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Personnel-and-organization summary
- Établissement
- Katholieke Universiteit Leuven (KU Leuven)
Personnel-and-organization summary KU LEUVEN BBA
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Personnel and organization practical sessionsPart1: introduction
- What is OB?
- Research methods
Part2: assessment of jobs, performance and people (recruitment)
- Job analysis
- Performance
- Appraisal
- Assessment methods
Part3: selecting and training people
- Session5: selecting employees
- Session6: training
Part4: the individual and the organization (series 5)
- Person—enviroment Fit
- Research—based learning
2. OB
Organization behavior (OB)
The multidisciplinary field that seeks knowledge of behavior in organizational setting by
systematically studying individual, group and organizational processes
The study of factor that affect how individual and groups act in organizations and how
organizations respond to their enviroments.
Balance between
- Ob seeks to improve organizational effectiveness and the quality of life at work
o Explanation: OB wants to improve the effectiveness of the organization and
at the same time improve the work life of the staff in the office. In this
respect, the two poles ‘human’ and organization are taken into account
- Insight into the effects of organizations on people and the effects of people on
organizations
, o Explanation: there is an interaction between the two parties (people and
organization). Both have an influence on each other, so much study this
interaction to work out a good policy.
What is an organization?
An organization has two meanings:
- Meaning of an entity
- Meaning of organizing
Meaning of entity
Organization
- System of coordinated activities of two or more people
- Structured social system consisting of groups and individuals working together to
meet some agreed-upon objectives
Meaning of organizing
Exercise 2.
Which relationships to investigate?
- The predictors of behavior
- Themes on multiple levesl:
o Individual
o Group
o Organizations
o Societal
, Goals of OB
- Goal of the course
o Knowing which practices and interventions have positive/negative
consequences in the workplace based on scientific evidence (instrumental
knowledge)
o Being able to describe and explain behavior and processes in organizations
based on validated concepts and theories (conceptual knowledge)
o Learn how you can gather your own evidence in a proper way, so you have a
better understanding of your own organization (methodological knowledge)
Examples of instrumental knowledge
If a then b
- Autonomy increases job satisfaction
- Employees that share the organization’s values have lower turnover intentions
Example of conceptual knowledge
- Models and theoretical frameworks
o The job-demand-resources model for stress
o The self-determination model for motivation
- Concepts
o Intrinsic and extrinsic motivation
o Definitions of quality
Examples of methodological knowledge
- Measuring instruments, questionnaires, tests
- Research methods
- Problem solving techniques
“The purpose of this study was to explore an alternative relationship between job autonomy
and employee outcomes. In contrast to the dominating view that perceived job autonomy
leads to increased levels of intrinsic motivation and in turn work performance, we
developed a hypothesis proposing that intrinsic motivation moderates the relationship
between perceived job autonomy and work performance using Job-Characteristics model
and Self-Determination Theory. Perceived job autonomy may be less positively related to
work performance among employees with lower levels of intrinsic motivation. Two cross-
sectional surveys among 302 employees from different Norwegian service organizations
showed that the relationship between perceived job autonomy and both self-reported and
linemanager rated work quality was moderated by intrinsic motivation. The form of the
moderation, by using an hierarchical regression moderation, revealed a positive relationship
only for employees high in intrinsic motivation in both studies. Implications for practice and
directions for future research are discussed….. If the relationship between job autonomy
and work performance is dependent on employees’ levels of intrinsic motivation, attention
at the individual level seems warranted. First, in terms of recruitment practices, focus
should be directed at obtaining employees with the potential of finding interest, meaning
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