Agenda

1. Agenda • Q and A • Case Feedback • Chapter 13 HRM • Chapter 15 Individual Behaviour • Next Week – Individual Case Hand-in plus • Cpt. 7: Information and Decision Making; Cpt. 16: Motivation

2. Service learning • Hi everyone, Just a reminder if you have not yet, to please complete the short service-learning project assessment (15 quick questions) that came in an email to you from Dan Lonergan (dlonergan@brocku.ca). Completing this survey is important and part of the Service-Learning Project.

3. Case Feedback: 73% (11-24) • - Stay away from either OR problem statements • + Good alternative shared • + Best alternatives … Chart (yet support WHY) • - Alternatives – draw from theories more • - Alternatives – be specific with what you are recommending as one of the three options • - Action Plan – be specific

4. SHRM • People are our greatest asset! • At question then … How are organizations managing that asset?

5. HRM Designation • Strategy • Professional practice • Engagement • Total Rewards • Health, Wellness and Safety • Learning & Development • Planning and Talent Development • HR metrics

6. Chapter Key Points • Attracting a quality Workforce • Developing a quality Workforce • Retaining a quality Workforce • Legal • Recruiting and Selection • Onboarding • Training & Development • Compensation • Labour Relations

7. Any Company • Understand their Organization and Mission • Appreciate the STRATEGIC role of HRM • Recruitment – employment decisions • Retention – working conditions, compensation • Rouse – employee frictions, intrinsic rewards • Redevelop – employee training and development

8. Seven Practices of Successful Organizations • Employee Security • Selective Hiring • Self-managed teams • Comparatively high compensation • Extensive training • Reduced status distinctions • Extensive sharing of information

9. Employment Security • Employment Security Policy • more careful / leaner hiring • Avoid “Dumbsizing” • buying high selling low (IT industry) • doing their job (Bank - loans officers) • Fire when necessary

10. Selective Hiring • High number of applicants • Screen for cultural fit and attitude • What are important skills • Several rounds to scrutinize • Involve senior people • Assess the results and performance

11. Self-Managed (*High Performance) Teams • Research = they work! • Why? • peer-control • pooled ideas • decrease administrative overhead

12. High CompensationContingent on Performance • Relationship between money paid and attracting right workforce • Can take other forms than just a pay-cheque (i.e. employee ownership or profit sharing)

13. Training • Affords flexible production • Competitive Advantage • NA / Japan differences reflects differences in “time horizon” for holding on to employees

14. Reduce Status Differences • Make all organizational members feel important • How - symbolically • “associates” • How - figuratively • parking • dining hall • offices • freeze salaries

15. Share Information • ‘Open Book’ management • Shows organizational members that they are trusted • People must know what is happening to make changes • (but fears that information will leak out to competitors is troublesome)

16. Summary • Difficult to do them in a staged approach - jump in! • Some will take longer to work (training)

17. HRM Task • Get into your groups for discussion. • What of these practices is Willowbank undertaking right now? • What are they missing and might they consider them?

18. Understanding People at Work • Psychological contract • Perceptions • Personality (Big 5) • Attitudes • Job Satisfaction • Job Rotation; Enlargement; Enrichment; Simplification • Core Characteristics Model • Alternative Work Arrangements

19. Choice Time • Imagine you are driving across the Outback in Australia – there is only one radio signal that you can pick up (cell phone is dead) and it is playing … • Classical / Jazz • Rock • Hip Hop / Rap • Country • World

20. Perception (Bias) • Stereotypes (identified as a member of a group) • Halo Effects (one attribute) • Selective perception (aligned views) • Projection Overcoming: • Walk Towards them (Verna Myers) • Many lines of sight

21. Test Time I see myself as:1. _____ Extraverted, enthusiastic.2. _____ Critical, quarrelsome.3. _____ Dependable, self-disciplined.4. _____ Anxious, easily upset.5. _____ Open to new experiences, complex.6. _____ Reserved, quiet.7. _____ Sympathetic, warm.8. _____ Disorganized, careless.9. _____ Calm, emotionally stable.10. _____ Conventional, uncreative. 1 = Strongly Disagree; 2 mildly D; 3 slightly d; 4 neither a/d; 5 slightly a; 6 mildly A; 7 Strongly Agree;

22. Scoring Key • TIPI scale scoring (‘‘R’’ denotes reverse-scored items): • Extraversion: 1, 6R; • Agreeableness: 2R, 7; • Conscientiousness; 3, 8R; • Emotional Stability: 4R, 9; • Openness to Experiences: 5, 10R. S.D. Gosling et al. / Journal of Research in Personality 37 (2003) 504–528 525

23. Big 5 / Personality • Extroversion – outgoing, sociable • Agreeableness – good-natured, trusting, cooperative • Conscientious – responsible, dependable • Emotional Stability – secure, relaxed • Openness – curious, imaginative

24. Other personality dimensions • Locus of control • Do you believe things are In your control • Authoritarianism • Defer to authority • Machiavellianism • How political/manipulative you are • Self-monitoring • Adjust behaviour based on outside factors • Problem-solving style • Way you gathering information • Intuition (big picture) / Sensation (facts) • Thinking (reason) / Feeling (respond to others)

25. Myers-Briggs Sensing Perceiving Extrovert Thinking Feeling ENFP Judging Introvert Intuition

26. Attitudes and Behaviours • A predisposition to act a certain way • Cognitive component (belief) • Emotional component (feeling) • Behavioral component (intention) • Strong relationship between our Attitudes towards something, our Behavioral Intentions, and our Actions.

27. Emotions at Work • Jan comes in to her office and throws her papers on her desk. • Claude comes in with coffee for both. • “Could you just fix the messed up Jackson file and have it on my desk by noon.” • Claude walks out with a three letter look.

28. Emotions at Work (backstory) Bad mood rising – Jan’s morning • Son failed exam – disappointment • Anger for not having paid attention • Anger for arguing with partner • Anger at driver who cut her off • Anger when walking in – reception area is messy Jan: Not recognizing these emotions in self. Claude: Not understanding how to deal with emotional signals. Result: Awkward moment and resulting poor productivity from Jan (and Claude). • PS Ever experienced something like this?

29. EQ: What does that mean for me …

30. Emotional Intelligence: The 4 Branch Model

32. Other Key terms • Job Satisfaction • “Feels positive or negative about a job” • Question – is a happy worker a productive worker? • Organizational Commitment • “loyalty to an organization” • Cognitive dissonance • People cannot tolerate inconsistency and will work to eliminate or reduce it whenever it exists. • Dissonant state aroused by holding 2 cognitions that are psychologically inconsistent. (i.e., I believe this way, but just acted that way; or hold belief x and its opposite, belief y; etc.)

33. Core Characteristics Model • Hackman, J. R., & Oldham, G. R. 1980. Work redesign. Reading, MA: Addison-Wesley.

34. Job Design • Job simplification • “Fordism” or clear definition • Job rotation • Shift jobs occasionally • Job enlargement • Load up with more work (width) • Job enrichment • Increase job depth According to Job Design Theory: How did Mike Myers keep Himself interested in his Austin Powers movies?

35. Takeaways • What management Takeaways have your “realized” from this chapter?

36. Next Class • Your CASE and ANSWER (hand-in typed and send me an email copy) • Prep next two chapters • One page hand-in