Human Resource Management & Sabine Köszegi

Human Resource Management & Leadership

• The course is taught by Univ.Prof.in Dr.in Sabine Theresia Köszegi
• Her email address is [email protected]
• The course is at TU Wien
• The format is on-site lectures on Thursdays from 10:15-11:45 (see schedule)
• Attendance is not mandatory but recommended
• Exam date: end of January 2025, registration in TISS is mandatory
• 5 alternative dates, details in TISS
• Exam preparation materials include: lecture slides and selected readings, both in TUWEL
• Further recommended text: Syed, Jawad & Kramar, Robert (2017): Human Resource Management in a global context. A Global and Critical Perspective. MacMillan Education, 2nd edition., Mary Jo Hatch (2018): Organization Theory. Modern, Symbolic and Postmodern Perspectives. Oxford University Press, 4th edition.

Lecture Schedule

• Topic 1: Theoretical Foundations I – Philosophy of Science, Date: 10.10.24, Location: HS 1
• Topic 2: Theoretical Foundations II - Human Nature, Date: 17.10.24, Location: HS 1
• Topic 3: HR Planning, Date: 24.10.24, Location: HS 1
• Topic 4: HR Recruiting, Date: 31.10.24, Location: HS 1
• Topic 5: HR Selection, Date: 07.11.24, Location: HS 1
• Topic 6: Staff Assignment & Job Design, Date: 14.11.24, Location: HS 1
• Topic 7: HR Practice: Austrian IT & Consultants Day – Keynote on Al, Date: 21.11.24, Location: Wiener Hofburg
• Topic 8: Appraisal & Incentive Systems, Date: 28.11.24, Location: HS 1
• Topic 9: HR Development & Change, Date: 05.12.24, Location: HS 1
• Topic 10: Leadership & Motivation, Date: 12.12.24, Location: HS 1
• Topic 11: Gender & Work, Date: 19.12.24, Location: HS 1
• Topic 12: HR Practice Recruiting with Dr. Sören Buschmann, Date: 09.01.25, Location: HS 1
• Topic 13: Leadership Practice with Dr. Erika Kleestorfer, Date: 16.01.25, Location: HS 1

Introduction and Theoretical Foundations

• The course covers many different foundations of HRM and leadership.
• There are questions about the right theory for practice. Is there a right or wrong answer?
• The course covers Management theories, Organization theories, Human Relations approach, Motivation theories, Leadership theories, Economics (Personnel economics approach) and Critical Theory.

Peer Instruction

• A method used in the course for active learning
• Students pose questions, debate answers, and discuss in small groups

Introduction and Theoretical Foundations -- Scientific Paradigms & Theory Building

• Classical & Modern approaches (until 1970)
• Constructivism (1970-1990)
• Postmodernism (since 1990)

Peer Instruction -- Today's Questions

• Multiple-choice questions about motivation
• Importance of theory in the field of motivation
• Questions to be discussed in smaller groups in class

Abstraction

• The process of simplifying a complex thing into concepts
• The loss of detail is a consequence
• Example of different pictures of dogs and cats
• Application of abstraction to the topic of motivation

Theory-Building

• How to motivate employees
• Observation of behavior leads to abstraction
• Concepts are categories for sorting, organizing, and storing observations
• Moving from specific instances to develop a theory of motivation
• Analysis of the collected information in an iterative process

Introduction and Theoretical Foundations

• Multiple theoretical foundations form the basis of HRM and leadership.

Human Resource Management & Leadership

• Course content covers the range of various topics.
• Course objectives include understanding the theoretical foundation of human resource management (HRM) & leadership.
• Course also includes gaining an overview of HRM and its instruments including the practical understanding through relevant case studies and discussions.
• Expected outcome includes reflecting on ethical aspects of HRM and leadership.

Ontology, Epistemology & Methodology

• Ontology: science of being; concerns assumptions about reality, action (objective vs. subjective) and free will
• Epistemology: theory of knowledge and knowledge acquisition; what constitutes “good” knowledge, how it's acquired, and represented.
• Methodology: the manner of investigation—which methods are employed?
• Motivation drives human action: internal/external factors influencing individuals to act towards achieving goals

Scientific Paradigms

• Classical/Modern (until 1970)
• Constructivism (1970-1990)
• Postmodernism (since 1990)
• Different viewpoints on truth and agency influence theories
• Overview of how these paradigms affect HRM theories

Overview

• Charts depicting different philosophical thought about human nature (e.g. rational choice, structure, agents).

