Organisational Behaviour: Human Resources, Stress & Health

Organisational Behaviour 151030025-A24/25 Week 10: Human Resources (Ch17), Stress & Health in Organisations (Ch18) Dr Helen Macnaughtan [email protected]  HR, Change, & Stress Management ▪ HR – Recruitment & Selection ▪ HR – Training & Development ▪ HR – Performance Management ▪ M...

Organisational Behaviour 151030025-A24/25 Week 10: Human Resources (Ch17), Stress & Health in Organisations (Ch18) Dr Helen Macnaughtan [email protected]  HR, Change, & Stress Management ▪ HR – Recruitment & Selection ▪ HR – Training & Development ▪ HR – Performance Management ▪ Managing Organisational Change (Ch16) ▪ Managing Stress in the Workplace HR – Recruitment & Selection  HR – Recruitment & Selection Strategic recruiting has become a cornerstone for companies, in which recruiting practices are developed in alignment with long-term strategic goals The most effective recruiters—internal or external— are well informed about the job, and are efficient in communicating with potential recruits → increase in outsourcing (external) channels for R&S Increasing variety of online tools, including social media HR – Recruitment & Selection Robbins & Judge p595  HR – Recruitment & Selection Written Tests Substantive Selection ▪ Typically tests of intelligence, – Written tests aptitude, ability, interest, and – Performance integrity simulation tests Performance-Simulation Tests – Interviews ▪ Have higher face validity and their popularity has increased  HR – Recruitment & Selection Interviews – The most frequently used selection device Still carries a great deal of weight (F2F / Digital) – Structured interviews are most effective (and in some countries required by employment legislation) – Panel interviews minimise the influence of individual biases and have higher validity Trends in Recruitment & Selection  HR, Change, & Stress Management ▪ HR – Recruitment & Selection ▪ HR – Training & Development ▪ HR – Performance Management ▪ Managing Organisational Change ▪ Managing Stress in the Workplace  HR – Training & Development Main Types of Training: – Basic skills – Technical skills – Problem-solving skills – Interpersonal skills – Diversity Training  HR – Training & Development Basic Skills Training: – Many employers believe that graduates lack basic skills e.g. communication & numerical ability Technical Skills Training: – Technical training is important for: New technology New structural designs  HR – Training & Development Problem-Solving Skills Training Activities to sharpen logic, reasoning & problem defining Activities to improve abilities to develop and analyse alternatives, and select solutions Interpersonal Skills Training: – Enhancing interaction with coworkers and clients – Teamwork and Teambuilding activities  HR – Training & Development Training Methods Historically, training meant formal training Organisations are increasingly relying on informal training → less structured & planned, and easily adapted to situations and individuals  HR – Training & Development On the Job and Off the Job Training – On-the-job training includes job rotation, apprenticeships, shadowing assignments, and formal mentoring programs – Off-the-job training includes live classroom lectures, videos, public seminars, self-study, group activities, and e-training Increasing Variety of Digital Training Platforms ‘E-Learning’ HR – Training & Development  Trends in Training & Development Internal / External The Learning Ecosystem Learning Videos Management Webinars System (LMS) Articles & Books MOOCs Online Courses Informal Learning Coaching & Mentoring Podcasts Assessment Classroom based learning Custom Boot- Vendor Live Portals Camps Platforms Events HR – Training & Development Evaluating Effectiveness of Training: – Measuring impact & ROI: employee satisfaction, the amount employees learn, the extent to which they transfer the material from training to their jobs, or the financial return on investments in training  HR, Change, & Stress Management ▪ HR – Recruitment & Selection ▪ HR – Training & Development ▪ HR – Performance Management ▪ Managing Organisational Change ▪ Managing Stress in the Workplace  HR – Performance Management What is Performance? – 3 major types of behaviour to consider: Task performance Citizenship/Engagement Counter productivity (disengagement) – Most managers believe good performance means doing well on the first two dimensions and dealing with the third (i.e. identifying poor performers)  HR – Performance Management Purposes of Performance Evaluation: –Make general human resource decisions –Identify training and development needs Pinpoint employee skills and competencies needing development – Provide feedback to employees Can be the basis for reward allocations To identify poor performers  HR – Performance Management What to Evaluate? – Individual task outcomes – Behaviours – Attitudes Who should Evaluate? – Traditionally, the manager, but that is changing Now peers, subordinates, and the employee can be involved e.g. 360 degree feedback HR – Performance Management Robbins & Judge p611  HR – Performance Management Improving Performance Evaluations: – Use multiple evaluators – Evaluate selectively – Train evaluators – Provide employees with due process – Monitor bias – Give constructive feedback Different national cultures value different modes of performance evaluation e.g. individual vs collective  HR – Performance Management Linking Performance & Benefits: – A benefit program should: Be suited to the organisational culture Reflect the values of the organisation Demonstrate economic feasibility Be sustainable in the long term – Benefits will likely improve employees’ psychological well-being and therefore increase organisational performance (but should be distributed fairly - avoid inequity)  HR – Performance Management Managing Poor Performance: Mediations, Redundancy & Terminations ▪ HR departments take center stage when unpleasant events such as disputes, poor performance, and downsizing occur ▪ Employees need to be able to trust their HR professionals to maintain appropriate confidentiality and a balanced perspective. ▪ Managers need to be able to trust HR professionals to know the laws and represent company’s perspective Trends in Performance Management The ‘Annual Review’ → Real-time