, training, the opportunity cost of not having the position filled, advertising (on job boards), referral bonuses (at some companies), travel and relocation costs. Novelis has already saved roughly $2 million over the past two fiscal years due to their internal recruiting efforts.
 * 2) <span style="font-family: Georgia,serif;">It’s Quicker. The entire process from reviewing a job description to advertising to potentially paying a recruiter to interviewing several candidates to completing an actual hire easily takes months for external hires. For an internal hire, the process can be over and done within a few weeks. Internal hires are already in HR databases. They usually have the backing of managers, and their performance reviews are already accounted for. Managers should have a good sense of the strength of the candidate within the corporate environment. External hires, on the other hand, can be a risk because of the many unknowns. If nothing else, it’s difficult to tell how well (or how poorly) they’ll fit into the corporate culture.
 * 3) <span style="font-family: Georgia,serif;">It Works Out Better. It’s easier for employees to succeed at a new job in the same company because they already have connections and knowledge about how work gets done. A study conducted by the University of Pennsylvania’s Wharton School found that while external hires were paid 18% more than internal hires, the outsiders brought in had worse performance reviews during their first two years on the job. “We have found that internal candidates get to peak performance faster than do externals,” said Leslie Joyce, Chief People Officer at Novelis. “They need less infrastructure and support to be successful.”
 * 4) <span style="font-family: Georgia,serif;">It’s Good for Employee Morale. Employees are frustrated when a new role is taken by someone from the outside. If they feel as if they can’t move up in their own company, they are far more likely to move on. “Promoting internally encourages employees and shows them that they have a future at the company, therefore serving as a retention tool,” says Allison Cohen, Director of External Communications at Hill+Knowlton Strategies. Cisco found that its internal career program called “Talent Connection” has increased their employee’s career satisfaction by 20%.”

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<span style="font-family: Georgia,serif;">Cisco systems is a company that recruits from within and according to the Wall Street Journal, the company has saved “several million dollars” in search firm fees and recruiting costs. An employee survey at Cisco showed there is a 20% increase in job satisfaction due to recruiting from within. <span style="font-family: Georgia,serif;">[]


 * <span style="font-family: Georgia,serif;">5. According to B&D, the structural and human resources frames are linked through a process called TQM (Total Quality Management). B&D operationalize through their case study organization, NUMMI. I'm not that interested in NUMMI - but I am interested in TQM. What is TQM and how do you think it could be operationalized within the framework of a human services/youth development organization? Meghan **

<span style="font-family: Georgia,serif;">Total Quality Management is a strategy that encompasses both structural and #|human resource elements together. There were four main men who emphasized this strategy: W. Edwards Deming (1986), Joseph Juran (1989), Philip Crosby (1989) and Kaoru Ishikawa (1995). All four men “differed on specifics, but they all emphasized workforce involvement, #|participation, and teaming as essential components of a serious quality effort” pg 154.

<span style="font-family: Georgia,serif;">According to B&D, there are 4 core assumptions in TQM: <span style="font-family: Georgia,serif;">- High quality is actually cheaper than low quality <span style="font-family: Georgia,serif;">- People want to do good work <span style="font-family: Georgia,serif;">- Quality problems are cross-functional <span style="font-family: Georgia,serif;">- Top management is ultimately responsible for quality

<span style="font-family: Georgia,serif;">These can all fit the characteristics within a youth development #|program. I believe that every organization can come up with management strategies that operate within the framework of the organization. Within a program there needs to be effective communication in order to integrate the quality principles into the organization. Communication is not the only key factor. According to the Business Excellence website, here are ways TQM can be within a human services/ youth development organization:

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 * <span style="font-family: Georgia,serif;">6. In Chapter 8, B&D cite work by Argyris & Schon (1974; 1996) that suggests that - surprise! - oftentimes, mangers "espoused theories" are often discrepant with their "theories in use." What do these terms mean? Is your experience with interpersonal relationships in organizations more similar to Model 1 or Model 2? What examples do you have of managers who effectively use Model 2 as an effective leadership strategy? Morganne **

<span style="font-family: Georgia,serif;">Espoused theories are accounts individuals provide whenever they try to describe, explain, or predict their behavior <span style="font-family: Georgia,serif;">Theories in use guide what people actually do. A theory in use is an implicit program or set of rules that specifies how to behave. <span style="font-family: Georgia,serif;">For me personally I haven’t had that many moments while working that I had to result to either Model 1 or 2…I would like to believe that most of the time Model 1 is what really takes place. Its human nature to assume that other people cause problems. It’s perfectly human to develop a private, unilateral diagnosis and solution, its normal to want other people to change, (being that there is absolutely nothing wrong with you). From being on the outside looking in, I know off hand that for a fact, it is easier to just react and be apart of the Model 1 within an organization. Being apart of a Model 2 takes a little more courage and makes people step outside of their comfort zones.