The Hawthorne Experiment

• Objective: Analyzing the relationship between quality and quantity of lighting and the efficiency of industrial activity
• Experiment with Western Electric Company from 1924-1927
• Findings: positive effect of good personal relationships on performance and social climate on performance and higher cohesion of employees

Human Relations Approach

• Social relations (group dynamics) and conditions (company facilities) affect job satisfaction and, therefore, performance.

Social Sciences and Human Nature

• Self-actualization man (Maslow) refers to a self-developing and self-actualizing individual
• Complex Man :various factors shape human behavior, needs, and motivations are adaptive, and change continually.
• Motivation and leadership theories focus on encouraging or motivating employees;
• Management tools: appraisals, incentives, and management by objectives.

Classic: Weber's ideal bureaucracy, Classic: Taylor's Scientific Management

• Characteristics of Weber's ideal bureaucracy (organizational roles, task responsibility, decision-making)
• Principles of Taylor's Scientific Management (horizontal division of labor, optimization of work processes, specialization of work, management control)

Taylor's assumption of human nature

• Humans are lazy and prefer leisure over work.
• Happiness is only achievable through consumption.
• Motivation to work can only be attained through monetary incentives.
• Humans cannot self-discipline; need external rules/incentives to work effectively.

Classic Theories – Human Nature

• Focus of leadership theories, such as command and control, hierarchies, roles, bureaucratic processes.
• The assumption of human nature in classical theory.

Basic Assumptions about Human Nature

• Table containing the different models and epochs when these models were important
• The categories include: rational, social, psychological, cultural, political,
• Historical evolution of assumptions for human nature and respective models of theories.

Humanization of Work

• Hawthorne Experiments
• Analysis of lighting experiments and workers' behaviors
• Findings show effect of group and social relations on motivation and productivity

Human Relations Approach

• Social relations influence job satisfaction
• Social condition and facility affects performance-related factors.

Social Sciences and Human Nature

• Self-actualizing man: motivated when personal development is possible.
• Complex Man: people's behavior is influenced by factors, such as motivations that are subject to constant change.

Drop Your Tools

• Incident where 13 firefighters died in 1949 in the Mann Gulch in Montana
• Incident analyzed from the perspective of human behavior to understand why the firefighters did not abandon their tools.
• Reasons analyzed: listening, justification for change, trust in unfamiliar orders, skill in dropping tools, fear of failure, social dynamics, the need to fulfill their roles
• Understanding these factors allows for better decision making.

“Objective” Facts Are Socially Constructed

• Facts are not objective reality in absolute terms, but are a result of social constructions that depend on human consensus.
• Externalization, objectification, and internalization
• The world is our perception.

Sensemaking in Organizations

• The organizational sensemaking process
• Levels of organizational sensemaking. Key concept: Different levels of perceptions that occur during an organizational sensemaking process – intra-individual, inter-subjective, and social/abstract levels Processes, behaviors, and ways of behaving that conforms to rules, norms and culture that are widely accepted

Homo Autonomous

• Chart displaying various generations in the workplace and their formative experiences and attitudes
• Provides information about different work generations

Postmodern Organizations -- Soulful Workplaces

• Life as a journey of discovery, not pre-planned goals.
• Focus on strengths, not failures
• Importance of "Both-and" thinking, instead of "either-or".
• Integrating mind, body, and soul to achieve harmony in life and work

Postmodern Organizations and human nature

• Focus on empowerment (self-organization, purpose)
• Management: Stakeholder model and value-driven culture

Basic assumptions about human nature

• Different categories with respective time periods, such as rational, social, psychological, cultural, and political.

Homo Obsoletus

• Table indicating which jobs and occupations will be affected by automation in the future.

Change of HR-Role

• Roles of personnel administration, personnel/HR management, service provider, and broker
• Summary of roles with respect to goals, principles, human nature theories, environments, driving forces, and instruments.

