3. Human Resource Management b. Encouraging Creativity

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3. Human Resource Managementb. Encouraging
Creativity using work design performance
goals to improve motivation for individuals and
groups
Session 9

• Mgt 300
• Ken Thompson

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Baldrige Award Framework
The work core
Human Resources Processes
Strategic Planning Leadership
Customer-focus
Business Results
The Driver Triad
The Platform
Information and Analysis
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This session looks at creativity and change
management. What we are trying to do in this
session is to figure out how to get the most out
of people, their ideas for improving systems and
how to get them to think at ways to improve
and to accept change in their work environment
by making the system support their efforts.
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Human resources is addressed in category 5 of the
Baldrige
Baldrige cat 5 examines how the work force is
enabled to develop and utilize its
full potential, aligned with the
organizational objectives. Also examined are the
orgs efforts to build and maintain an
environment conducive to performance
excellence, full participation, and personal
org growth.
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1. Creativity
Why bother with trying to improve creativity?
What is it? a. Why important to organizations?
a.
Can you teach creativity? If so how?
a.
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One way to enhance creativity is to break old
paradigms of thinking

• Get people to look at things differently.
• Encourage innovation and change.
• But how can a leader make this happen?????

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Training for creativity-Lets look at an example
In-practice 9-1
Arf!

• Work on it as a group for a few minutes. Lets
  see what sorts of approaches you come up with.

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Making creativity happen......
a. Increase the base of involvement -concurrent
engineering -customers/suppliers
included -benchmarking (avoid NIH syndrome) b.
Reduce the threat of creativitys
downside -tenure employees -tolerate
failures c. Reward creativity d. structure for
creativity -Scanlan plan -work
groups -Contests -increased
job def e. Train for creative thinking -Stretch
goals
Text pg. 353
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Lets take a look at a video that will help put
this in perspective.

• As you see the video consider the following...
• how can we get people to think in new paradigms?
• what leader behavior will help the process?
• how do we structure the task?
• what culture do we create?

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Building a climate that enhances creativity is
important in getting involvement of employees.
The acceptance of change will help foster a
creative environment. Hence, the management of
change become important in fostering a climate
that will encourage participation and worker
involvement and acceptance to changes needed to
improve the organizations ability to compete.
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2. Job Design can help motivation as well.
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In practice 9-2 Hackman/Oldham model
Pick the job of your choice, describe the
job. Then make 4 changes in the job that will
improve the motivating potential of the job.
With each change, indicate which of the 5
core dimensions has been changed to enhance its
MPS
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Hackman Oldham Job Characteristic Model (JDI)
Pg. 245

• Job Core Dimensions
• Skill variety, significance identity
• autonomy
• feedback or KR
• Critical Psychological states
• meaningfulness
• responsibility for outcomes
• result knowledge

• Personal and work outcomes
• high internal motivation
• high quality performance
• high satisfaction with work
• low absenteeism turnover
• Growth needs

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MPS Score Calculation

• Motivation Potential Score
• 1/3 (skill variety task id task sign)
• multiplied by job autonomy
• multiplied by feedback

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What about job enlargement job enrichment job
rotation use of job teams flextime? How do
these fit in?
Page 242-245 247
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3. Effectively leading groups
So, what should the leader do about groups?
How can they help or hurt the goals of the
organization?
How can they help or hurt leadership
effectiveness?
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Does a group help or hurt management?
Of course, it depends, the Schachter study
supports...
The top performing group is highly cohesive
and is highly favorable to management The
lowest performing group is highly cohesive and
is anti-management.
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At times groups can help, at times they can hurt.
Two major problems in using groups are the
social loafer and connecting rewards with
efforts.
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Other elements important in understanding groups
The reason for using groups The group formation
process forming storming norming performing
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Team building -
Working together, but maintaining individual
independence which means conflict
management positive conflict focus on issues
not personalities delta checks - ensuring the
process following procedures e.g. Roberts
Rules!
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4. Getting Involvement Performance Goals
-job design is important (see Hackman Oldham
model) -so is how and what goals are set -timing
of reporting information is important as
well -with groups it is even a bit
more interesting with the problems of social
loafers and wanting to sustain superior effort
of all members -cultural variations influence
this choice as well