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IHRM Models
and Processes as Integration
By Allen D. Engle, Sr.

International Human Resource Management Colloquium, 20 June 2005
School of Business & Government
University of Canberra
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Central Premise
Something To Think About
Specialization of Labor
is Overrated
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Fear Not Not a Resurgence of
the Cult of (British) Amateurism
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Old Assumptions

Strategy
Structure
Jobs
HR Processes
(R&S, T&D, C&B,etc.)
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Structure
(Horizontal and Vertical
Differentiation of Jobs)
Is Primary
Control
Device
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Leaders as Architects

(Engle, Engle and Engle, 2004)
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Max Webers Routinization of
Charisma
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Imagery of the Pyramid
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Old Assumptions the Result of
Old Environments Certainty

Stable
Simple
Rich
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Old Assumptions the Result Of
Mass Production Technologies


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Job as Unit of Analysis

Job as Compromise: 250 Jobs
and not 7,000 Persons
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Limited Information Processing
Capabilities During Rush to
Mass Production
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RESULTS; Standardization as
Compromise
Blue Collar Jobs
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Job Analysis and Taylorism as
the Result of Scale,
Specialization, and Limited
Information Processing
Capabilities
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HRMs Old Role Was to Ensure
That Jobs Happen -
Reactionary and Transactionary
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Old Focus In HRM On
Differentiation and Differences
Job Analysis As the Foundation
For All HR Activities
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Enter Globalization
and
New Technologies
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New Environment Increased
Environmental Uncertainty

More Complexity
More Dynamism
Less Richness
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Firms Operate Across
Cultures,
Functions,
and
Product Lines
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New Technological Capabilities:


Sophisticated IT to Track
Individual Employees

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Old Blue Collar HR System
Remain in New Global
Environments

Why?
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Reasons
Why?
One:
Vested Interests, Consultancies,
Professional Organizations and
Academic Units With
Investments in Old Approaches
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Reasons Why?
Two:
Fear of the Unknown and the
Incredible Cost of Investing in
the Future
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Need to Refocus on Persons,
Roles and Integration for Global
Performance
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New assumptions

Strategy
HR Capabilities
People Processes
Persons in Roles
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Leaders As Cultural Coordinators
Bards
(Engle, Engle and Engle, 2004)
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Ghoshal and Bartletts (1997)
Transnational Roles

Global Culture Guru
Regional Mentors
Local Entrepreneurs

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Imagery of a Coordinated School
of Fish

(Engle and Mendenhall, 2004)
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Morphing
From the Pyramid
To A School of Fish
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Person
and
Role
As Unit of Analysis
Competencies

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Integration

(Coordination, Cooperation,
Communication)

As Key to Global Success
(Gratton, 2005)
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Evidences of Building Interest

Social Capital-Human Capital
Knowledge Firms-Product Firms
Social Networks-Job Hierarchies
Boundaryless Careers-Silos

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Focusing on Finding People Who
Can Play Roles and Can Exhibit
Relationships
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Evidence of Coordination
Capabilities
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Exercise in Application:

Recruitment and Selection for
Integration
Training and Development for
Integration
Compensation and Benefits for
Integration
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Thank You For Your
Cooperation, Communication
and Integration