Functions of HRM

• Cycle of functions highlighting: Leadership & Motivation, Incentives & Remuneration, Qualitative & Quantitative Planning, Development & Training, Recruiting & Selection, Staffing & Assignment

HR Planning

• Ensures organizations have the right number of people with the right skills in the right places to meet forecasted demands

Peer Instruction – Today's Question

• True/false questions about HR planning

Looking out for best employees

• Person-job fit: Knowledge, abilities and skills
• Person-organization fit: Values and needs
• Person-workgroup fit: Interpersonal attributes and professional norms

Human Resource Planning

• Quantitative Human Resources Demand
• Qualitative Staff Requirements
• Time of work
• Location in departments

Process of Human Resource Planning

• Identifying future requirements
• Identifying the current stock of qualifications

Example: Workforce Planning at Siemens

• Workforce planning process at Siemens
• Steps in the workforce planning process at Siemens (UK), including data review, attrition prediction, and identifying future needs.

Human Resource Planning

• Charts depicting business plan and forecasts of activity level
• Different methods for forecasting demand for human resources.

Example: Forecast of Future Demand

• Example of a calculation for forecasting the demand for future employees (Current number employed, Average Annual level of turnover, Expected drop-outs during year, Balance at end year, Number required at end year).

Demand forecasting

• Methods used for forecasting human resource demand, including summative methods (experience, judgment) and analytical methods (work studies, time studies).

Summative Methods

• Key ratios (e.g., professor-to-student ratios, nurses-to-patients).
• Span of control (number of employees per supervisor).
• Benchmarking (comparing with other companies in the same industry).
• Expert surveys (e.g., surveys with department heads).
• Examples in higher education.

Analytical Method, Rosenkranz Formula (With Correction)

• Describes the formula for calculating staff demand for a single operation.
• Different task categories (m) with different times (t) required or tasks (t_i) that contain no timing (i.e., miscellaneous tasks (t_nv)).
• The necessary delay allowance is an important part of the formula to account for additional time demands (f_nv, f_ez, f_Ao)
• Uses an example call center to demonstrate how to use the formula.

Statistical Methods

• Graph of staff requirement against influence to suggest the calculation of staff requirements using statistical models;
• Example of a Regression Analysis: Statistically identifies historic and significant predictors of workforce size; predicts future HR needs.

Qualitative Staff Requirement

• Which (key) skills/knowledge/abilities/abilities are essential?
• Defining essential skills/abilities
• How can these skills be acquired through training?
• Methods : Job analysis and job descriptions provide systematic information. This includes methods such as interviews, questionnaires, and the use of critical incident techniques

Core skill for workers in 2023

• Identified core skills
• Estimated average skill sets

Qualitative Staff Requirement

• Job Analysis: systematic information about jobs (work, equipment, conditions, position).
• Job Description: outline of job tasks, responsibilities, and resources for HR practices and remuneration/training
• Flexible Job Description

Competency Models

• Person-Job Fit: necessary competencies for the job description.
• Person-Team/Org. Fit: necessary competencies for the workgroup/organization.

Talent Search

• Different types of talent search (direct vs indirect)

How to Find Suitable Employees

• Knowledge, skills, and abilities
• Willingness to use these/motivation in relation employees.
• Requirements of the job and employer perspective
• Concerns about the asymmetry of the information.

Attraction of Talent

• Ways to increase self-selection and reduce asymmetric information
• Screening (interviews, probation, piece-work) for unskilled workers and ways to efficiently detect them.
• Signaling methods (credentials, work samples) for skilled workers

Job previews/Job adverts

• Credibility of job previews/job adverts
• Information included: company details, job description, required skills, and application details.

Digital Search

• Examples: online resumes, social media, webcam interviews
• Advantages: greater pool of candidates, faster, inexpensive
• Risk: type and number of applicants?

Search through Social Networks

• Survey results on hiring professional usage of social networks
• Frequency of rejection due to unacceptable profile contents.

E-Recruiting in Germany

• Charts displaying the intensity of e-recruiting.

Online Recruiting – Gallup Survey

• Survey describing online recruiting techniques/platforms

Employer Branding

• Positive brand image development for the organization
• Building on aspects distinct from competitors'
• List of potential distinctive value propositions (USPs)

Employer Ranking 2019

• Table listing the ranking of employers by industry/specialization

What influences job-organization attraction?

• Factors influencing job attraction
• Charts depicting the different factors involved. Charts show that job characteristics, recruiter behavior, recruiter demographics, and perceived alternatives influence job attraction.

