The effect of Professional Bureaucracy & Adhocracy on HR strategy and Its Practices

Part 4:

Professional Bureaucracy

Professional Bureaucracy is defined as a bureaucratic structure with little formalization, which entails a large operating core that is highly autonomous and controlled by trained expertise due to the complex nature of tasks. This indicates that the environmental contingency in which professional bureaucracy works is stable but complex in nature where standardization of skill performs as the prime coordinating mechanism, where the works necessitate great knowledge and skill to create output form input that clearly depict the authority originates from experts’ expertise and lies in their hands to control their works. Abernethy and Stoelwinder (1990) stated that as the autonomous and dominant characteristics of operating core diminish the influence of technostructure, top and middle line over it and the result is a flat organizational configuration. Continue reading


Importance of Training Needs Analysis to the Effective Design of Training Activities

A sound Training Needs Analysis 

is very crucial to the effective of training activities (Arthur et al. 2003). The authors point out that it is imperative to understand what are the organizational needs, what are the requirements to be fulfilled, what will be the contents of the training, who needs to be trained, which are indispensable for designing the training programs effectively. Buckley and Caple (2007) indicate that TNA makes it possible to identify employees’ current and future needs and help design training programs that fit and satisfy their needs. Continue reading

The Importance of Job Analysis in Performance Management

Job Analysis holds information relating to the different aspects of the jobs and it provides information regarding what activities to perform in a particular job, gives an indication how to perform them, the skills and responsibilities to assume in order to perform them well and its impact in achieving the individual and organizational performance expectations (Hong and Lin 1995; McCourt and Eldridge 2003). Continue reading