Performance Data (Apps)  HR, Change, & Stress Management ▪ HR – Recruitment & Selection ▪ HR – Training & Development ▪ HR – Performance Management ▪ Managing Organisational Change (Ch16) ▪ Managing Stress in the Workplace  Managing Organisational Change Change involves making something different When change is an intentional, goal-oriented activity it is planned change – There are two goals of planned change: Improve the ability of the organisation to adapt to changes in its environment Change employee behaviour Change agents are those responsible for managing change activities Managing Organisational Change Robbins & Judge p574 Robbins & Judge p576 Robbins & Judge p576  Managing Organisational Change Overcoming Resistance to Change: – Communication – Participation – Building support and commitment – Develop positive relationships – Implementing changes fairly – Selecting people who accept change – Manipulation and cooptation – Coercion  Managing Organisational Change The Politics of Change – Change threatens the status quo, making it an inherently political activity – Politics suggests the impetus and incentive for change is more likely to come from: Outside change agents (e.g. consultants) Employees new to the organisation who have less invested in the status quo Managers central to or even slightly removed from the main power structure Managing Organisational Change Robbins & Judge p580 Managing Organisational Change Action Research Change: a change process based on the systematic collection of data and selection of a change action based on what the analysed data indicate – Five steps: (1) Diagnosis, (2) Analysis, (3) Feedback, (4) Action, and (5) Evaluation. – Provides at least two specific benefits: It is problem-focused It reduces resistance to change Aims of Organisational Change Organisational Development (OD): a collection of change interventions & methods that seek to improve organisational effectiveness and employee well-being – OD methods value human and organisational growth, collaborative and participative processes, and a spirit of inquiry (team-building & development) – Focuses on how individuals make sense of their work environment  Aims of Organisational Change Stimulating a Culture of Innovation – Innovation: a more specialised kind of change, is a new idea applied to initiating or improving a product, process, or services – Innovations can range from small incremental improvements, such as laptop computers, to radical breakthroughs, such as hybrid or electric automobiles  Aims of Organisational Change Innovative Organisations: – Actively promote the training and development of their members so they keep current – Offer high job security so employees don’t fear getting fired for making mistakes – Encourage individuals to become champions of change Once a new idea is developed, idea champions actively and enthusiastically promote it, build support, overcome resistance, and ensure it is implemented Aims of Organisational Change Managing a Paradox: ▪ In some ways there is no such thing as a separate discipline of “Change Management” because all management is dealing with constant change and adaptation ▪ Managers can learn a few lessons from paradox theory, which states the key paradox in management is that there is no final optimal status for an organisation  Aims of Organisational Change Organisational Change and Stress – The role of leadership in managing and communication change is critical – Changes are stressful because employees perceive aspects to be threatening – Employees need to see the changes as fair  HR, Change, & Stress Management ▪ HR – Recruitment & Selection ▪ HR – Training & Development ▪ HR – Performance Management ▪ Managing Organisational Change ▪ Managing Stress in the Workplace  Managing Stress in the Workplace Robbins & Judge 631  Managing Stress in the Workplace Managing the Balance of Stress: – Because low to moderate levels of stress can be functional and lead to higher performance, management may not be concerned when employees experience stress at these levels. – However, what management may consider to be “a positive stimulus that keeps the adrenaline running” can often be seen as “excessive pressure” by the employee  Managing Stress in the Workplace Individual Approaches – An employee can take personal responsibility for reducing stress levels – Individual strategies include: Time-management techniques Increased physical exercise & adequate sleep Relaxation training (mindfulness) Expanded social support networks Communicating Stress to Managers & Employers  Managing Stress in the Workplace Organisational Approaches: – Several organisational factors that cause stress are controlled by management Better selection and placement Realistic targets and KPIs Redesigning or modifying task and role demands Employee involvement & voice in decisions Organisational communication Employee sabbaticals Wellbeing programs Building Resilience within Organisations  Work-Life Balance & Stress Managing Work-Life Balance: ▪ Gained momentum since the 1980s as a result of the increased entry of women in the workforce ▪ Accelerated by Covid-19 pandemic ▪ Keeping workloads reasonable, flexible/hybrid working, employee support programmes, accessible work-places are examples of practices that can help manage WLB stress ▪ Different people & different generations prefer different work-life solutions  Week 11 Tutorial: Change Management & Managing Wellbeing Harvard Business School: “Change Management Process” https://online.hbs.edu/blog/post/change-management-process Article: “7 real-life organizational change examples & best practices” https://howspace.com/blog/organizational-change-examples-and-best-practices/ Article: “Effective Change Management – 5 Pitfalls to Avoid” https://daniellock.com/five-change-management-pitfalls-and-how-to-avoid-them/ CIPD: Employee Health and Wellbeing: Employee health and wellbeing | CIPD Guidance Presentations: (1) What is Change Management? What can prompt need for change in an organisation? (2) What are challenges and solutions in managing change in organisations? (3) How can organisations effectively manage employee stress & wellbeing?  Next Week (Week 11) Tuesday 19 March, 10:00, BGLT ▪ Revision Session for Multiple Choice Test ▪ In advance, read the MCT Guidelines document (Moodle)