University of Missouri – Human Resources Frame
Using the Human Resources Frame, choose a specific human relations characteristic of the case – and explain in-depth how the Human Resources Frame informs the circumstances of the University of Missouri case.
From a human resources perspective, is there anything you would do differently? Explain, incorporating at least 1 or 2 assumptions of the Human Resources/ Relations Frame in your response)?
Remember to perform some outside research, to properly cite your sources, and to demonstrate evidence of critical thinking in your response.
Remember that the Discussions are an assignment. In this context, the Discussions require additional research on your part, critical thinking, and graduate-level presentation (grammar, spelling, proper citation, etc.).
Assumptions of the Human Resources Frame
Is the workplace really this bleak across the board? Are individuals simply pawns, sacrificed to collective purposes and casually cast aside when no longer needed? Is there hope that work can ever fully engage people’s talent and energy? Such questions have intensified with globalization and the growth in size and power of modern institutions. How can people find freedom and dignity in a world dominated by economic fluctuations and an emphasis on short-term results? Answers are not easy. They require a sensitive understanding of people and their symbiotic relationship with organizations. The human resource frame is built on core assumptions that highlight this linkage:
- Organizations exist to serve human needs rather than the reverse.
- People and organizations need each other. Organizations need ideas, energy, and talent; people need careers, salaries, and opportunities.
- When the fit between individual and system is poor, one or both suffer. Individuals are exploited or exploit the organization—or both become victims.
- A good fit benefits both. Individuals find meaningful and satisfying work, and organizations get the talent and energy they need to succeed.
People want to know, ‘How well will this place fulfill my needs?’ Organizations universally ask, ‘How do we find and retain people with the skills and attitudes needed to do the work?’” (Bolman & Deal, 2003, pp. 108).