Human Resources Class 3 PDF

Human Resources Class 3 Andrea Fontes Vai mais à frente  Class Date Summary 1 2024-09-10...

Human Resources Class 3 Andrea Fontes Vai mais à frente  Class Date Summary 1 2024-09-10 Presentation 2 2024-09-11 Startegic role of HR 3 2024-09-17 Individual Differences and Performance Planning 4 5 2024-09-18 2024-09-24 Attitudes and Motivation Revolution 4.0 6 2024-09-25 Diversity and Sustainability 7 2024-10-01 HR planning 8 2024-10-02 Job analysis 9 2024-10-08 Employer Branding 10 2024-10-09 Recruitment 11 2024-10-15 Selection 12 2024-10-16 TEST 13 2024-10-22 On boarding 14 2024-10-23 on boarding_PBL _session 1 15 2024-10-29 PAUSE 16 2024-10-30 PAUSE 17 2024-11-05 training and development 18 2024-11-06 training and development PBL session 2 19 2024-11-12 performance management 20 2024-11-13 performance management session 3 21 2024-11-19 career management 22 2024-11-20 career management PBL last session 4 23 2024-11-26 PBL preparation 24 2024-11-27 PBL PRESENTATION 25 2024-12-03 compensation & benefits 26 2024-12-04 Exit interview 27 2024-12-10 communication & conflict 28 2024-12-11 SBL 29 2024-12-17 Sbl debrief + preparation for assignment 30 2024-12-18 Doubts for final exame © Copyright Universidade Europeia. Todos os direitos reservados HRM manages the human factor, the people of an organization. In organizations, the behavior of individuals depends on a wide range of factors. Examples? Managing the human factor HRM manages an object whose unpredictability is high. Individual and group differences imply a high degree of uncertainty in HRM forecasts. Individuals differ in: Personality traits; Abilities and skills; Attitudes; Motivational orientations; Behaviors; Cultural values; … Attitudes Attitude: A characteristic and recurrent way of thinking, feeling and intention to behave in relation to an object, idea, person or group. Attitudes Job satisfaction -- a pleasurable or positive emotional state resulting from the appraisal of one’s job and job experience. Locke (1976: 1304) Satisfaction & Performance Model 1 Job Job satisfaction Performance Model 2 Job satisfaction x Job Performance ? Job Job Model 3 satisfaction Performance Job Job satisfaction Performance Satisfaction & Performance “Happy workers are productive workers” Job Job satisfaction Performance Even stronger this relationship for complex jobs (as found in a meta-analysis Implications by Judge et al., for HR ? 2001 – JAP) The A-B relationship Behaviour Attitudes Attendance Job satisfaction Performance Organizational citizenship behaviour Job dissatisfaction Absenteeism Counterproductive behaviours 10  INDIVIDUAL ASSESSMENT © Copyright Universidade Europeia. Todos os direitos reservados © Copyright Universidade Europeia. Todos os direitos reservados Personality – Meyer Brigs Personality – Big 5 Personality – Impacts in Org. Behavior  Personality Let’s analyse yours…. Other traits Machiavellianism: Niccolo Machiavelli, who, in the 16th century, wrote a treatise on how to obtain and exercise power. A very Machiavellian individual is pragmatic, maintains emotional distance and believes that the ends justify the means. “I’m prepared to do whatever it takes to get where I want”, People with highly Machiavellian personalities manipulate more, win more, are less persuaded and persuade more than those individuals with reduced Machiavellian traits. They also enjoy their work less, and express higher levels of stress Should we hire Machiavellian? Other traits Machiavellianism: Niccolo Machiavelli, who, in the 16th century, wrote a treatise on how to obtain and exercise power. A very Machiavellian individual is pragmatic, maintains emotional distance and believes that the ends justify the means. “I’m prepared to do whatever it takes to get where I want”, People with highly Machiavellian personalities manipulate more, win more, are less persuaded and persuade more than those individuals with reduced Machiavellian traits. They also enjoy their work less, and express higher levels of stress The conclusion that highly Machiavellian individuals make good employees depends on the type of job: In jobs that require negotiation skills or that offer significant rewards for success (such as in commission sales), highly Machiavellian individuals will be productive Other traits Narcissism: The term comes from the Greek myth of Narcissus, a man so vain and proud that he ended up falling in love with his own image. In psychology, narcissism describes a person who has an exaggerated sense of self- importance, who demands excessive admiration, who thinks he is entitled to everything and is arrogant. Should we hire narcissist? Other traits Narcisism: One study came to the conclusion that while narcissists thought they were better leaders than their colleagues, their supervisors actually rated them worse. Because they constantly want to earn the admiration of others and receive confirmation from their superiors, narcissists tend to 'talk bad' about those who threaten them, treating others as if they were inferior. They also tend to be selfish and exploitative and believe that others exist to benefit them. Perhaps for these reasons