Sources of Knowing – Doing Gap

When talk substitutes for action

When memory is substitute for thinking

When fear prevents acting on knowledge

When internal competition turns friends into enemies

When measurement obstructs good judgment

How can fear be eliminated and replaced with high involvement? 1- Employment security 2- Selectivity in recruitment 3- High wages 4- Incentive pay 5- Employee ownership 6- Information sharing 7- Participation and empowerment

8- Teams and job design 9- Training and skill development

Elimination of fear (Continued….)

10- Cross-utilization and cross-training

11- Symbolic egalitarianism 12- Wage compression 13- Promotion from within 14- Long-term commitment 15- Overarching coherent philosophy

supported by top management

Fortune Magazine100 Best Companies to Work For

Employment Relationships in Successful Organizations

Two Distinct Philosophies

Creation and Management of high

commitment workforce Creation and Management of

Flexible work and workforce

Creation and Management of Flexible Work and Workforce

Flexible time, space, and division of labor Flexible skills, assignments, and rewards Flexible life-long careers Flexible size and type of workforce Flexible boundaries of the firm

Flexible time, space, and division of labor

Flextime (staggered start and end times)

Compressed workweek Regular part-time employment Job sharing Phased and partial retirement Voluntary reduced work time programs Expanded leave options Working at home/telecommuting

Flexible skills, assignments, and rewards

Multitasking and job enrichment Cross-training and multi-skilling Job rotation Redefinition of jobs into task clusters Pay-for knowledge, pay-for-skills, pay-

for-contribution

Flexible life-long careers

Non-linear view of careers and advancement

Periods of greater and lesser focus on work, coordinated with periods of greater and lesser focus on family, personal life, and civic causes

Not just innovating on the margins of the current workplace but rethinking the nature of work

Flexible size and type of workforce

Use of temporary workers, subcontractors, consultants, contingent workers, to make easier to grow or shrink the size of the labor force

More opportunity for employees to develop occupation-specific rather than firm-specific skills

Emphasizing employability rather than job security

Flexible boundaries of the firm

Outsourcing to other firms for a variety of inputs and services

Outsourcing entire functions or departments

The “virtual” organization

Flexible work arrangements may help a firm:

to retain talented employees to meet the future staffing needs to build employee appreciation and

commitment to prevent burnout to identify better performance criteria to enhance contribution and

productivity by eliminating the knowing-doing gap