The Human Resources Frame SLP

In the Module 2 SLP, you will write a 3- to 4-page paper in which you will apply the Human Resources Frame to the organization in which you are currently employed (or in which you have worked previously).


The Module 2 SLP requires that you write a 3- to 4-page paper, in which you address the following:

After giving a brief description of the organization in which you presently work – or in which you have previously worked – apply the Human Resources Frame to the organization, analyzing the effectiveness of two or three human resources/ human relations characteristics you have identified.

Keys to the Assignment

The key aspects of this assignment that should be covered in your paper include the following:

  • Briefly describe your organization – name, what it does, size (number of employees, annual revenue, relative market share, etc.);
  • Choose 2 or 3 human resources activities within your organization (e.g., recruitment, evaluation, development, training, etc.); and
  • Using Bolman and Deal’s Human Resources Frame as a lens, discuss the relative effectiveness of the human resources characteristics you have selected. If you were CEO of your company, what (if anything) might you do differently? Why would you make the changes you suggest?

Background Information:

Read the following excerpt from Bolman, L.G. & Deal, T.E. (2003). Reframing organizations: artistry, choice, and leadership (3rd ed). San Francisco: John Wiley. Note the assumptions of the Human Resources Frame, as you will use these to guide the writing of your Case:

Assumptions of the Human Resources Frame

Is the workplace really this bleak across the board? Are individuals simply pawns, sacrificed to collective purposes and casually cast aside when no longer needed? Is there hope that work can ever fully engage people’s talent and energy? Such questions have intensified with globalization and the growth in size and power of modern institutions. How can people find freedom and dignity in a world dominated by economic fluctuations and an emphasis on short-term results? Answers are not easy. They require a sensitive understanding of people and their symbiotic relationship with organizations. The human resource frame is built on core assumptions that highlight this linkage:

  • Organizations exist to serve human needs rather than the reverse.
  • People and organizations need each other. Organizations need ideas, energy, and talent; people need careers, salaries, and opportunities.
  • When the fit between individual and system is poor, one or both suffer. Individuals are exploited or exploit the organization—or both become victims.
  • A good fit benefits both. Individuals find meaningful and satisfying work, and organizations get the talent and energy they need to succeed.

People want to know, ‘How well will this place fulfill my needs?’ Organizations universally ask, ‘How do we find and retain people with the skills and attitudes needed to do the work?’” (Bolman & Deal, 2003, pp. 108).

Required Sources

Elaine Westbrooks’ presentation is a very good starting point from which we will begin our exploration of Bolman and Deal’s Human Resources Frame (sometimes referred to as the “Human Relations” Frame):

Westbrooks, E. (2012). Reframing organizations: The human resources frame. Prezi. Retrieved on May 4, 2014 from…

Read this article by Chris Mabey, in which the merits of using the Human Resources Frame are highlighted:

Mabey, C. (2003). Reframing human resource development. Human Resource Development Review, 2(4), 430-452, Retrieved from ProQuest.

Optional – yet highly recommended – resources:

The following optional readings should be useful in your analysis of the Case:

Trahan, K. (2009). Make your company a magic kingdom. Sales & Service Excellence, 9(2), 15. Retrieved from EBSCO – Business Source Complete.

Shuit, D. P. (2004). Magic for sale. Workforce Management, 83(9), 35-40. Retrieved from EBSCO – Business Source Complete.

Human Resources (2014). The Walt Disney Company. Retrieved on May 7, 2014 from…

Working Here Overview (2014). Disney Careers. Retrieved on May 7, 2014 from

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