they are considered less effective in their tasks, especially when it comes to helping other people. Other traits Risk aversion/risk propensity: People are different when it comes to their willingness to take risks, a trait that affects the time needed and the amount of information a manager needs to make a choice and decision. Managers more likely to take risks made faster decisions and used less information to do so. Should we hire people with high risk propensity? Other traits Risk aversion/risk propensity: People are different when it comes to their willingness to take risks, a trait that affects the time needed and the amount of information a manager needs to make a choice and decision. Managers more likely to take risks made faster decisions and used less information to do so. A greater propensity to take risks can lead a stockbroker to perform better, as this activity requires quick decision making. However, it can represent an obstacle in the career of someone working in auditing. This type of work is more suitable for an individual with high risk aversion. Other traits Self-monitoring: The individual's ability to adjust their behavior to external situational factors. Individuals with high self-monitoring have considerable adaptability to adjust their behaviors to situational factors in the environment in which they find themselves. They are highly sensitive to understanding environmental signals and can behave in different ways in different situations. Should we have people with high self-monitoring levels? Other traits Self-monitoring: The individual's ability to adjust their behavior to external situational factors. Individuals with high self-monitoring have considerable adaptability to adjust their behaviors to situational factors in the environment in which they find themselves. They are highly sensitive to understanding environmental signals and can behave in different ways in different situations. They tend to have excellent performance evaluations, occupy leadership positions and demonstrate less commitment to their organizations. Furthermore, when in executive roles, they tend to be more flexible in their careers, receive more promotions and occupy prominent positions in organizations. Individuals with low self-monitoring capacity tend to demonstrate their true dispositions and attitudes in all situations. Thus, there is great coherence between who they are and what they do. Other traits Personality Type A/B: Type A: Very competitive and always seems to be in a hurry. He is always on the move, walks and eats quickly; Becomes impatient with the pace at which most things happen; Tries to think or do two or more things at the same time; Cannot handle leisure time; Is obsessed with numbers, measuring his success by the amount of things he manages to accumulate Are subject to deadline pressure on a relatively constant basis – stress In executive positions, demonstrates your competitiveness by working more hours. Is a faster worker as it emphasizes quantity rather than quality Are more likely to be recruited because they demonstrate desirable personality traits such as high motivation, competence, aggressiveness, and desire to succeed Type B Personality: never suffers from the feeling of urgency and impatience that accompanies Type A people, can relax without feeling guilty Other traits Proactive personality They identify opportunities, show initiative, act and persevere until the desired change occurs (while others react passively to situations). Proactives create positive changes in their environment despite or regardless of obstacles. It is natural for them to show the behavior desired by companies: they are more likely to be seen as leaders and to act as agents of change within organizations. They are more likely to challenge the status quo or show their discontent when they don't like something. They are also the most likely to leave the company to open their own business. Individually, proactive people are those who are most likely to achieve success in their careers: they select, create and influence work situations in their favor. They seek more information about the job and the company, make more relevant contacts, take care of their career planning and demonstrate persistence in the face of obstacles Human Resources Class 4 Andrea Fontes Vai mais à frente Attitudes and Motivation Motivation: An internal state that energizes, directs and sustains an individual behavior toward certain goals. In the work context: Motivation at work directs the individual behavior towards the job, which may lead to even prioritize it over other aspects of one’s life. Motivation is characterized by three features: direction, intensity and duration. Motivation can be explained by the search for the satisfaction of needs, meeting expectations, reaching goals and keeping equity. Motivation Theories of motivation: Many theories of motivation, but no such thing as an “ideal theory”. Content theories Process theories First theories of motivation: What drives Dynamic: Focus on the “hows” of individuals? motivation. Describe our needs, desires, motives; Define the psychological and behavioral Motivation is related to the fulfilling of processes that influence motivation. these needs.  