Adobe Systems Human Resource Management Understanding Individual Behavior Lecture 6 > Adobe Systems Agenda for today §Human Resource Management §HRM Process §Identifying and selecting employees §Providing employees with knowledge and skills §Retaining competent and high-performing employees §Current Issues in HRM § §Understanding indivdual behavior §Behavior defined §(Psychological) factors affecting behavior §Shaping behavior > Adobe Systems Where are we? > Importance of Human Resource Management §As a necessary part of the organizing function of management §Selecting, training, and evaluating the work force §As an important strategic tool §HRM helps establish an organization’s sustainable competitive advantage. §Adds value to the firm §High performance work practices lead to both high individual and high organizational performance. > The HRM Process §Functions of the HRM Process §Ensuring that competent employees are identified and selected. §Providing employees with up-to-date knowledge and skills to do their jobs. §Ensuring that the organization retains competent and high-performing employees who are capable of high performance. > Adobe Systems Human Resource (HR) Planning The process by which managers ensure that they have the right number and kinds of people in the right places, and at the right times, who are capable of effectively and efficiently performing their tasks. Helps avoid sudden talent shortages and surpluses. Steps in HR planning: Assessing current human resources Assessing future needs for human resources Developing a program to meet those future needs Identifying and selecting employees (step 1) Job Analysis An assessment that defines a job and the behaviors necessary to perform the job Knowledge, skills, and abilities (KSAs) Requires conducting interviews, engaging in direct observation, and collecting the self-reports of employees and their managers. Job Description A written statement of what the job holder does, how it is done, and why it is done. Job Specification A written statement of the minimum qualifications that a person must possess to perform a given job successfully. ̶ > Adobe Systems Identifying and selecting employees (step 2) Recruitment The process of locating, identifying, and attracting capable applicants to an organization E-recruiting Recruitment of employees through the Internet Organizational web sites Online recruiters ̶ ̶ ̶ ̶ Decruitment The process of reducing a surplus of employees in the workforce of an organization ̶ Adobe Systems Selection Process The process of screening job applicants to ensure that the most appropriate candidates are hired. What is Selection? An exercise in predicting which applicants, if hired, will be (or will not be) successful in performing well on the criteria the organization uses to evaluate performance. Selection errors: Reject errors for potentially successful applicants Accept errors for ultimately poor performers Identifying and selecting employees (step 3) Realistic Job Preview (RJP) The process of relating to an applicant both the positive and the negative aspects of the job. Encourages mismatched applicants to withdraw. Aligns successful applicants’ expectations with actual job conditions; reducing turnover. ̶ Adobe Systems Orientation Providing employees with knowledge and skills Training Transitioning a new employee into the organization. ̶Work-unit orientation Familiarizes new employee with work-unit goals Clarifies how his or her job contributes to unit goals Introduces he or she to his or her coworkers ̶Organization orientation Informs new employee about the organization’s objectives, history, philosophy, procedures, and rules. Includes a tour of the entire facility Training Methods On-the-job Job rotation Mentoring and coaching Experiential exercises Workbooks/manuals Classroom lectures E-learning > Adobe Systems Employee Performance Management Retaining competent and high-performing employees Compensation and Benefits Performance Management System A process of establishing performance standards and appraising employee performance in order to arrive at objective HR decisions and to provide documentation in support of those decisions. ̶Fair, Effective, and Appropriate ̶Helps attract and retain high-performance employees ̶Impacts on the strategic performance of the firm ̶Types of Compensation ̶Base wage or salary ̶Wage and salary add-ons ̶Incentive payments ̶Skill-based pay ̶Variable pay > Current Issues in HRM §Managing Downsizing §The planned elimination of jobs in an organization Provide open and honest communication. Provide assistance to employees being downsized. Reassure and counseling to surviving employees. §Managing Work Force Diversity §Widen the recruitment net for diversity §Ensure selection without discrimination §Provide orientation and training that is effective § §Work-Life Balance §Employees have personal lives that they don’t leave behind when they come to work. §Organizations have become more attuned to their employees by offering family-friendly benefits: On-site child care Summer day camps Flextime Job sharing Leave for personal matters Flexible job hours § > Why Look at Individual Behavior? §Organizational Behavior (OB) §The actions of people at work §Focus of Organizational Behavior §Individual behavior Attitudes, personality, perception, learning, and motivation §Group behavior Norms, roles, team building, leadership, and conflict §Goals of Organizational Behavior (Theory) §To explain, predict and influence behavior. > The Organization as an Iceberg Important Employee Behaviors §Employee Productivity A performance measure of both efficiency and effectiveness §Absenteeism The failure to report to work when expected §Turnover The voluntary and involuntary permanent withdrawal from an organization §Organizational Citizenship Behavior (OCB) Discretionary behavior that is not a part of an employee’s formal job requirements, but which promotes the effective functioning of the organization. §Job Satisfaction The individual’s general attitude toward his or her job § > Psychological Factors Affecting Employee Behavior Attitudes Personality Perception Learning •Employee Productivity •Absenteeism •Turnover •Organizational Citizenship •Job Satisfaction •Workplace Misbehavior Attitudes §Attitudes §Evaluative statements—either favorable or unfavorable—concerning objects, people, or events. §Components Of An Attitude §Cognitive component: the beliefs, opinions, knowledge, or information held by a person. §Affective component: the emotional or feeling part of an attitude. §Behavioral component: the intention to behave in a certain way. > Job satisfaction (1/2) §Job Satisfaction §Job satisfaction is affected by level of income earned and by the type of job a worker does. §Job Satisfaction and Productivity §For individuals, productivity appears to lead to job satisfaction. §For organizations, those with more satisfied employees are more effective than those with less satisfied employees. §Job Satisfaction and Absenteeism §Satisfied employees tend to have lower levels