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VARIETY AND THE REQUISITE OF SELFORGANIZATION

VARIETY AND THE REQUISITE OF SELFORGANIZATION From a contingency perspective and by using the principles of selforganization described by Morgan 1986, this essay relates the amount of variety in transactions and transformations to the requisite of selforganization. Selforganization is defined in terms of the local autonomy to make decisions on both the transactions to be realized and the way transformation processes are organized to achieve these transactions. Appropriate Human resource management HRM systems and policies can help to achieve the level of selforganization aimed at. When the amount of variety in transactions is relatively low, an organization can easily standardize and control work processes. In this case, there is no need to develop selforganization. The focus of HRM will be on standardization, behavioral control systems and the social needs of workers. In the case of a moderate level of variety in transactions, management may obtain responsiveness by creating selforganizing teams which have the local autonomy to deal with variety in customer demand. HRM instruments can help these teams by supporting integrated management, the multifunctionality of workers, team development, and the introduction of a skillbased assessment and reward system. When the amount of variety becomes high, it is more effective to assign responsibilities to individuals and to apply HRM practices aimed at the problemsolving capacity of workers and the commitment of workers to the organization. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The International Journal of Organizational Analysis Emerald Publishing

VARIETY AND THE REQUISITE OF SELFORGANIZATION

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1055-3185
DOI
10.1108/eb028880
Publisher site
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Abstract

From a contingency perspective and by using the principles of selforganization described by Morgan 1986, this essay relates the amount of variety in transactions and transformations to the requisite of selforganization. Selforganization is defined in terms of the local autonomy to make decisions on both the transactions to be realized and the way transformation processes are organized to achieve these transactions. Appropriate Human resource management HRM systems and policies can help to achieve the level of selforganization aimed at. When the amount of variety in transactions is relatively low, an organization can easily standardize and control work processes. In this case, there is no need to develop selforganization. The focus of HRM will be on standardization, behavioral control systems and the social needs of workers. In the case of a moderate level of variety in transactions, management may obtain responsiveness by creating selforganizing teams which have the local autonomy to deal with variety in customer demand. HRM instruments can help these teams by supporting integrated management, the multifunctionality of workers, team development, and the introduction of a skillbased assessment and reward system. When the amount of variety becomes high, it is more effective to assign responsibilities to individuals and to apply HRM practices aimed at the problemsolving capacity of workers and the commitment of workers to the organization.

Journal

The International Journal of Organizational Analysis – Emerald Publishing

Published: Feb 1, 1998

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