HRM & OB Week 1

HRM & OB Week 1

• Human resource management (HRM) is a formal system for managing people within an organization, influencing employee behavior, attitudes, and performance.
• Strategic HRM outlines a pattern of planned HR deployment and activities to help an organization achieve its goals.
• Organizational behavior (OB) investigates how individuals, groups, and organizational structure influence organizational effectiveness.
• Work can be seen as a curse or a freedom, and alternately as a commodity or a route to citizenship.
• The future workforce will see different categories based on the individualistic and collectivist world view of the workforce.

Dominant Changes in Work & Working Relationships

• Advanced technology (AI, automation, digital tools) is transforming job roles and making processes more efficient.
• Demographic trends (aging workforce, diversity, generational shifts) influence how organizations manage talent and work.
• Time-spatial flexibility (remote work, freelancing) is altering traditional workspaces.
• Flexibility in employment relationships (part-time, contract work, freelancing) is becoming more common.
• Flexibility in organizational structures (agile, less hierarchical, cross-functional teams) helps companies adapt.
• Worker skills and education (continuous learning, upskilling) are necessary for staying relevant with rapid technological advancements.

Psychological Contracts

• A psychological contract is an unwritten, informal agreement between employees and their employers about mutual expectations, obligations, and perceived benefits of the employment relationship.
• Reciprocal expectations include individual contributions (e.g., effort, skills) and organizational inducements (e.g., pay, benefits, job security).
• Consistent patterns of inducements over time are necessary to maintain the psychological contract.
• A trust-based relationship where both parties meet each other's expectations is key to a healthy psychological contract.
• The psychological contract is based on the mutual obligations of both parties (employer and employee).

Recruitment

• Recruitment is a process to attract qualified candidates for a specific position.
• Aims include obtaining a pool of suitable candidates, ensuring a fair process, contributing to organizational goals, and conducting efficient recruitment activities.

External vs Internal Mobility

• The text discusses recruitment techniques and differences between internal and external hiring.
• Internal recruitment uses existing employees and focuses on promoting or transferring them to different positions.
• External recruitment involves looking outside the organization for hires.

Human Capital Theory

• Human capital encompasses skills, knowledge, and experience that a person brings to an organization.
• The five types of human capital vary based on how easily the skills, knowledge, and experience can be transferred from one company or situation to another.
• Some examples are General Human Capital (skills applicable across industries), Strategic Human Capital (special, high-level decision-making expertise), Industry Human Capital(skills related to specific industries), Relationship Human Capital (important connections within a particular company) and Company-Specific Human Capital.

Growing Stars or Buying Them?

• The dilemma of whether to develop internal talent or hire external talent.
• Research has shown that internal promotion, may be better for long-term sustainability since internal candidates are better aligned with the organizational culture and dynamics leading to better results over time.

Selection Practices by Country

• The text provides data on the types of selection practices used in different countries ( Japan, Hong Kong, UK, Germany, France, US, & Australia) regarding recruitment processes.
• It includes information on the use of application forms, references, interviews, tests, and questionnaires in employment selection processes.
• It also mentions differences in selection practices, for example unstructured interview, which allows job candidates and applicants being evaluated in different ways as a means of collecting the requisite data from the applicants.

Situational Interview

• Interviewers use situational interviews to assess how candidates will behave in situations likely to arise in the job.
• Candidates' responses reflect how they will behave in future similar situations in the workplace.
• Job analysis using critical incidents, are used in creating situational interview questions.
• The text suggests using a scoring key and examples to ensure fair and objective evaluation of candidates.

Behavioral Interview

• Behavioral interviews focus on past behavior to predict future job performance.
• The goal is to understand how candidates have handled past situations to see how they might handle similar situations in the future.
• Understanding what motivated past behavior.
• The interview process and steps involved.

Neurodiversity in Modern Recruitment

• The importance of neurodiversity in modern recruitment is discussed.
• Companies can benefit from hiring neurodiverse candidates and implementing inclusive processes to fully utilize their unique skills.
• The factors influencing initial impressions and steps to create a supportive work environment for neurodiverse employees.
• The Big Five personality traits and their low correlation with job performance making them a questionable selection tool.