Pre-Screening

• Formal requirements
• Application documents (motivation letter, Curriculum Vitae, certificates, and questioneraires)

Job References of Former Employers

• Verification of facts and responsibilities of the candidate,
• Background checks,
• candidate’s attitudes and outlook, strengths/weaknesses in relation to the specific job

Screening and Different Dimensions of Bias

• Interpersonal bias, institutional/structural bias, and systematic bias
• Issues of unconscious bias, which include prejudices, stereotypes, and likings.

Pre-Screening & Implicit Bias

• Explicit and implicit bias in relation to discrimination
• Example of discrimination against women in construction jobs
• Implicit Association Test: Measuring implicit biases (gender and career)

Traits attributed to men and women

• Frequency of traits
• The perception of characteristics associated with men and women in relation to leadership
• Overlap among the traits that are associated to men and good managers.

Double-Bind: Hillary Clinton in “Situation Room”

• The photo used and its implications

Pre-Screening – With Artificial Intelligence

• A method of screening applicants using Al-based systems,
• Utilizing public data and recruitment data
• Instant scoring and recruitment algorithms.

Pre-Screening – Data Driven Predictions

• Using pre-built assessment tools and Al-driven predictions
• Utilizing technology for better hiring (consideration of a larger candidate pool); human-machine synergy.

The Unilever Challenge

• The need for a recruitment transformation process.
• Unilever's transformation
• Recruitment transformation process, increasing efficiencies.

Exemplary Al applications in recruiting

• Different applications of Al
• Data from social media used for screening
• Analysis of visual materials (e.g., videos, texts, behaviour in games).

Recruiting Trends – Al Technology

• Use of AI in recruiting trends
• Use of robots in recruiting
• Use of HR chatbots
• Use of recommender systems
• Digital screening systems

The Black Box Problem of Algorithms

• Graphical representation of the black box problem of algorithms: input, hidden layers and output.
• Lack of transparency and explanation in AI algorithms.

Challenge of Bias in AI Systems

• Al systems show gender and racial bias.
• Analysis of 133 Al systems in different industries.

Why Al is increasing inequality:

• Existing discrimination
• Discrimination in data, data design, application
• The cycle of inequality

Bias in Al Systems

• Study by Bloomberg reveals racial and gender bias in Open Al’s GPT-3.5, through repeating experiments
• Frequency of rankings based on demographic naming distinctions.

“Berufsinformat” in Austria

• Based on high school diploma and age, suitable career paths are suggested
• Example professions in terms of relevance in Austria

Important Conclusions

• Summary of the recruiting process, which involves cumulative decisions
• Addressing bias and distortions,
• Importance of transparency, and validity
• The role of AI in the recruiting process

Acceptance of Al Recruiting

• Ethics considerations, such as privacy, autonomy, fairness, and non-discrimination.
• The importance of transparency for trustworthiness.
• Human oversight: responsibility considerations are undermined
• Sustainability and learning: implementation not necessarily successful.

Selection

• Techniques used when choosing a candidate.

Assessment – Recruitment Interview

• Example and cartoon about recruitment interviews
• The importance of structured interviews and how they can be more effective in selecting candidates.

Peer Instruction – Today's Question

• True/false questions regarding assessments and applicants
• Reasons and methods of analysis

Criteria for a Good Selection Process

• Validity: correlation between selection criteria and performance
• Reliability: consistency of selection results
• Procedural/Outcome Fairness: fairness of selection methods,
• Cost-effectiveness & Simplicity of selection process
• Legality: adherence to legal standards.

Cognitive Bias

• Example of cognitive bias, including the different possible interpretations of a graph.

A demonstration of how some cognitive biases might get in the way of impartial decision making in recruitment situations.

Assessment Techniques

• Different assessment techniques used for recruitment processes.
• Methods analyzed : Interviews (one-to-one and panel-style), work-based tests/work samples (in-tray exercises, situational interviews), references, simulations, serious games, psychological tests, biographical data, and Al analysis of public data (videos).

The Recruitment Interview

• Poor validity of unstructured recruitment interviews
• Suggestions of ways to strengthen interviews.

Recruitment Interview

• Various formats that interviews can take.

Structured Recruitment Interview

• Different types of structured interviews: situational, competencies, and patterned behavior.

(a) Situational Interview

• Analyzing and scoring the responses against benchmark answers.

