Grundperspektiv i organisationspsykologi & HRM-prestation

Vocabulary flashcards covering core perspectives in organizational psychology (economic, human relations, cognitive, and social) and HRM's relationship to organizational performance.

Taylorism / Scientific Management

An economic perspective centered on analyzing, dividing into tasks, standardising, and controlling work to improve efficiency and productivity, treating people primarily as rational actors who respond to economic incentives.

Human Relations Perspective

An organizational perspective asserting that work is social life, where relationships, group norms, leadership, participation, morale, recognition, and inclusion directly influence how people work.

Hawthorne Studies

Studies associated with shifting organizational attention from solely physical conditions and economic incentives toward social and psychological factors in the workplace.

Cognitive Perspective

A perspective proposing that people do not simply register information but interpret it through attention, memory, experience, expectations, and mental shortcuts.

Intuition

A fast decision-making process that draws on experience and patterns, which can be efficient but carries the risk of reproducing bias or oversimplifying.

Rational Analysis

A slower, systematic, and documented decision-making approach that handles complexity carefully but requires time, data, and competence.

Attribution

The cognitive process of explaining the causes of behaviour or outcomes, such as attributing an outcome to personal laziness versus an unclear task.

Mentala scheman (Mental Schemas)

Learned frameworks that help individuals interpret situations quickly, though they can also lead to jumping to conclusions.

Begränsad rationalitet (Bounded Rationality)

The concept that decisions are made under constraints of time, information, and attention, leading decision-makers to aim for workable choices rather than perfect ones.

Organisational Cognition

Shared mental models developed by leaders and groups about what is important, threatening, or possible, following the chain: environment → shared interpretation → decision → action.

Social Cognition

How people interpret other individuals and social information, including rapidly forming impressions about competence, motivation, status, and trustworthiness.

Självförmåga (Self-Efficacy)

A person's belief in their capability to manage and perform a task, which influences motivation, persistence, and performance.

Socialkonstruktionism (Social Constructionism)

A perspective holding that knowledge and meaning are formed through social interaction, language, and shared stories, meaning labels like 'talent' or 'engagement' are not neutral.

Social Identity Theory

A theory describing how individuals define part of their identity through groups (such as teams or departments), fostering ingroup solidarity or outgroup competition.

Arbetstillfredsställelse (Job Satisfaction)

An emotional response to one's work and work environment.

Välbefinnande (Wellbeing)

Psychological health, quality of life, and sustainability within the work context.

Prestation (Performance)

Work behaviours and results that are connected to organisational goals.

Task Performance

Carrying out core job duties, evaluated through criteria such as quality, quantity, accuracy, and meeting established goals.

Contextual Performance / OCB (Organisational Citizenship Behaviour)

Actions that support the social and psychological environment of the organisation, such as helping, cooperating, and taking responsibility.

Kontraproduktivt beteende (Counterproductive Behaviour)

Actions that harm the organisation or other people, ranging from avoidance and carelessness to deliberate sabotage.

Effektivitet (Effectiveness)

Reaching the right goals, answering the core question: 'Are we doing what we should?'

Efficiens (Efficiency)

Using resources wisely and sensibly, answering the core question: 'Are we doing it in a sensible way?'

Rollteori (Role Theory)

A framework examining the expectations and challenges surrounding what a work role requires.

Rollkonflikt (Role Conflict)

A condition occurring when different demands pull an employee in competing directions.

Rollambiguitet (Role Ambiguity)

A condition occurring when expectations regarding a work role are unclear to the individual.

Causal Ambiguity

The difficulty of pinpointing exactly which specific factor or HR practice caused an observed organizational outcome.

Reverse Causality

A scenario in research where high-performing organisations invest more in HRM because they have the resources, rather than HRM being the sole cause of performance.

The 'Black Box' Problem

The unclear middle process between HR practices and organizational results that explains what happens psychologically and behaviorally to turn policies into performance.

AMO Model

A model stating that performance is determined by three conditions: Ability (knowledge and skills), Motivation (willingness and energy), and Opportunity (resources, autonomy, and work design).

HPWS (High-Performance Work Systems)

Bundles of interconnected HR practices—such as recruitment, training, work design, and rewards—that are coordinated to mutually reinforce one another.

Intended HRM

The formal HR strategy, policy, or program designed by an organisation on paper.

Implemented HRM

The actual HR practices, routines, and behaviours that managers put into daily operational practice.

Experienced HRM

How employees subjectively perceive and interpret the HR practices delivered to them, which drives their subsequent behaviour.