One reason why organizational improvement efforts often fall short of expectations is that they are rarely systematic. This article describes both the theory and practice of improving human resource management (HRM) using an example from McDonnell Douglas Corporation, in which an integrated systems approach was applied. A model of various, specific HRM initiatives is presented. The plan for undertaking these initiatives is also described. A key factor in the success of this approach is in changing the mental models that executives hold regarding how organizations really function. A major part of this shift is appreciating that organizational improvement initiatives are not additive but interactive. © 1999 John Wiley & Sons, Inc.
[1]
A. Zauberman,et al.
The new economics
,
1965
.
[2]
Laurie A. Broedling.
Compensation strategy at mcdonnell douglas corporation
,
1997
.
[3]
Eric R. Ziegel,et al.
Deming's road to continual improvement
,
1991
.
[4]
E. Trist,et al.
The Causal Texture of Organizational Environments
,
1965
.
[5]
W. Bennis,et al.
The Social Psychology of Organizations
,
1966
.
[6]
A. R. Crathorne,et al.
Economic Control of Quality of Manufactured Product.
,
1933
.
[7]
Janis R. Evink.
Human Resource Champions: The Next Agenda for Adding Value and Delivering Results
,
1997
.