(b) Competency-based Interview

• Questions asked in competency-based interviews
• Dealing with challenging situations and work conflicts
• Question and answer format about handling these types of demanding situations

What's Your Personality Type?

• A model for determining personality types using a set of questions regarding choices
• The question format is designed to assess tendencies of choice-making. Example types of personality include: ISFJ, INFJ, ISTP, INFP, ENFP, ENTP, etc.

The Big Five Personality Test

• Overview of the Big Five personality traits (Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism).

Personality Tests — Challenges

• Importance of testing, validity and objectivity
• The challenges of using personality tests in the workplace, such as objectivity, low validity, and bias.

Ability Tests

• Various types used, examples include performance, concentration, intelligence, and dexterity tests along with a variety of examples, including diagrams and testing instruments.

Ability Tests and Stereotype Threat

• Stereotype threat and the impact on performance (testing)
• The impact of the situation on the performance.

Stereotype Threat

• How stereotype threat impacts performance on tests,
• Potential root causes and consequences

Simulations and Serious Games

• Purposes of simulation and serious games (training, leadership development, personnel selection)
• Correlation to candidates’ knowledge, skills, and abilities
• Advantages: immersive environment, realistic job previews

Assessment Center

• Details of the assessment center process (individual exercises, role-playing, group discussions)

Dimension x Assessment Method Matrix

• Analyzing the possible application of various assessment techniques for evaluating different personalities.
• Assessment techniques for different qualities and dimensions of individuals, such as interpersonal and performance behavior and intellectual skills.

Assessment and More Challenges

• Common issues/errors in assessment (e.g., differentiated evaluation scales)
• Possible biases, including those based on personality characteristics/traits, long evaluation periods
• Influence of situational variables on behaviors

Effectiveness of Selection Procedures

• Probabilities determining which candidates to employ (qualified/unqualified)
• Costs of the test for unqualified vs. qualified candidates

Probation (1/2), (2/2)

• Risk analysis for probationary periods.
• How to design a compensation system and how to balance risk

Personnel Economics Approach to Recruiting

• Utility maximization and opportunism by workers from microeconomics perspectives
• People always make decisions to maximize their own benefit
• Opportunistic behavior, even to the detriment of others

Principal Agent Theory

• Key aspects between principal and agent (employee) in the context of compensation.
• Principal's anticipation of agent’s behavior in the design of compensation.

Adverse Selection and Moral Hazard

• Distinction between adverse selection and moral hazard,
• Information before the contract (Hidden Characteristics),
• Information before decision,
• Information after decision,
• Hidden Information.

Problem of Adverse Selection

• Adverse selection in recruiting issues—attracting the wrong workers/candidates.

Dealing with Adverse Selection

• Solutions that address adverse selection problem in recruiting.
• Example suggestions: Contingent contracts, temporary contracts, probationary periods

Temporary Contract with Probation

• Advantage and disadvantage of probationary periods in the contract of workers,
• Probability of detection for unqualified workers.

Probation: Perfect vs. no Monitoring

• Model that depicts various cases of perfect monitoring and the impact on possible combinations of wage/compensation strategies

Summary of Recruiting & Selection

• Summary of various methods used in the recruiting and selection process, such as screening, assessments, probationary periods.
• Empirical findings

Staff Assignment & Job Design

• Staff assignment planning, job design
• Aiming for the right allocation of people with the right characteristics in the right positions.
• Work analysis, job design, assignment of employees to match jobs.

Job Design

• Classification of tasks/roles.
• Synthesis of tasks in jobs
• Assignment of employees to jobs

Work Specialization

• Advantages, such as easy training and adaptation and efficient processes,
• Disadvantages, such as monotony, physical/mental stress, restricted social interaction, and alienation from work,.

Instruments of Job (Re-)Design

• Job rotation
• Job enlargement
• Job enrichment techniques for better work design

The technical potential for automation across sectors

• Automated potential for tasks and occupations

Automation potential of tasks

• Chart illustrating which tasks are readily and feasibly automated and automated potential of jobs in various sectors, considering manual and cognitive aspects.

Automation-Potential by Al and GenAl

• Table or chart indicating the probability of various jobs or occupations being automated by Al and GenAI

Non-routine and Routine cognitive and manual work

• The breakdown of the various types of tasks, considering manual and cognitive dimensions

Automation Potential, Technical & Economic Feasibility

• A table displaying which jobs are technically and economically feasible in an automation context.

