1. Applied Psychology in Human Resource Management seventh edition Cascio & Aguinis
PowerPoint Slides developed by
Ms. Elizabeth Freeman
University of South Carolina Upstate
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2. Chapter 1 Organizations, Work, and Applied Psychology
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3. Organization Defined:
collection of people working together with a division of labor to achieve a common purpose
Organization Characteristics:
Inputs: raw materials, supplies, ideas
Processes: transform materials, teach or support a service
Outputs: finished product, accessible service
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4. Organization GLUE: PEOPLE People are basic to all organizations
Social relationships reflect cohesiveness
Personnel Psychology:
Branch of Applied Psychology
Differences in individual behaviors and job performances
Methods to measure and predict these differences
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5. Differences in individuals’ behaviors Job performances
Personnel Psychology
Branch of Applied Psychology
Subfield of Industrial Organizational Psychology
Focuses
Differences in individuals’ behaviors
Job performances
Methods to measure and predict these differences
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6. Inputs to Organizations
Raw materials
Energy
Information
Capital ($$$$)
People
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7. Jobs within Organizations
Technical
Administrative
Creative
Repetitive
Solitary versus interactive
Simple versus complex
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8. Recruitment Retainment Selection Development Placement Performance
People within organizations represent major investments for organizations.
Recruitment Retainment
Selection Development
Placement Performance
Training
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9. APPLIED PSYCHOLOGY VALUES
“In a free society, every individual, regardless of race, age, gender, disability, religion, national origin, or other characteristics, has a fundamental and inalienable right to compete for any job for which he or she is qualified.”
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10. APPLIED PSYCHOLOGY VALUES
“Society can and should do a better job of making the wisest and most humane use of its human resources.”
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11. APPLIED PSYCHOLOGY VALUES
Human resource professionals and managers must be as technically competent and well-informed as possible to best influence the lives of individuals.
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12. Efficient Employee Staffing Leadership Development Labor Relations
Personnel Psychology
overlaps
Human Resource Management
Motivation
Efficient Employee Staffing
Leadership Development
Labor Relations
Organization Theory
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13. Changes to the “world of work” Globalization pervasive
Technology less expensive
Mergers & acquisitions common
Structure & design
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14. Globalization Complex work routine -> outsource
Management information centralized -> downsize
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15. Technology less expensive
More work for
fewer employees with
continuous training
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16. Other technology effects
DIGITAL DATA
Distance no longer meaningful
Virtual offices & managers
versus “human” manager
Change may be the only constant
Education is never completed
Distractions may be more costly
Spam mail
IM’ing, texting, video mail,
software viruses, trojans,
twittering, social networking,
online shopping, gaming …
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17. Mergers & Acquisitions
Psychological Contract loss– job insecurity
Perspective shift to employability security
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18. Organization Structure & Design
Internet information equality
All employees, all information
Fluid, flexible structures
virtual, boundaryless
Real-estate needs minimized
Travel needs maximized
Cross-trained multi-specialists necessary
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19. Managers and Managerial Roles
3 C’s
versus
current expectations
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20. Managers & Managerial Roles Formerly,
3-C Management Method predominant
Command – stability
Control – predictability
Compartments – efficiency
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21. Managers & Managerial Roles Current management emphases
Articulate visions
Democratic practices
Collaborative agreements
Leadership Contingencies
Path-goals
Normative decisions
Least preferred co-worker
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22. Managers & Managerial Roles Additional emphases
Transformational Leaders
Teamwork vs. department work
Autonomous work groups
Process teams
Worker as manager, manager as worker
From Controllers to Coaches
From Planners to Facilitators
From Inspectors to Mentors
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23. Roles of Workers Empowered Diverse Self-reliance crucial
Geographically
Culturally
Age
Abilities / disabilities
Self-reliance crucial
Conscientiousness necessary
Continuous learning required
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24. Individual responsibility for EMPLOYMENT SECURITY versus JOB SECURITY
Implications
Workforce quality
determines success
Individual responsibility for
EMPLOYMENT SECURITY versus JOB SECURITY
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25. Challenges Insecurity – will incomes continue Uncertainty –
constant change
Stress –
scheduling conflicts,
multi-tasking
Social Friction –
widening gaps skilled
& unskilled
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26. Benefits Challenge – limitless opportunities
Creativity – opportunity to try out new ideas
Flexibility – individual careers versus company career
Control – increased personal control
Interrelatedness –
“global communication”
& “virtual connectedness”
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27. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall