Strategic Management for Organizational Effectiveness. The Effect of Human Resource Planning on Retention and Related Issues. Volume 2.
Abstract
This study assessed the match between strategic direction, human resource policies and the perceptions of those policies held by middle managers in five successful organizations. Human resource practices related to retention -- job movement, organizational signals, and incentives -- were the focus of three separate studies. Results from the studies were combined with information from formal documents and interviews to form the basis for comparative case studies. Approximately 100 managers at each of the six sites contributed to these results. Key findings were: (1) a model of job movement which took expectations into account was a good predictor of the way in which a manager and his boss divided tasks; (2) the rate of movement from one job to the next was more rapid in organizations where jobs were clearly and narrowly defined than when jobs evolved and expanded over time; (3) signals from the organization which were public, positive and relevant to a manager's goals increased the likelihood of his remaining with the organization; (4) managers were more likely to see themselves as resource constrained if goal setting and resource allocation were decided at different levels in the organization; (5) informal incentives were more salient to middle managers than most formal incentives.
Document Details
- Document Type
- Technical Report
- Publication Date
- Dec 01, 1984
- Accession Number
- ADA149399
Entities
People
- C. T. Kydd
- L. S. Oppenheim
- S. D. Hyman
Organizations
- Brigham Young University