<span style="font-family: Georgia,serif;">I have one example from Model 2 I witnessed while working for the organization KiDsGyM USA. Two of my co-workers were having issues amongst each other. A new gymnastics coach was hired and because of her background and ability, most of the clients wanted to work with her, rather than the coach previous. The coach that had been there a while decided to talk about the new coaches credibility. Instead of the new coach making a huge scene or a big deal about it, he confronted the coach and they had a civilized conversation about their differences.


 * <span style="font-family: Georgia,serif;">7. What do K&P have to say about the importance of building trust among employees? What can leaders do to foster trust not only between themselves and their constituents - but among their constituents themselves? What examples do you have of leaders who effectively build trust between and among their staff? Morganne **

<span style="font-family: Georgia,serif;">K& P strongly believes that the first step on how to start the process of creating a climate of trust is by being able to be the first to trust. “Building trust is a process that begins when one party is willing to risk being the first to open up, being the first to show vulnerability, and being the first to let go of control.” (pg.288) For leaders to foster trust between them and their constituents, K& P says “show a willingness to trust others with information (both personal and professional) will make the constituents more inclined to overcome any doubts they might have about sharing information.”

<span style="font-family: Georgia,serif;">Here are a few things leaders and constituents should do to promote trust within their organization: <span style="font-family: Georgia,serif;"> -Disclose information about who you are and what you belive <span style="font-family: Georgia,serif;"> - Admit mistakes <span style="font-family: Georgia,serif;"> -Acknowledge the need for personal improvement <span style="font-family: Georgia,serif;"> -Listen attentively <span style="font-family: Georgia,serif;"> -Invite interested parties <span style="font-family: Georgia,serif;"> -Avoid talking negatively <span style="font-family: Georgia,serif;"> -Say, “We can trust them,” and mean it

<span style="font-family: Georgia,serif;">I work with the Clemson Women’s Basketball team, and I must say we have some great leadership in Itoro Coleman as the head coach. I believe everyone on our staff respects loves and believes in Coach Coleman and her values and beliefs when it comes to this basketball team. It takes everyone involved for a program to succeed. For example at the beginning of every new school year, she takes her whole staff on a “staff retreat.” This retreat is over a weekends time, where we can relax be ourselves, get together, eat and mingle. But there is also a different side to this retreat; a side where our strengths are tested, our fears are in front of us and our trust amongst each other are tested. One particular day stood out to me during the retreat, it was the high ropes course day. Coach Coleman made the entire staff participate, we even had people that were terrified of heights! But after we finished and everyone go through the ropes course there was a certain bond between each other that was built during this task. And that’s what makes a great program, when the staff and people in charge trust and believe in each other then the players have no choice but to do the same.


 * <span style="font-family: Georgia,serif;">8. Astroth, Garza & Taylor (2005) provide a list of the core competencies of entry level youth development professionals. Look at the list. To what extent do you believe that these represent the body of knowledge and critical skill sets in direct youth work? Are there any gaps? Any areas that you would remove? What do you believe to be the best methods for ensuring that youth development professionals possess these competencies? Morganne **


 * <span style="font-family: Georgia,serif;">9. I once worked for a boss who used to say that it was his job to build excellent, competent employees - either for his own organization (preferably) or, if they chose to leave, for the field as a whole. His take was that he could live with good employees leaving because he knew that the reputation of his Department in the larger field would be a good one, and that profession would be stronger for it. K&P also talk at length about the role that managers and leaders can play in building competence in their employees. What are some of their suggestions? Go beyond the basics (e.g. job training). Really think this through - how can managers structure work so that employees can build competence and confidence? Monica **

<span style="font-family: Georgia,serif;"> K&P do talk at length about how important it is to make your employees active participants in wanting to make a difference at work, thus upping their productions and employee satisfaction. They think that managers need to “strengthen others” which is exactly what Chapter 10 talks about. The Manager needs to be a Coach, guiding individuals, they need to enhance the employees “self-confidence, self-determination, and personal effectiveness” (pg 282) which is done by “ensur[ing] self-leadership, provid[ing] choice, develop[ing] competence and confidence, and foster[ing] accountability” (pg 284).

<span style="font-family: Georgia,serif;"> In order to do this first managers need to “generate power all around” (pg 281). An employee needs to feel drive, a self being, and enthused about a project, this is only done by being involved and having a say. Thus generating power “enables other to take ownership of and responsibility for their group’s success by enhancing their competence and their confidence in their abilities, by listening to their ideas and acting upon them, by involving them in important decisions, and by acknowledging and giving credit for their contributions” (pg 281) This power helps to instill employees with the self that they are enough, that they can make a difference and they have the support of everyone around them. They feel the need to work and work hard at finishing a project at more than 100%. Generating this power leads to employees wanting to better themselves and the needs of their clients. They will do anything it takes to better themselves.

