Transcript Applied Psychology in Human Resource Management seventh edition Cascio & Aguinis PowerPoint Slides developed by Ms.

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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Chapter 1
Organizations, Work,
and
Applied Psychology
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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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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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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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Inputs to Organizations
Raw materials
Energy
Information
Capital ($$$$)
People
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Jobs within Organizations
Technical
Administrative
Creative
Repetitive
Solitary versus interactive
Simple versus complex
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People within organizations
represent major investments
for organizations.
Recruitment
Selection
Placement
Training
Retainment
Development
Performance
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APPLIED PSYCHOLOGY VALUES
1. “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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APPLIED PSYCHOLOGY VALUES
2. “Society can and should do
a better job of making the
wisest and most humane
use of its human resources.”
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APPLIED PSYCHOLOGY VALUES
3. 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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Personnel Psychology
overlaps
Human Resource Management
Motivation
Efficient Employee Staffing
Leadership Development
Labor Relations
Organization Theory
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Changes to the
“world of work”
Globalization pervasive
Technology less expensive
Mergers & acquisitions common
Structure & design
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Globalization
Complex work routine ->
outsource
Management information
centralized -> downsize
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Technology less expensive
More work for
fewer employees with
continuous training
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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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Mergers & Acquisitions
Psychological Contract loss–
job insecurity
Perspective shift to
employability security
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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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Managers and Managerial Roles
3 C’s
versus
current expectations
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Managers & Managerial Roles
Formerly,
3-C Management Method
predominant
Command – stability
Control – predictability
Compartments – efficiency
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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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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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Roles of Workers
Empowered
Diverse
Geographically
Culturally
Age
Abilities / disabilities
Self-reliance crucial
Conscientiousness necessary
Continuous learning required
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Implications
Workforce quality
determines success
Individual responsibility for
EMPLOYMENT SECURITY
versus JOB SECURITY
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Challenges
Insecurity –
will incomes continue
Uncertainty –
constant change
Stress –
scheduling conflicts,
multi-tasking
Social Friction –
widening gaps skilled
& unskilled
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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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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
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