Summary CONTEMPORARY TOPICS IN HRM⎪Toegepaste Psychologie (Thomas More Antwerpen)
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Course
Contemporary Topics (Y00776)
Institution
Thomas More Hogeschool (tmhs)
This document contains an extensive and clear summary of the OPO Contemporary Topics in HRM, given in Thomas More Antwerp (PHASE 3 - SEM 1). This document is written entirely in English.
The summary includes everything you need to pass the exam:
- A table of contents that helps you quickly find...
1. Contemporary HRM: a changing environment ................................................................................................................................................................................. 2
CHAPTER 2: JUSTICE IN DECISION-MAKING .......................................................................................................................................................................................................2
1. The importance of decision-making ..................................................................................................................................................................................................... 2
1.1 Why focus on fairness in decision making? ..................................................................................................................................................................... 2
4. What are causes that wil motivate you to increase justice? .......................................................................................................................................................... 4
4.1 Leader ............................................................................................................................................................................................................................................. 4
4.2 Organisation ................................................................................................................................................................................................................................. 5
4.3 Employees ..................................................................................................................................................................................................................................... 5
5. Some final thoughts ................................................................................................................................................................................................................................... 7
1. Why does it matter? .................................................................................................................................................................................................................................... 8
2. JD-R model to understand well-being in the workplace ................................................................................................................................................................. 8
2.1 Critical reflections ...................................................................................................................................................................................................................... 9
2.2 Prevention ..................................................................................................................................................................................................................................... 9
2.3 Other interventions .................................................................................................................................................................................................................10
1. How to get the most out of a negotiation? ....................................................................................................................................................................................... 11
1.1 exercise 1 .....................................................................................................................................................................................................................................11
2. Negotiations................................................................................................................................................................................................................................................ 12
2.1 exercise 2 .....................................................................................................................................................................................................................................12
2.2 The negotiation process ........................................................................................................................................................................................................13
2.3 Individual differences in negotiations ..............................................................................................................................................................................14
CHAPTER 5: ROMANTIC RELATIONS AND SEXUAL BEHAVIOR IN THE WORKPLACE ................................................................................................................. 18
2. Sexual (strategic) behaviour................................................................................................................................................................................................................... 18
2.1 Consequences ...........................................................................................................................................................................................................................18
2.2 Affected by context .................................................................................................................................................................................................................19
3. Sexual harassment .................................................................................................................................................................................................................................... 19
3.1 Some facts...................................................................................................................................................................................................................................19
3.2 #metoo .........................................................................................................................................................................................................................................20
4. Implications for the workplace ............................................................................................................................................................................................................. 20
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,CHAPTER 1: INTRODUCTION
1. CONTEMPORARY HRM: A CHANGING ENVIRONMENT
§ Uncertainty
ú Economy
ú Politics
§ Older workforce
§ Lifelong learning
§ Different views on hierarchy
§ I-deals
§ Virtual teams
§ Increased mobility
§ Romance at work
§ …
CHAPTER 2: JUSTICE IN DECISION-MAKING
1. THE IMPORTANCE OF DECISION-MAKING
§ Making decisions:
ú daily basis
ú huge impact
ú not that easy
§ Approximately 50% of our decisions turn out to be suboptimal
§ A merger/acquisition doesn’t yield the expected results in 50-85% of the cases
§ 1% (vs 17%) of employees sues their employer when they feel their resignation is handled (un)fairly
§ 29% strongly agree that their performance reviews are fair, while 26% strongly agree that they are accurate
1.1 WHY FOCUS ON FAIRNESS IN DECISION MAKING?
§ Better performance
§ Lower turnover
§ Increases trust
§ Boosts commitment
§ Improves the relation with employees
§ More positive and less negative emotions
§ Increased extra-role behaviour
§ Better overall health
If employees perceive that decisions are being made in a fair manner, they will identify
themselves with the organisation. This increases the behavioural engagement and the
psychological engagement (which increases the behavioural engagement as well). As a
result, higher fairness in decision-making will lead to a better general performance and
extra-role behaviour within the employees.
§ Negative emotions = anger, anxiety…
§ Negative bodily reactions = heart rate, blood pressure…
§ Unhealthy behaviour = sleeping less because you are anxious…
§ This model shows the link between physical and mental well-being in the
workplace. If people perceive that they are being treated unfairly, this will affect
their well-being.
§ It’s scientifically proven that severe injustice can lead to sleep problems,
smoking, excessive drinking...
2
, 2. HOW TO ENHANCE FAIRNESS?
2.1 DISTRIBUTIVE FAIRNESS
§ How fair is the outcome of a decision for those involved?
§ Distributive injustice is often the cause of strikes, protests, stealing… = unhealthy behaviour
§ Concerns the outcome (impact) of decisions (e.g., promotion)
i. Equity: best performance = best benefits
ii. Equality: regardless of the differences, everyone gets the same outcome
iii. Need: reward based on the extent needed (= rich people get less than the poor)
2.2 PROCEDURAL FAIRNESS
§ How fair is the way the decision has been made?
§ Concerns the (absence of) procedures when making decisions.
6 CRITERIA
§ Voice (or representativeness): Do those affected by the decision have an influence on the decision? Is their opinion taken into account?
§ Consistency: Do the same criteria apply for everyone? Are these criteria relatively stable throughout time?
§ Accuracy: Are decisions based on information that is accurate and complete?
§ Bias-suppression: Are decisions made in a neutral manner? Are they not guided by self- interest or individual preconceptions?
§ Correctability: Can a decision be corrected/reversed if it proves to be suboptimal?
§ Ethicality: Are decisions in line with the prevailing ethical norms? Does the decision-maker uphold moral standards?
2.3 INTERPERSONAL FAIRNESS
§ How fairly am I being treated by the one making the decision?
§ Concerns the extent to which we treat others with respect and dignity
2.4 INFORMATIONAL FAIRNESS
§ How fair is the communication regarding the decision?
§ Concerns the extent to which we communicate in an open, honest and timely manner about decisions (in the future).
ú Do I provide people with sufficient information?
ú Do I provide the information in time?
3. FAIR DECISION-MAKING
§ However, …
ú What to do when you need to make an unfavourable decision? (e.g., fire someone, fail someone on an exam…)
ú 1 + 1 = 2? ⇨ Do those four components interact with each other? YES!
§ Demonstrates how distributive and procedural fairness can work together.
§ I get promoted ⇨ I see the outcome of the decision as fair because it is
favourable for me
§ I don’t get promotes ⇨ I see the outcome of the decision as unfair because it
is unfavourable for me.
§ As long as people get promoted, it doesn’t really matter how people feel
about the procedures.
§ Procedural justice is extremely important when people receive an
unfavourable outcome (when distributive justice is low).
§ One exception:
ú Suppose you don’t get promoted. You might get angry, demotivated, dissatisfied… but then you learn the procedures are really fair. You
learn they selected the best candidate, so you won’t end up demotivated… There’s just one problem, your self-esteem will drop. That’s
a dangerous aspect!
ú Conclusion: focus on procedural justice but keep people’s confidence in mind. Make sure to address things properly if necessary.
§ There is a strong positive correlation between distributive and procedural fairness.
ú If you experience a fair outcome, you are more likely to perceive the procedure followed as fair.
ú If you experience an unfair outcome, you are more likely to perceive the procedure followed as unfair.
ú (this is also an internal ‘protection’ system to avoid having to blame ourselves)
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