of absenteeism. §Job Satisfaction and Turnover §Satisfied employees have lower levels of turnover; dissatisfied employees have higher levels of turnover. §Turnover is affected by the level of employee performance. § > Job satisfaction (2/2) §Job Satisfaction and Customer Satisfaction §The level of job satisfaction for frontline employees is related to increased customer satisfaction and loyalty. §Interaction with dissatisfied customers can increase an employee’s job dissatisfaction. §Actions to increase job satisfaction for customer service workers: Hire upbeat and friendly employees. Reward superior customer service. Provide a positive work climate. Use attitude surveys to track employee satisfaction. §Job Satisfaction and Workplace Misbehavior §Dissatisfied employees will respond somehow §Not easy to predict exactly how they’ll respond > Other psychological factors §Job Involvement The degree to which an employee identifies with his or her job, actively participates in it, and considers his or her performance to be important to his or her self-worth. High levels of commitment are related to fewer absences and lower resignation rates. §Organizational Commitment Is the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization. Leads to lower levels of both absenteeism and turnover. §Perceived Organizational Support Is the general belief of employees that their organization values their contribution and cares about their well-being. Represents the commitment of the organization to the employee. Providing high levels of support increases job satisfaction and lower turnover. § > Attitudes and Consistency §People seek consistency in two ways: •Consistency among their attitudes. •Consistency between their attitudes and behaviors. §If an inconsistency arises, individuals: •Alter their attitudes or alter their behavior or develop a rationalization for the inconsistency § §Cognitive Dissonance Theory Any incompatibility or inconsistency between attitudes or between behavior and attitudes. Any form of inconsistency is uncomfortable and individuals will try to reduce the dissonance. The intensity of the desire to reduce the dissonance is influenced by: •The importance of the factors creating the dissonance. •The degree to which an individual believes that the factors causing the dissonance are controllable. •Rewards available to compensate for the dissonance. § > Personality §Personality The unique combination of psychological characteristics (measurable traits) that affect how a person reacts and interacts with others. > Adobe Systems The Big-Five Model Personality insights Other insights Extraversion Sociable, talkative, and assertive Agreeableness Good-natured, cooperative, and trusting Conscientiousness Responsible, dependable, persistent, and achievement oriented Emotional Stability Calm, enthusiastic, and secure or tense, nervous, and insecure Openness to Experience Imaginative, artistically sensitive, and intellectual Locus of Control ̶Internal locus: persons who believe that they control their own destiny. ̶External locus: persons who believe that what happens to them is due to luck or chance. Self-Esteem (SE) ̶The degree to which people like or dislike themselves ̶High SEs - believe in themselves and expect success. ̶Low Ses - are more susceptible to external influences. The propensity to take risks Self-Monitoring ̶An individual’s ability to adjust his or her behavior to external, situational factors. ̶High self-monitors - are sensitive to external cues and behave differently in different situations. ̶Low self-monitors - do not adjust their behavior to the situation. Are behaviorally consistent in public and private. > Adobe Systems Emotions Emotions Emotional Intelligence (EI) Intense feelings (reactions) that are directed at specific objects (someone or something) Universal emotions: Anger Fear Sadness Happiness Disgust Surprise ̶An assortment of noncognitive skills, capabilities, and competencies that influence a person’s ability to succeed in coping with environmental demands and pressures. ̶Dimensions of EI: Self-awareness: knowing what you’re feeling Self-management: managing emotions and impulses Self-motivation: persisting despite setbacks and failures Empathy: sensing how others are feeling Social skills: handling the emotions of others ̶ > Understanding Personality Differences §Personality-Job Fit Theory (Holland) An employee’s job satisfaction and likelihood of turnover depends on the compatibility of the employee’s personality and occupation. Key points of the theory: •There are differences in personalities. •There are different types of jobs. •Job satisfaction and turnover are related to the match between personality and job for an individual. > Perception §Perception A process by which individuals give meaning (reality) to their environment by organizing and interpreting their sensory impressions. § §Factors influencing perception: •The perceiver’s personal characteristics—interests, biases and expectations •The target’s characteristics—distinctiveness, contrast, and similarity •The situation (context) factors—place, time, location—draw attention or distract from the target > Perception Challenges: What Do You See? Perception errors and biases §Fundamental attribution error The tendency to underestimate the influence of external factors and to overestimate the influence of internal or personal factors. §Self-serving bias The tendency of individuals to attribute their successes to internal factors while blaming personal failures on external factors. §Assumed Similarity Assuming that others are more like us than they actually are. §Stereotyping Judging someone on the basis of our perception of a group he or she is a part of. §Halo Effect Forming a general impression of a person on the basis of a single characteristic of that person > Implications for Managers §Employees react to perceptions §Pay close attention to how employees perceive their jobs and management actions > Shaping Behavior §Attempting to “mold” individuals by guiding their learning in graduated steps such that they learn to behave in ways that most benefit the organization. §Shaping methods: Positive reinforcement: rewarding desired behaviors. Negative reinforcement: removing an unpleasant consequence once the desired behavior is exhibited. Punishment: penalizing an undesired behavior. Extinction: eliminating a reinforcement for an undesired behavior. > Terms to Know behavior organizational behavior employee productivity absenteeism turnover organizational citizenship behavior job satisfaction workplace misbehavior Attitudes self-esteem self-monitoring impression management emotions emotional intelligence (EI) perception attribution theory fundamental attribution error job involvement organizational commitment perceived organizational support cognitive dissonance attitude surveys personality big-five model locus of control Machiavellianism human resource planning job analysis job description job specification recruitment Decruitment stereotyping self-serving bias assumed similarity