Applied Psychology in Human Resource Management seventh edition

Applied Psychology in Human Resource Management seventh edition Cascio & Aguinis Power. Point Slides developed by Ms. Elizabeth Freeman University of South Carolina Upstate Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -1

Chapter 1 Organizations, Work, and Applied Psychology Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -2

Organization Defined: collection of people working together with a division of labor to achieve a common purpose Organization Characteristics: Inputs: raw materials, supplies, ideas Processes: transform materials, teach or support a service Outputs: finished product, accessible service Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -3

Organization GLUE: PEOPLE People are basic to all organizations Social relationships reflect cohesiveness Personnel Psychology: Branch of Applied Psychology Differences in individual behaviors and job performances Methods to measure and predict these differences Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -4

Personnel Psychology • Branch of Applied Psychology • Subfield of Industrial Organizational Psychology Focuses • Differences in individuals’ behaviors • Job performances • Methods to measure and predict these differences Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -5

Inputs to Organizations Raw materials Energy Information Capital ($$$$) People Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -6

Jobs within Organizations Technical Administrative Creative Repetitive Solitary versus interactive Simple versus complex Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -7

People within organizations represent major investments for organizations. Recruitment Selection Placement Training Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Retainment Development Performance 1 -8

APPLIED PSYCHOLOGY VALUES 1. “In a free society, every individual, regardless of race, age, gender, disability, religion, national origin, or other characteristics, has a fundamental and inalienable right to compete for any job for which he or she is qualified. ” Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -9

APPLIED PSYCHOLOGY VALUES 2. “Society can and should do a better job of making the wisest and most humane use of its human resources. ” Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -10

APPLIED PSYCHOLOGY VALUES 3. Human resource professionals and managers must be as technically competent and well-informed as possible to best influence the lives of individuals. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -11

Personnel Psychology overlaps Human Resource Management Motivation Efficient Employee Staffing Leadership Development Labor Relations Organization Theory Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -12

Changes to the “world of work” Globalization pervasive Technology less expensive Mergers & acquisitions common Structure & design Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -13

Globalization Complex work routine -> outsource Management information centralized -> downsize Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -14

Technology less expensive More work for fewer employees with continuous training Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -15

Other technology effects DIGITAL DATA Distance no longer meaningful Virtual offices & managers versus “human” manager Change may be the only constant Education is never completed Distractions may be more costly Spam mail IM’ing, texting, video mail, software viruses, trojans, twittering, social networking, online shopping, gaming … Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -16

Mergers & Acquisitions Psychological Contract loss– job insecurity Perspective shift to employability security Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -17

Organization Structure & Design • Internet information equality • All employees, all information • Fluid, flexible structures virtual, boundaryless • Real-estate needs minimized • Travel needs maximized • Cross-trained multi-specialists necessary Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -18

Managers and Managerial Roles 3 C’s versus current expectations Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -19

Managers & Managerial Roles Formerly, 3 -C Management Method predominant Command – stability Control – predictability Compartments – efficiency Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -20

Managers & Managerial Roles Current management emphases Articulate visions Democratic practices Collaborative agreements Leadership Contingencies Path-goals Normative decisions Least preferred co-worker Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -21

Managers & Managerial Roles Additional emphases Transformational Leaders Teamwork vs. department work Autonomous work groups Process teams Worker as manager, manager as worker From Controllers to Coaches From Planners to Facilitators From Inspectors to Mentors Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -22

Roles of Workers Empowered Diverse Geographically Culturally Age Abilities / disabilities Self-reliance crucial Conscientiousness necessary Continuous learning required Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -23

Implications Workforce quality determines success Individual responsibility for EMPLOYMENT SECURITY versus JOB SECURITY Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -24

Challenges Insecurity – will incomes continue Uncertainty – constant change Stress – scheduling conflicts, multi-tasking Social Friction – widening gaps skilled & unskilled Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -25

Benefits Challenge – limitless opportunities Creativity – opportunity to try out new ideas Flexibility – individual careers versus company career Control – increased personal control Interrelatedness – “global communication” & “virtual connectedness” Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -26

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 -27