<span style="font-family: Georgia,serif;"> This power helps employees want to learn, this allows them to improve their competence and confidence. The obvious way to do this is job training which is accurate but not always the right way. Some people have to learn by doing, some people gain confidence and competence by being hands on and making mistakes and learning from them. K&P say the best ways to instill competence and confidence is to “share the data, and practice problem solving” (pg 293). Sharing the data is just that sharing everything a manager knows because Warren Anderson once said “you can’t ever know exactly what a person needs to know and doesn’t need to know. We simply made sure that people had access to as much information as possible.” (pg 292). If employees are aware of everything they won’t feel left out of the loop and they will feel the need to work harder. This can also be seen by the words of Jack Stack “THE best, most efficient, most profitable way to operate a business is to give everybody in the company a voice in saying how the company is run and a stake in the financial outcome, good or bad....” (pg 293). The second step to instill competence and confidence is by problem solving. This can be done by managers stepping back and letting employees do the work, being a coach. Having the ability to listen and guide someone to the right answer but not giving them the answer up front. This builds a “sense of pride, authority, and confidence” (pg 295) in their abilities and helps them realize they are supported and “ that [managers] believe that we and they can be successful, leaders help people to extend themselves to persevere” (pg 296).

<span style="font-family: Georgia,serif;"> The next and final step is fostering accountability. This completes the ultimate employee, someone who is willing to learn and can admit when they are wrong is someone worthy of employing. “The more we believe that everyone else is competent and taking responsibility for their own part of the job, the more trusting and the more cooperative we’re going to be” (pg 298).

<span style="font-family: Georgia,serif;"> Based on the reading my opinion is that power, competence, confidence, and accountability all go together and one can’t be done without the other. This really proves my point “people everywhere seem to share this: when we feel able to determine our own destiny, when we believe we’re able to mobilize the resources and support necessary to complete a task, then we persist in our efforts to achieve. But when we feel we’re controlled by others, when we believe we lack support or resources, we show no commitment to excel” (pg 282).


 * <span style="font-family: Georgia,serif;">10. Describe the state of the youth development workforce, according to the NextGen study by Yohalem, Pittman, & Moore (2006). What are the major challenges that the profession (or field, or workforce...) faces, in your opinion? What can (or should) be done to strengthen the quality of prospective youth development leaders, given some of the environmental challenges facing neighborhoods, organizations, and governments today? Monica **

<span style="font-family: Georgia,serif;"> The state of youth development workforces according to the NextGen study shows improvement over the years, shown on page 6, but there still isn’t any respect shown for the profession. The NextGen thinks the answer for greater youth workforces is Figure 2 (pg 10). They state the following “workers themselves represent a wealth of human capital. Organizational inputs are also critical--included below are those characteristics, policies, and practices that we believe most directly affect workforces issues. Who workers are and what organizations do have an influence on what we call here ‘workforce status’-- the extent to which workers are stable, satisfied, competent, and supported. The performance or status of the workforce has an influence on program quality, which in turn influences program outcomes. Knowing more about who workers are and their performances or statues can help surface potential levers for change at the organizational and system levels” (pg 10). NextGen thinks this is the answer to further improvement for youth workers profession, its all in who you hire.

<span style="font-family: Georgia,serif;"> In my opinion there isn’t a set standard to be a youth worker like there is to be an accountant, a hair dresser, an athletic trainer, a teacher, etc. The study shows that not all youth workers have an education higher than high school, some don’t receive training at all for their jobs and some leave within 5 years or less because the job is too stressful, not enough money, or no benefits. How can you improve youth when organizations hire people that won’t be happy or don’t know what they are doing? The organization hasn’t gained respect or called a profession because it hasn’t shown enough results that out weight the lose of employees and how they feel about the jobs they have held. Another major program is that youth development hasn’t been defined. Yohalem states “the lack of documentation and knowledge about what we will call in this report the “youth work” profession leaves the field dangerously undefined and has an impact on both the public recognition of the work and on its ability to advance as a profession” (Yohalem, et al).

<span style="font-family: Georgia,serif;"> I think the way to strengthen the quality of future YDL’s is to have a standard for the profession and also to define what youth development is so it isn’t a mystery to people who are skeptics of it. Organizations can hire whoever but give them training if they don’t have any previous, your ultimate goal is to help the children, so if the future employee has the drive to help children give them the accurate knowledge to boast that drive. Also money is an issue, you need to address all these things upon hiring people, make it known that this is a time consuming job and your rewards come from the children. Learn the environment and community before you determine the needs that need attention, find other organizations or business to back you, work together, bring other resources in to allow more money to pay employees. Think smart, and things will fall into place!

<span style="font-family: Georgia,serif;">Yohalem, N., Pittman, K., & Moore, D. (2006). Growing the next generation of youth work professionals: Workforce opportunities and challenges. Retrieved at [|http://www.cornerstones4kids.org].