Understanding How People Experience Work

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WEEK 1
Course outline
Understanding how people experience work (week6)…
And how…
Social context (week3) and individual traits (week4)
SHAPE what people experience and how they respond
Week2: What is HR practice?
HR issues that a manager deals with
Issues an HR Manager deals with
There’s more than meets the eye • Nobody seems to be working hard enough or getting enough done (Week 6) • People don’t seem to be happy (Week 7) • Conflict seems to be spiraling out of control 
(Week 8) • We just uncovered some ethical violations (Week 9) • We can’t break down silos, no one talks to each other (Week 10) • The company isn’t innovative enough (Week 11)

Cognition Lens Questions • What are people paying attention to, thinking about, and remembering for later? • What heuristics are being applied/what information is missing? • How are people feeling about the information?
Personality/Trait Lens Questions • What personality traits might be influencing what information people are responding to, how they 
are emotionally responding, and what behavioral choices the are making? • What cognitive abilities are impacting how information is being processed and used? • What character traits are influencing attention, emotional reactions, and behaviour?
Social Lens • What interpersonal factors - such as power and liking - influence or constrain attention, emotion, and behaviour? • What team factors - such as team composition, levels of interdependence, and shared mental models - influence behaviour and responses • What group factors – such as culture and politics – shape behaviour in organisations.

Practical Tool Box
• Selection and Recruitment

• Training and Development

• Performance Management and Rewards
• Job, Work and Role Design

• Behavioural Policies
Key HR Points of Leverage
• Modify the characteristics of the workforce – Bring in new personnel (Recruitment/Selection) – Change existing personnel (Training)
• Modify the experience of work
– Design jobs and roles, reporting structures – Create policies and procedures
• Modify behaviour of employees – Create incentives
– Define, monitor and rate performance
Key Desired Outcomes
• Productivity and Effort

• Worker Well-being and Health • Conflict Management • Ethical and Moral Behaviour

• Effective Communication and Collaboration • Full Utilization of the Workforce (diversity) • Flexibility, Creativity and Innovation

WEEK2 HUMAN RESOURCE PRACTICES
Key HR Points of Leverage
• Modify the characteristics of the workforce
Bring in new personnel (Recruitment/Selection)
Change existing personnel (Training)
• Modify the experience of work

Design jobs and roles, reporting structures
Create policies and procedures
• Modify behaviour of employees
Create incentives

Define, monitor and rate performance
Key Choices in HR Practices
Target
Method
Implementation
Evaluation
Recruitment and Selection Tools
Overall Goal: Advancing the fit between FUTURE employees and what is needed for best performance in the present and future
HR Problems addressed
Lack of skills
Poor morale/retention
Low creativity, innovation

1. Selection
Overall Goal: A process in which employers assess applicant’s characteristics in an attempt to determine the “fit” between the job and applicant’s characteristics
HR problems addressed
Poor P-O, P-J, P-T fit
Insufficient skills
Psycho-Social Considerations
Trait – Will different people respond differently to our selection methods
Ex. If part of the selection process is giving a small speech, how will the introverts do?
Cognitive – What will people tend to experience when exposed to our selection tests?
Ex. Does the way we ask questions focus attention on specific aspects of the job?
Social Situational – Under what circumstances will our selection methods be most effective?
Ex. How will people react to a group selection process and is this important for the job they are selected for?
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