The New Leadership 7. High Performance as a Source of Motivation more High Performance as a Source of Motivation 8. Strategy from Below 9.
Governance and Ethics. In the field of Organizational Behavior, researchers have found that scientific approaches can be applied to personnel management to bring out the best in. Politics N. Advanced search Search history. A crisis of legitimacy. But, loquacious as they are in touting the worth of workers, most companies fail at what matters most, and we are paying the consequences.
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How do I find a book? Can I borrow this item? No one, however, can match highly charged, motivated people who care. For that reason alone, people are one of the three key enablers of the new business model, which views companies as systems in addition to their independent parts. At all levels, companies need people who can deliver at the frontier of performance. They must understand where the company is going and be able to influence its path. They must be willing to share in its fortunes and be motivated to push for greater achievements.
They are the ones ultimately entrusted with the competitiveness of the corporation. They are the repository of much of the knowledge and skill base that makes the firm competitive. No company can be successful with a detached and unmotivated work force.
Of the radical shifts that result from the new business model, none is more significant than the new relationship it requires between the company and its people. While we talk about how fast the business environment has changed, probably no dimension is changing faster than the dynamics between employer and employee.
The epitome of the traditional model was the "company man" of the 's and 60's. When Charles Handy, the prominent European management guru, first joined Royal Dutch Shell about 40 years ago, he recognized that Shell, at its whim, could repeatedly shuttle him and his family anywhere in the world. His first loyalty had to be to the company if he was to advance in his career. But in that process, he knew the company would take care of him and his family's needs over both the short and the long term.
In short, in the days of the company man, employers offered job security and a stable work environment with rising responsibilities and pay in return for loyalty and acceptable performance. But this kind of relationship is now exceedingly rare. Today, companies must continually reinvent and restructure themselves to gain competitive advantage.
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The consolidation of industries, the growth of global markets and the increased presence of activist investors have exacerbated competitive pressures. This demands doing more with less.
At the same time, technological innovation, the rise of customer- driven markets and regulatory actions are dictating new skills for a company to be successful. This poses significant challenges for companies in recruiting, developing and retaining skilled staff. In a study by the Conference Board, 43 percent of companies reported that they had problems finding and keeping high-quality workers.
Meanwhile, global markets are forcing companies to redeploy resources throughout the world. In some cases, they are finding that the bulk of their growth opportunities exists in new areas, like China and India. But they are also sometimes finding that they do not have enough people with the suitable skills, cultural sensitivities, language ability -- and willingness -- to relocate there.
From the employee's perspective, the world is also changing rapidly. Companies have repeatedly demonstrated that there are no guarantees when it comes to employment, and people do not expect any. Yet, downsizings or right sizings have cut deep and affected the psyche of the average person on the street. Many workers see little benefit in doing anything that requires "going the extra mile. Demographics and cultural aspects are also changing the composition and preferences of the work force.
More women are entering the labor market and more households than ever are supported by two income earners. Lifestyle issues are more important in general as the "New Age" work force seeks some kind of balance. People are becoming highly trained and mobile, if not geographically, at least across companies. This has dampened the willingness of many people to relocate just because the company feels they should. Furthermore, the changing relationship between companies and employees is reflected in our communities.
From the perspective of many communities, an era of corporate social responsibility has largely passed. Relationships between companies and communities are increasingly strained. In a period of continuous restructuring to achieve and maintain competitive advantage, stability, equity and job growth can be hard to come by in many places.
Continually improve performance and enhance value to shareholders. Enable the company to attract and retain top talent. Motivate all employees to work to their fullest potential. Develop the skills of white- and blue-collar workers. Balance the interests of all stakeholders, including shareholders,employees, unions, government and society. When fire destroyed the company's plant facilities, Mr. Feuerstein was hailed as a hero in the press around the country. For what was perceived as his unusually high commitment to the community and to employees by keeping people on the payroll throughout the extended rebuilding effort.
The reality today is that Malden Mills is a true exception. Wall Street often reinforces announcements of job cuts with significant stock price increases. Beyond the issues of economic stability, relationships between communities and companies have also been strained by recent press accounts and court cases involving racial and gender equality in hiring and promotion.
Community groups are placing increasing pressure on companies to make visible changes to what are considered unfair practices. In many ways, these are worldwide issues as companies everywhere -- from Latin America to Europe to Japan -- face the ongoing challenge of restructuring.
The irony in all of this is that if you examine most corporate declarations of values, vision or strategy, you will spot something like the following statement: People are our most important asset. It sounds awfully nice. Alas, the paradoxical fact is that the statement usually just sits there as little more than a mute reminder of what could be. If companies only behaved in a manner consistent with such endearing rhetoric, we would have a much more productive and contented society of workers, and much sturdier and more successful corporations.
But, loquacious as they are in touting the worth of workers, most companies fail at what matters most, and we are paying the consequences. In one recent survey, nearly two-thirds of those questioned said that employers are less loyal than they were a few years ago.
In turn, 58 percent said that employees are less loyal to their employers. Only half of employees feel especially secure in their jobs. Hardly the foundation for a successful enterprise. The bottom line is that a successful corporation must be able to craft a new relationship with its employees -- it must be able to live the ideals of people power, rather than merely talk about them.
This "New People Partnership" must fulfill the business need to:. Accomplishing these goals requires navigating a tricky road -- reconciling the stated concern about people and the understanding that people are the key enablers of corporate success with the waves of downsizings, attacks on corporations and rampant insecurity rippling through the work force.
What exactly is the New People Partnership?