OB FINAL

Organizational Behavior and Human Resource Management

Human Resource Management (HRM)

  • Definition: Organization, implementation, and control of human resources to achieve goals effectively and efficiently.

  • Candidate Persona: Semi-fictional representation of an ideal job candidate.

  • Candidate Journey: Steps through which candidates move in the Recruitment Process.

  • Employer Brand: Qualitative features of the employing company attractive to a target audience.

  • Performance Management: Continuous process of identifying, measuring, and developing individual and team performance aligned with organizational goals.

Functions of HRM

  • Human resource planning

  • Recruitment and selection

  • Performance management

  • Learning and development

  • Career planning

  • Function evaluation

  • Rewards

  • Industrial relations

  • Employee participation and communication

  • Health and safety

  • Wellbeing

  • Administrative responsibilities

Employee Recruitment and Selection

  • Human resource planning ensures the right people in the right place at the right time.

  • Employee Recruiting: Finding and attracting applicants for open positions.

  • Job Analysis: Determines duties, skills required, and the type of person needed for a job.

Types of Tests and Performance Appraisal

  • Types of tests: Intelligence, motor ability, personality, interests, achievement, situational judgment, honesty.

  • Performance Appraisal: Evaluating employee performance relative to standards.

  • Employee Relations: Establishing and maintaining positive employee-employer relationships.

Onboarding, Training, and Development

  • Onboarding: Providing new employees with basic background information.

  • Training: Equipping employees with necessary job skills.

  • Management Development: Improving managerial performance.

  • Succession Planning: Developing workforce plans for top positions.

  • Employee Compensation: All forms of pay or rewards for employees.

Career Management and Development

  • Career management: Enabling employees to understand and develop career skills.

  • Career Development: Activities contributing to career exploration, establishment, success, and fulfillment.

  • Career Planning: Deliberate process of setting and attaining career goals.

Employee Experience Management

  • Strategic approach focusing on enhancing every touchpoint of an employee's journey.

Organizational Structure and Design

Organizational Structure

  • Definition: Formal configuration allocating tasks, responsibilities, and authorities.

  • Organizational Design: Coordinating structural elements appropriately.

  • Organizational Change: Planned or unplanned transformations in structure, technology, or people.

Key Elements of Organizational Structure

  • Hierarchy of authority

  • Division of labor

  • Span of control

  • Line vs staff positions

  • Centralization vs decentralization

Types of Organizational Structures

  • Function, Product, Market, Matrix Organizations.

  • Mechanistic vs Organic Organizations.

  • Horizontal, Team-Based, Low Authority Organizations.

  • Boundaryless, Vertically Integrated, Virtual Organizations.

Change Management and Models

  • Planned vs Unplanned Change.

  • Change Models by K. Lewin and J.P Kotter.

  • McKinsey 7-S Framework for successful change alignment.

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  • ADKAR Change Model by J. Hiatt

    • Focuses on individual change

    • 5 key elements for successful change:

      • Awareness: understanding the need for change

      • Desire: willingness to support change

      • Knowledge: acquiring necessary information and skills

      • Ability: demonstrating capability for effective change

      • Reinforcement: sustaining change over time through incentives

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  • Change Curve Model by E. Kubler-Ross

    • Describes emotional stages during change

    • Stages include Shock, Denial, Anger, Bargaining, Depression, Acceptance, Problem Solving

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  • Resistance to Change

    • Active Resistance: open opposition, sabotage

    • Passive Resistance: need for detailed explanations, time constraints, silence

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  • Organizational Culture

    • Cognitive framework with attitudes, values, norms

    • Roles: Sense of identity, Commitment to mission, Standard behavior

    • Cultural transformation aligns norms with new strategies

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  • Outcomes of Strong Organizational Culture

    • Reduced turnover, Increased satisfaction, Higher performance

    • 4 unique types: Hierarchy, Market, Clan, Adhocracy

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  • Denison Model

    • Measures flexibility, internal focus, adaptability, mission, consistency, involvement

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  • Culture Design Canvas

    • Tool to assess and evolve workplace culture

    • 10 building blocks in three sections: The core, Emotional culture, Functional culture

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  • Key Factors in Organizational Culture Creation

    • Influence of founders, External environment experience

    • Dominant culture, Subcultures, Organizational memory

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  • Power and Leadership

    • Influence, Referent power, Expert power

    • Rational, Soft, Hard power categories

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  • Cialdini’s Principles of Influence

    • Authority, Consistency, Liking, Reciprocation, Scarcity, Social proof

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  • Empowering Employees

    • Shifting power downward, 3 steps: Information sharing, Autonomy, Team accountability

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  • Empowerment Climate

    • Supportive atmosphere for empowerment

    • Leadership characteristics: Coercive, Noncoercive influence

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  • Leadership Theories

    • Great person theory, Transformational leaders, LMX theory

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  • Communication in Organizations

    • Media Richness Theory, Nonverbal, Formal, Informal communication

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  • Grapevine Communication

    • Rapid spread, Altered information, Emerges due to negative emotions

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  • AIDA Model

    • Attention, Interest, Desire, Action

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  • STAR and Image Theory

    • STAR: Situation, Task, Action, Results

    • Image Theory: Decisions based on principles, goals, and plans

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  • STARBUCKS Model

    • Situation, Task, Action, Results, Benefits, Understanding, Challenges, Solutions

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  • Decision Making

    • Phases: Formulation, Consideration, Implementation

  • Group Decisions

    • Benefits: Resource pooling, Labor specialization

    • Problems: Time wastage, Group conflict, Intimidation by leaders

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  • Framing effects:

    • Risky choice framing:

      • People avoid risk in positively framed problems and seek risk in negatively framed problems.

    • Attribute framing:

      • People view characteristics more positively in positive terms than in negative terms.

    • Goal framing:

      • People are more persuaded by negatively framed information than positively framed information.

  • Reliance of Heuristics:

    • Heuristics are simple rules guiding complex evaluations.

    • Availability heuristic:

      • Decisions are based on available information.

    • Representativeness heuristic:

      • Others are perceived stereotypically.

    • Discouragement of collecting and processing sufficient information.

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  • Imperfections of decisions:

    • Bias toward implicit favorites:

      • Early selection of a favorite option, using others for validation.

    • Hindsight bias:

      • Past events seem more predictable after they occur.

    • Person sensitivity bias:

      • Blaming others excessively in tough times and giving them too much credit in good times.

    • Escalation of commitment bias: