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Jessica Groen
COMM 2170
Professor Roger C. Johnson
28 October 2015
Human Resource Philosophy Analysis
VCBO Architecture is a privately owned architectural firm, located in Salt Lake
City, UT, that has extensive experience in many project types, including: K-12, higher
education, civic and government, recreation, office, warehouse, health care, justice, and
more. The purpose of this essay is to analyze the style/method of management within
the firm and offers steps to improve internal communication, productivity and efficiency.
Literature Review
The human resource method of management is an attempt to merge the best of
the classical and human relations theories, while using real-life observations to improve
the style of management. It is based on the belief that people thrive on responsibility
and are self-motivated. Richard Pascale and Anthony Athos effectively explained:
Most people bring three kinds of needs to their organizational existence: A
need to be accepted as a unique person, a need to be rewarded for what
they achieve, and a need to be appreciated not only for the function
performed but also as a human being. (Pascale and Athos, 1981)
The human resources approach emphasizes the importance of a challenging,
motivating, empowering, and satisfying position through effective communication.
Additionally, Douglas McGregor maintained that the method of human resources
management was based on the concept of integration, the creation of conditions such

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that the members of the organization can achieve their own goals best by directing their
efforts toward the success of the enterprise (McGregor, 1960).
This method requires that managers share decision-making responsibilities with
employees at every level of an organization. Additionally, upward communication is
encouraged and opportunities for new responsibilities are available to everyone
(Andrews and Herschel, 1996).
Communication Analysis of VCBO Architecture
Communication within VCBO Architectures office includes a significant amount
of horizontal and downward communication and smaller amounts of upward
communication and feedback. For example, there are many memorandums/e-mails
sent to all employees explaining specific policies or objectives of the firm. There is an
abundance of horizontal communication between employees, which often causes
conflict. The upward communication within the firm is somewhat limited; it seems to
many employees that whenever they do communicate concerns with management, few
solutions are a result and even fewer are effective. There is also a limited amount of
feedback due to managements method of obtaining it; they request feedback, but
request it in a way that makes employees feel uncomfortable. For instance, if
management had implemented a new policy, they would request feedback at a
company social (a gathering to encourage good relationships between employees and
management), wherein very few would feel comfortable giving honest feedback.
While it is obvious through the communication styles encouraged by
management that the firm utilizes the human resource method of management, they still
believe in a few aspects of Theory X. Theory X managers viewed - and treated -

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workers as economic beings who were most readily motivated by wage incentive plans
and other tangible rewards (Andrews and Herschel, 1996). VCBO Architecture offers
gift cards as rewards for hard work, large end-of-year bonuses, etc. While these
rewards are appreciated, most employees would prefer recognition and
encouragement.
Managements inability to gather feedback is perhaps one of the companys most
damaging inefficiencies. Without feedback, the organization cannot grow or improve. As
mentioned above, there is an excess of horizontal communication between employees
as well. This is most likely caused by the lack of feedback; management is unaware that
many employees do not have enough responsibilities to keep them motivated and busy,
which allows them with the time to talk and complain.
Recommendations
VCBO Architecture has the right idea in many aspects of the human resource
management method; however, there are a few things that could be changed or
adjusted to help improve the satisfaction of employees and increase productivity and
efficiency.
First, the idea of having socials is a great opportunity to discuss the firms goals
and accomplishments, which is currently being done. It would improve the morale of the
employees and encourage them to work just as hard as their counterparts if, during
these socials, employees were put in the spotlight for a job well-done or other
accomplishment.
Second, in order to obtain more feedback, it would be acceptable and
advantageous to implement an anonymous survey (many are available online, for free)

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whenever a decision affecting all employees needs to be made. Another method of

encouraging more frequent feedback is increasing the number of one-on-one reviews
throughout the year. Currently, each employee receives one end-of-the-year review to
discuss their progress, goals, concerns, etc. However, if management were to
implement quarterly reviews to discuss employees concerns, goals and other feedback,
they would be able to implement changes more efficiently.
Third, the firm has many self-managed teams due to different architectural
specialties. These teams rarely change, which is understandable. To give others the
opportunity to participate on a team, they created committees (i.e. the Happiness
Committee, the Green Team, etc.). However, those teams have been taken over by
those with the strongest personalities and take input from no other sources. It would be
best to to reorganize these teams throughout the year to get fresh ideas and allow more
people to participate.
Finally, the firms process for decision-making rarely includes employees. On
those rare occasions, ideas and thoughts are frequently overridden by a principal or
management, discouraging employees from expressing their thoughts and ideas.
Additionally, once management has received the input from employees, the ideas are
taken to the executive committee (which makes all final decisions concerning the firm)
and employees are excluded from that point on. In this case, management needs to be
more aware of these responses and should include employees in the entire decisionmaking process.

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VCBO Architecture is in a good position to improve its already human resources

style of management. By implementing the changes suggested above, management
would be surprised at the positive improvements they would inevitably see.

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Works Cited
Andrews, Patricia Hayes, and Richard T. Herschel. Organizational Communication:
Empowerment in a Technological Society. Boston: Houghton Mifflin, 1996. Print.
McGregor, Douglas. The Human Side of Enterprise. New York: McGraw-Hill, 1960.
Print.
Pascale, Richard T., and Anthony G. Athos. The Art of Japanese Management. New
York: Simon and Schuster, 1981. Print.