Projective Comparison Human – Machine

• Chart illustrating the various capabilities of human and machines at various time periods
• Projections in relation to humans and machines

Human-Machine Synergy (1), (2), (3), (4)

• Chart showing the average performance in terms of accuracy (using Al with human participation) in different experiments and settings
• How human performance can be improved or worsened through Al
• Human-machine cooperation can provide better results in decision-making, but it depends on the nature of the task, the design of the Al. Individual skills play a critical role in the overall success.
• Impact of human vs machine synergy on performance

Job Transformation and Job Design

• Challenges for different types of jobs
• Importance of assignment of appropriate tasks for employees to ensure their empowerment and a sense of purpose
• Creating appropriate job titles and tasks to suit the needs of the respective organizations and employees.

Algorithmic Decision Systems and Agency of Workers

• The ideal role of ADS (Algorithmic Decision Systems)
• The shift to human intervention in the decision-making process for organizations.

Summary Automation Challenges

• Challenges when integrating automation into organizations, such as the creation of new roles that are compatible with the organization's overall workflow.
• Considerations of technical, economic, and ethical aspects of potential automation.

Team-Oriented Work Design

• The benefits and drawbacks of team work
• Importance of economies of scale
• Benefits and costs associated with team work
• Groupthink
• Shirking
• How to effectively implement effective team oriented work models.

Groups & Teams

• Criteria used to define groups and teams.

Varieties of Groups in Organizations

• Different types of groups used in organizations

Types of Group Work

• Short term and long term lifespan of group work
• Different types of groups (Innovation & Trouble shooting, project groups, etc )

The Five-Stage Model of Group Formation

• The five stages (Forming, Storming, Norming, Performing, Adjourning) in the formation of groups and teams

Group Properties

• Criteria for defining groups and teams.
• The concept of role in the context of group
• Group Properties, such as Norms, Status, Cohesiveness, and Size

Roles

• Definition of roles
• Attitudes and behaviors associated with a given role based on example/situational scenario.

Asch Experiment

• Social pressure influencing conformity
• Key research about group dynamics and conformity from the experiment.

Groupthink

• The causes and consequences of groupthink
• Potential issues and ways to prevent groupthink
• Summary of strategies for preventing groupthink.

Group shift

• How group discussions can influence the final outcome of decisions
• Example from the perspective of a car company with a discussion amongst managers concerning possible lawsuits

Shirking, Social Loafing & Free Riding

• When individual contributions is not readily identifiable, and effort decreases in a group setting (social loafing, free riding, shirking).

Summary Team-Oriented Work Design

• Summary of benefits and disadvantages
• Team-oriented work design

When are teams favorable?

• Cases when teams are beneficial
• Strategies used to reduce social loffing and/or shirking
• How teams support creativity.
• Team incentives, appreciate individuals
• Promoting a positive team culture

Incentive and Compensation Systems

• Criteria used to distinguish wage differentiation, wage schemes, and wage types
• Motivational strategies

Why you should study...

• Educational costs in relation to salaries
• Comparative salaries amongst groups

Salaries in different industries...

• Yearly statistics of salaries in different industries

Salaries and company size

• Yearly statistics of salaries in respect to company size

Perceptions about Salary in Job Ads

• Summary of important points about perception about compensation (based on the 2022 StepStone study).
• Preferences of people (men/women) regarding salary offers

Perceptions about Salary Negotiations

• Gender pay gap
• Compensation/discussions in various employment settings.
• How individual factors such as sex and gender affect negotiations during job selection.
• How organizations can use compensation structures to benefit/equalize opportunity for workers.

Challenges of Performance-based Pay

• Questions/challenges to consider when assigning salaries and bonuses.

Performance-Based Pay Differentiation

• Empirical findings of performance-based pay differentiation effects
• Over-determination and crowding-out implications
• How high incentives affect decision making in uncertain situations.

Reasons for Fixed Wages

• Restrictions/limitations associated with wage setting
• Measurement issues related to work evaluation.

Non-Monetary Incentives & Cafeteria System

• Methods used in addition to compensation methods to incentivize/motivate workers.
• Using a cafeteria system to provide a variety/options of benefits.

