INNOVATIVE BY DESIGN
MSC. THESIS IN STRATEGIC HUMAN RESOURCE MANAGEMENT NATHAN WENZE | JONAS VESTDAM | PETER RASMUSSEN
A PIECE OF ORIGINAL RESEARCH FOR COMPANIES WHO DARINGLY SEEK TO BE MORE INNOVATIVE
INNOVATIVE BY DESIGN LEVERAGING HRM IN ORDER TO FACILITATE INNOVATION.
Thesis in brief
AUTONOMY SUPPORT We found that ROCKWOOL's high-knowledge employees experience elevated levels of Autonomy which lead to more intrinsic motivation, and creative performance.
Intrinsically motivated employees – that love what they do – perform better creatively and engage work in more explorative and inventive ways than peers who are mainly motivated by salary or bonuses.
Recruiting candidates who are intrinsically motivated to innovate and have a high aptitude for creative skills and engaging these in teams, is the first step to building clusters of innovation capabilities..
H.O.P.E. STRATEGY A unified focus on organizational innovation After analyzing the 4 dimensions: *Structure, *Leadership, *Intangibles/Behavior, and *Talent we found a number of gaps between departments which hindered innovation. As a result, we designed a 'bottom-up' innovation strategy that cuts across the firm. The strategy is applicable in all functions but has a special focus on areas where HRM can contribute. A brief summary follows on P.03 - To hear more contact us on LinkedIn or scan the code on P.04 CONTINUED ON P. 02
NATHAN | PETER | JONAS MSc. Strategic Human Resource Management LinkedIN
findings MSc Thesis | Innovation | HRM
Intrinsically motivated (IM) employees score higher on creative performance. HRM can maximize IM by recruiting and matching people with the tasks that they love to do. IM is increased when employees have positive social relationships, feel responsible for their decisions and feel competent.
Making efficient use of knowledge capital. Capturing and sharing lessons learned and organizational knowledge is key to preventing duplication of effort, improving processes, and boosting innovation efforts by making sure that the right information is available to the right people at the right time.
HRM can use Job Enrichment to clarify distinct start and endpoints to work tasks. Increase employees perception of the task as being meaningful, provide autonomy, give feedback and make sure that employees own their work outcomes. Higher levels of job-enrichment leads to more intrinsic motivation.
HR should design OL interventions targeted for creative thinking. OL efforts directed towards innovation increases employees creative selfefficacy - belief in their ability to be creative - as well as communicates the importance of innovation to the firm.
MEET THE TEAM SHRM-Practitioners and Masters of Science in Human Resource Management, We believe that HRM can contribute to innovation and needs to have an explicit innovation strategy in order to build inimitable clusters of innovative behavior,. NATHAN WENZE PETER RASMUSSEN JONAS VESTDAM
HR should spar with leaders to maintain a participatory leadership style which enhances feelings of competence and autonomy, two pillars of intrinsic motivation. Transformational leadership provides an appealing vision that inspires employees to go beyond what can be expected.
Under the radar (UTR) allows employees to work on their own innovation projects independently. UTR comprised of 5-10% self-directed work time built into the job. UTR increased ideation and communicated the importance of innovation in the context of ROCKWOOL.
"UNDER THE RADAR"
A DARK SIDE OF TOO MUCH MOTIVATION THE ROLE OF INCENTIVE SYSTEMS FAILURE TOLERANCE? HOW CONTROL LEADS TO INNOVATION LOSS
Read the full thesis to find out. Including unpacking H.O.P.E. into distinct HRM practices. Use this QR CODE:
How Strategic Human Resource Management can lay the foundation for innovation capabilities