Expectancy theory (Vroom)  Maslow’s Hierarchy of Needs  Equity theory (Adams)  Herzberg’s Two-Factor Theory  Goal-setting theory (Locke & Latham) https://www.youtube.com/watch?v=JA96Fba-WHk  Hierarchy of Needs Maslow (1943): Five-stage model of human needs; Pyramid: As we satisfy basic needs, we start looking to satisfy higher order needs; Once a need is satisfied, it no longer serves as a motivator. You are hungry Your behavior is directed at finding food You eat You cease the search for food Hierarchy of Needs Maslow (1943): Challenging work, participation in decisions, personal growth Applying the five-stage model of human needs to the work context: Recognition, promotions, responsibility Friendly/positive relationships (colleagues, supervisor, clients) Safety, job security, rewards and benefits Working hours, breaks, physical comfort  Two-Factor Theory Herzberg (1943): “What do people want from their jobs?” The opposite of satisfaction is not dissatisfaction. Dissatisfaction Hygiene factors No dissatisfaction Angry, hostile Quiet Quality of supervision; Company policies; Physical working conditions; Relationships with others; Job security No satisfaction Motivation factors Satisfaction Unmotivated Energic Promotional opportunities; Personal growth opportunities; Recognition, responsibility, and achievement. Equity Theory https://www.youtube.com/watch?v=meiU6TxysCg  Equity Theory Adam (1963): Individuals are motivated by a sense of fairness which is a result of the social comparisons we make. Outputs (salary, recognition) Ratio = O I Inputs (effort, experience, skills) Employee’s experiences in a situation/position inside or outside the current organization. Present situation vs. Past situation in the same organization; Present situation vs. Past situation in other organization.  Equity Theory Adam (1963): Individuals are motivated by a sense of fairness which is a result of the social comparisons we make. We compare our ratio I-O with other people’s ratio I-O. O O Equity: Our ratio is equal to that of the relevant others. I I O O Inequity due to being overrewarded: Our ratio is superior to other’s ratio – We feel > guilty I I O O Inequity due to being underrewarded: Our ratio is inferior to other’s ratio – We feel < angry and frustrated I I  Expectancy Theory Vroom (1964): Employee’s motivation is an outcome of how much an individual wants a reward (valence), the assessment that the likelihood that the effort will lead to expected performance (expectancy) and the belief that the performance will lead to reward (instrumentality). Expectancy Instrumentality Valence Expectancy: If I give a maximum effort, will it be recognized in my performance appraisal? Instrumentality: if I get a good performance appraisal, will it lead to organizational rewards? Valence: If I’m rewarded, are the rewards attractive to me? Goal-setting Theory Locke e Latham (1990): Intentions to work toward a goal are a major source of work motivation. Specific: Goals should be clear and as detailed as possible; Measurable: Monitor progress and assess if goals have been achieved according to specific criteria (feedback on how well you and your team are progressing); Achievable: Challenging goals but not impossible goals (how likely are you to be successful?); Realistic: Relevant goals, meaningful to the individual's life (increases the sense of commitment); Timed: Define the starting and end date, as deadlines create a sense of urgency (it is important to consider the complexity of the task – more complexity, more time).  Job Characteristics Model Hackman & Oldham (1980): Job characteristics are an important source of motivation. Skill variety Task identity Task significance Autonomy Feedback These five core job dimensions leads employees to experience: meaningfulness, responsibility for the outcomes, and knowledge of results. Motivation theories: Support and Criticism Theory Empirical support Criticism Maslow’s Hierarchy of Needs Limited Universality: It does not consider the individual or cultural differences; It does not consider other Herzberg’s Two-Factor Theory Limited psychological factors It does not consider why people value Vroom’s Expectancy Theory Supported a result (valence); assumes a high level of rationality Limited applicability in complex tasks Locke’s Goal-setting Theory Supported and when there are multiple or competing objectives Adam’s Equity Theory Partially supported Hard to identify the inputs of a person Job Characteristics Model (Hackman & Job redesign is complex and involves Supported Oldman, 1970) challenging processes Limited empirical support: Only few studies found empirical support to the all theory (or found support for few assumptions or only in one/two countries but not in others) Exercise In the past, the prospect of attractive wages was enough to change a picture within an organization. That time no longer exists. What are the factors that can contribute to motivation (and/or the lack of motivation) within an organization? Discuss in groups and write a list of the factors identified by the group.