The surprising truth what really motivates us

• Important factors in the motivation process
• People are motivated by a sense of autonomy, and a sense of mastery and/or purpose over simple extrinsic motivators such as compensation.

Leadership

• Different theories of leadership
• Important components of leadership.

Challenge

• Important points in relation to leadership conferences.

Peer Instruction - Today's Question

• Question addressing different leadership styles and what motivates people

Leadership Theories

• Breakdown and overview of the different types of leadership theories (trait, behavioral, interactional, contingency, and symbolic)

Trait Approach

• Key aspects of the Great Man and leader theories

Criticism on Great Man Theory

• Criticism of the Great Man Theory, particularly concerning bias, leader behavior, and the role of the context

Studies on leadership derailment

• Initial qualities of successful leaders in terms of functional vs technical impacts
• How these qualities can become detrimental for leadership over time

Behavioral Theories --Managerial Grid

• Framework for a managerial grid and its key aspects
• 2 different dimensions, concern for task and concern for people; high results have an impact across dimensions, such as authority-obedience, impoverished, impoverished, country-club, organisation-man, team-oriented management models

Contingency Theories — Situational Leadership

• Contingency factors (e.g., job and psychological maturity)
• Four leadership styles (Directing, Coaching, Supporting, and Delegating)
• Criticism and potential adaptation Leadership as a function of situations,

Mc Gregor's Theory

• Theory X assumes employees dislike work and lack ambition unless incentivized/controlled; Theory Y assumes employees enjoy work with the proper guidance
• The importance of considering employees’ expectations when making decisions

Interactive Theories - Leader-Member Exchange (LMX)

• Leaders' treatment of followers and interactions
• Implications and potential biases in leader-members exchanges.

Symbolic Leadership (1/2), (2/2)

• The processes and aspects of symbolic leadership

The Logic of Positive Psychology

• Clinical vs. positive psychology
• Differences in the focuses, such as reduction of suffering in clinical vs fostering well-being in positive psychology.

Positive Leadership

• Defining positive leadership as it's related to PERMA-Lead®
• Promoting positive emotions, facilitating engagement, establishing a set of healthy relationships, striving for meaning in work tasks, and making successes apparent.

Leadership from the Inside Out

• How leadership can originate from communities

Famous Leadership Myths - Postmodern Approach

• Popular myths, such as Rationality, Meritocracy, and Family myth, with respect leadership and/or managerial styles
• The criticisms associated with each of these myths.

Gender @Work

• Importance of understanding gender and its impact on the workplace.

Equal Treatment Act, Article 14 European Convention on Human Rights & Article 7 Austrian Federal Constitutional Law

• Equal treatment laws that apply in the workplace

Peer Instruction

• Questions related to gender and leadership; true or false in relation to gender issues with respect to career progression.

Horizontal Gender Segregation, Vertical Gender Segregation & The Leaking Pipeline

• Charts depicting the presence of gender in various fields of study.
• Gender distribution in relation to the progression of the career throughout different phases of the careers.

Glass Ceiling and Glass Cliff

• Barriers (inhibitory factors) that prevent women and minority groups from advancing
• Risks of precarious roles in the workplace.

Measures Against Discrimination, Cultural, Structural levels

• Methods that might be implemented to reduce/eliminate discrimination in the workplace.

Effects of Tokenism (1/2), (2/2)

• Issues like increased pressure and focus on women in leading positions
• The implication for women in roles, responsibilities and expectations.

Study on Leadership Derailment

• Problems associated with strong leadership and traits exhibited by leaders
• Understanding the importance of considering the different types of situations in relation to handling potential conflicts/disagreements.

Cognitive Biases in Recruiting

• Common and identifiable biases in recruiting such as order effects, contrast effect, halo effect, and confirmation bias.

Ability Tests and Stereotype Threat, Stereotype Threat

• Importance of recognizing the effects of situational biases on ability testing performance.
• Stereotype threat and its negative effects

Simulations and Serious Games

• How simulations and serious games can be effectively used in leadership development, and personnel selection.

Assessment Center

• Methods/tools used in assessment centers.

Dimension x Assessment Method Matrix

• Identifying which assessment strategies are suitable for individual personality types

Assessment – More Challenges

• Issues/errors in judgment when conducting assessments, including scale differentiation, overlapping performance criteria, and period lengths.

