Modification Value

Modification Value

DOI: 10.4018/978-1-4666-0240-3.ch010
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Abstract

Modification value of technology has been studied for centuries (Babbage, 1835). Machines were expected to be maintained to the extent that they were capable so that organizations could retrieve the money that they spent to acquire the equipment. If modifications were conducted, they were done only to the extent that it was less costly than replacing the equipment. Modification of people within the context of the five values model is to look at how the person grows and changes not only through activities provided by the organization, but also activities that people use for self-development including education that may or may not align with their current jobs. The key for the organization is to understand that some employees want to grow and change and how do they adjust to these employees’ need or convince the employees to adapt their new knowledge to the goals of the organization if feasible. The purpose of this chapter is to: (1) introduce the concept of modification value; and (2) compare technology modification value including upgrades to equipment, slight modifications, and investment to ensure value is derived from the piece of equipment to people modification value, which includes growth and change, job enrichment, and organization development.
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Background

Modification value of technology is expressed through upgrades and minor/major modification of the technology (Rosenberg, 1972; Tushman & Anderson, 1986). Modification is expressed by employees through their growth, change, and the job enrichment actions of organizational leaders (Hughes, 2010). As employees grow and change, organizations should have HRD systems (Swanson & Holton, 2001) in place to adjust to their growth and change in ways similar to how the organization prepares for and adjusts to technological changes (Betz, 1993; Vroom, 1973). Employees come to organizations with “hardware”: the employee's physical well-being, fitness, health, and wellness; and “software”: their skills, expertise, stock of knowledge, and its currency; both of which require maintenance and planned modifications or upgrades (Disselkamp. 2009).

The following assumptions depict the role of human expertise and skill employees bring to organizations.

  • 1.

    Organizations are human-made entities that rely on human expertise in order to establish and achieve their goals.

  • 2.

    Human expertise is developed and maintained through HRD processes for the mutual long-term and short-term benefits of sponsoring organizations and individuals involved.

  • 3.

    HRD professionals are advocates of individual, team, work-processes, and organizational integrity.(Swanson & Holton, 2001, p. 331)

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