Lecture 2 (Investing in people and busiess performance) Flashcards
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