Effectiveness of Selection Procedures

• Determining the advantages and disadvantages of different selection methods
• Probabilities used to estimate the effectiveness of selection procedures.

Probation (1/2), (2/2)

• Analysis of risks and opportunities with respect to probationary periods.
• Economic analysis of how probation can benefit employers and employees.

Personnel Economics Approach to Recruiting

• The influence of microeconomic perspectives on HR decisions
• The concept of homo economics
• How utility maximization and opportunism considerations affect staffing issues

Principal Agent Theory

• The relationship between principal (employer) and agent (employee) and how a compensation system should be structured from a microeconomics perspective, including the concept of uncertainty.

Adverse Selection and Moral Hazard

• Differentiating adverse selection and moral hazard, and implications with respect to information and decision making.

Problem of Adverse Selection

• Adverse selection issue and how it affects recruiting.

Dealing with Adverse Selection

• Different ways to minimize the risk of adverse selection/moral hazard issue in recruiting.
• Suggestions include contingent contract, temporary contract and probationary periods.

Temporary Contract with Probation

• The advantages and disadvantages associated with temporary contracts with probationary periods.

Probation: Perfect vs. no Monitoring

• The distinction between perfect monitoring and no monitoring
• The impact on possible wage structures associated with probation periods

Summary of Recruiting & Selection

• Summary of recruiting and selection techniques.
• Summary of methods and empirical findings

Staff Assignment & Job Design

• Defining and assigning staff roles

• Strategies used for successful staff assignments

Job Design

• Categorization of tasks
• Importance of different synthesis of tasks to jobs

Work Specialization

• Advantages from a perspective of work design
• Disadvantages from a perspective of work design

Instruments of Job (Re-)Design

• Job rotation
• Job enlargement
• Job enrichment techniques
• Summary of job design instruments/methods

The technical potential for automation across sectors

• Overview of automated potential for various occupational sectors

Automation potential of tasks

• Overview of automation tasks and their capacity toward automation

Automation-Potential by Al and GenAl

• Chart displaying the automation potential for various occupational tasks

Non-routine and Routine cognitive and manual work

• The types of work (cognitive and manual), and their routine or non-routine aspects.

Automation Potential, Technical & Economic Feasibility

• The breakdown of which tasks and jobs can be automated technically and economically

Projective Comparison Human – Machine

• Human vs machine capabilities over specific time periods

Human-Machine Synergy (1), (2), (3), (4)

• Chart showing the average performance
• Effect on human productivity and/or performance
• Examples of how collaboration or/and usage of AI with humans can lead to better or poorer outcomes with respect to specific jobs and/or scenarios.

Job Transformation and Job Design

• How jobs are transformed and designed to include consideration of human aspects of the workplace
• The criteria associated with work design and tasks.

Algorithmic Decision Systems and Agency of Workers

• The ideal role of ADS (Algorithmic Decision Systems)
• Importance of the participation constraint of humans in the process.

Summary Automation Challenges

• Summary of the challenges and considerations when implementing/integrating automation.

Team-Oriented Work Design

• Benefits and Disadvantages of team
• Examples of team oriented work types
• Criteria for effective team-oriented work

Groups & Teams

• Criteria for defining groups/teams

Varieties of Groups in Organizations

• Different group types

Types of Group Work

• Different group types in relation to their lifespan and/or purposes

The Five-Stage Model of Group Formation

• The stages associated with group formation

Group Properties

• Characteristics of groups

Roles

• Definition/description of the various characteristics of roles

Asch Experiment

• Experiment demonstrating conformity to group pressure.

Groupthink

• Factors influencing groupthink
• Ways to prevent groupthink

Group shift

• Illustrative example of how group discussions can polarize views

Shirking, Social Loafing & Free Riding

• Concept explanation for shirking, social loafing
• Why decrease the work output in a group

Summary Team-Oriented Work Design

• Advantages/disadvantages of various team configurations.

When are teams favorable?

• Factors when are teams/groups advantageous
• Important strategies for minimizing social loafing/free riding in teams

Incentive and Compensation Systems

• Criteria/factors for differentiating wages

Why you should study...

• Educational costs

Test your knowledge on Human Resource Management and the contributions of Sabine Köszegi. This quiz covers her roles, research interests, and various methods in HR management. Ideal for students and professionals seeking to enhance their understanding of HR concepts and key figures in the field.