Guest (2011) argues that we are still ‘searching for some answers to the perennial question of the linkage between HRM and business performance.
Ideally, HR professionals and other organizational leaders would be able to inform their decisions about policies and practices with sound theory developed through research, and they would be able to assess the effectiveness of their decisions using valid metrics.
Though we may not have all of the answers, how can HR leaders move forward with what we have? How can leaders use alternative ways of thinking about organisational performance and effectiveness, such as ‘human capital management (Armstrong, 2006) to enhance management approaches?
To prepare for this Key Concept Exercise: focuse on the article by Guest (2011) and the concept of human capital management (HCM) advanced by Armstrong (2006). Consider how ideas from some of your other readings this week might relate to the issues outlined in the article. •Find and read one or two other articles cited by Guest (2011) to further inform your thinking about the issues.
The MBTI scales measure a preference for four dimensions: (Saggino, Cooper and Kline, 2001) Extraversion-Introversion Which represents the orienting toward the outer world of people and things or the inner world of concepts and ideas. Sensing-Intuition Which reflects the individual’s preference for factual realistic or global possibilities perception. Thinking-Feeling Which represents arriving at judgments by impersonal and logical processes or by subjective processes. Judging-Perception The process of coming to a conclusion about something or becoming aware of something. In combination, the MBTI is a sixteen-type personality profile instrument. (Goby and Lewis, 2000) However, according to Coe (1992), he said that “the MBTI has several limitations. First, it does not show any indication about people’s values and motivations. Second, the MBTI does not measure pathology. Third, the MBTI does not measure how well the preferred functions are performed.” My MBTI result for my Personality: According to my MBTI results, the above result shows that my preferred style of MBTI is ESFJ and ESFP which are 72% and 66 % respectively. It shows the most dominant function is extrovert, sensing, as well as feeling. For the ESFJ, the most important preferences are Extraverted Feeling. This means I focus on building harmony in the working environment. I like to build rapport with people and create a positive atmosphere. I look after people’s welfare. Also I like to keep everybody happy and have a good relationship with others. I value other people’s contributions, seek to develop the role that others play, and invest a lot of effort in building positive relationships. I try to overcome differences of opinion and find ways in which people can agree. For the ESFP, the most important preferences are Extraverted Sensing. I bring things to fruition by getting things done, and getting them done now. I am very action-oriented, dealing with whatever tasks the current situation presents. I often spur others into action as well. I make use of your experience and utilize tools or processes of which I already have knowledge. I try to have an immediate impact on things, injecting a sense of urgency, and aiming to achieve clear goals and tangible results. Base on the result, MBTI helps me to understand the personality. I agree that I am an extravert person. As I have worked as Wellcome Supermarket, I found that building the positive atmosphere can improve the relationship within the company. I also like to build a good relationship with customers that I enjoy work into a happiness environment. Also I am a vice-president of my secondary schools’ alumni association. I like to share my study path with others.>GET ANSWER