Samenvatting
Summary of Assigned Literature (Personnel Psychology)
This summary contains all of the assigned articles for the third year course Personnel Psychology taught by Antje Schmitt.
[Meer zien]Voorbeeld 4 van de 37 pagina's
Voorbeeld 4 van de 37 pagina's
In winkelwagengesponsord bericht van onze partner
Verkoper
Volgen
Voorbeeld van de inhoud
Article SummariesWeek 1: Introduction + Topics in Personnel Psychology
The Role of Scientific Findings in Evidence Based HR (Briner & Barends, 2016)
What is science for?
- Basic purpose of science: gather reliable and trustworthy information that helps to
answer questions about what things are like/how they work
- Response to problems of relying solely on personal knowledge and biases that can lead
to misinterpretation of information
- Gathering objective, external information rather than relying on solely on subjective
internal knowledge
- Scientific approach: actively searching for and collecting information relevant to decision
Science is not about “truth” or ” proof”
- About gathering information and testing assumptions (hypotheses) in a way that allows
estimate how likely it is that something is true
- We can never know for sure how likely it is that something is true
→ Always possible that new information will cast serious doubt on a
well-established theory (all claims are contingent and based on the data we
have)
→ Even when sth seems very close to being “proven” it well still be subject to
boundary condition (always depends on the situation) → data from other
situations might be contradictory
→ As new information is gathered it may become clear that theory was not quite
right/ specific enough
What does science have to do with HR?
- Attempting to do something with the intention of influencing some outcome generally
involves science
- HR is much about shaping thoughts, feelings and behavior of employees through range
of practices in selection, performance management , training and development, reward,
and communication
- HR is usually about cause and effect → scientific thinking and research findings are
important
The place of science in evidence-based HR
- Evidence-based practice: improving the chances of favorable outcomes from decision
making through the conscientious, explicit and judicious use of the best available
evidence from multiple sources by
1. Asking: translating a practical issue or problem into an answerable question
2. Acquiring: systematically searching for and retrieving the evidence
3. Appraising: critically judging the trustworthiness and relevance of the evidence
, 4. Aggregating: weighing and pulling together evidence
5. Applying: incorporating the evidence into the decision making process
6. Assessing: evaluating the outcome of the decision taken
- Conscientious: try hard and be careful in the way evidence is used and collected
- Explicit: write down, represent, discuss and explain the evidence
- Judicious: making judgements about the quality of the information available because not
all evidence is trustworthy
- Types of evidence to consider in HR: scientific research findings, organizational data,
personal experience and judgment, stakeholder’s values and concerns
Judging the reliability and trustworthiness of scientific information
- Judging quality of scientific evidence needs to be done in relation to the question asked
- Does the research fit the purpose and is designed in a way that adequately answers the
research question?
Better use of scientific evidence in HR practice
- Work as a team: discuss problem with colleagues, define problem, working together on
reading and understanding scientific papers
- Start small and do it quickly: focus on meta-analyses, don’t get overwhelmed
- Be prepared for HR preoccupations to be challenged- and learn to enjoy it
- Include information from other sources
- Don't claim perfection
- Do it again and again
,Employee Adjustment and Well-Being in the Era of COVID-19: Implications for
Human Resource Management (Carnevale & Hatak, 2020)
1. Introduction
- Lots of adjustment due to COVID: most employees now in home office, inability to seek
alternative workspaces, increased inability to separate work and private life
- Negative consequences of altered working conditions might lead to loneliness,
felt lack of purpose and associated negative effects on well-being
- COVID also offers opportunity for research
2.1 HRM challenges and opportunities in the era of COVID-19
- The erosion of “fit”: dramatic alterations in how and where employees do their work is
likely to have important implications for employees’ experiences of person-environment
fit (P-E fit)
→ P-E fit theory: individuals are attracted to and selected by organizations whose
work environments reflect the same values, cultures, and work features as their
own important beliefs, values, and desires
→ When P-E fit is maximized employees flourish and experience heightened levels
of satisfaction, engagement, and overall well being
→ When work environment that supports fulfillment of these needs and desires
drastically changes (as currently happening bc of covid) salience of growing
chasm between individual’s needs and current work environment → experiences
of misfit
→ People are attracted to organizations based on fundamental need for developing
relationships and striving for communication with others; cannot be satisfied
anymore in remote working environments → potential misfit stemming from this
newfound P-E incongruence
→ Critical to understand how to resolve potential misfits; more research is needed
to better understand how transformed community-building practices translate to
rebalancing the experienced P-E misfit
2.2 Disproportionate work-family effects
- As organizations navigate the challenges posed by COVID-19, they will also need to
remain attentive to employees who might be disproportionately affected by current
alterations of the work environment
- Work-family conflict: form of interrole conflict in which the role pressures from the work
and family domains are mutually incompatible in some respect
→ Is exacerbated by current health change
- In recent years increasing interest in and application of family-friendly workplace
practices (flexible work arrangements, on-site childcare, benefits including childcare
subsidies)
→ Important for reducing family to work conflict particularly in employees working
from home
, - As pandemic continues, potential for conflict between the work the family spheres may
be greater than ever
→ Employees have to manage childcare because schools are closed and cope with
concerns over health and safety of family and friends
- New demands further blurred work and family roles making it harder to maintain
adequate work-family role boundaries
→ Informational support increasingly necessary for balancing work-family roles; may
also help employees unaccustomed to new working conditions better adjust and
achieve fit while maximizing the effectiveness of practices aimed at reducing
work conflict
- Increasing job autonomy can help mitigate family-related pressures arising from remote
work environments by providing employees with resources to manage additional and
often incompatible demands
→ In those unaccustomed to remote working, extent to which provision of greater
job autonomy will be effective depends on extent to which individual values
autonomy and associated self-responsibility
- Self-affirmation interventions might be helpful in helping employees align values/needs
with altered environments; use of inductive approaches may also be helpful
2.3. Disproportionate effects on alternative family structures
- Single and childless employees may face unique forms of work-life conflict; may be at
particularly high risk of loneliness and feelings of social exclusion, felt lack of purpose
and isolation
- Societal and organizational measures to combat pandemic have increased employees’
feelings of loneliness and exclusion
- Lack of inclusion and belongingness may become especially salient among childless
and single employees → considerable risk to their mental health and well-being, as well
as the productivity of organizations
- Organizations may want to address issue by adopting a more inclusive and thereby
creative approach to supporting all employees, considering various forms of family status
→ Look toward enhancing relationship-oriented HR systems in order to combat the
greater risk of isolation among childless and single employees and better prepare
them for unanticipated events
3. Insights from entrepreneurship
- Entrepreneurship: focuses on the discovery, evaluation, and exploitation of opportunities
occurring in inherently ambiguous and dynamic environments
- Some of the issues employees are currently facing resemble entrepreneurs’ daily work
experience
→ Entrepreneurs are often confronted with demanding work conditions including
high levels of uncertainty and responsibility a need to flexibly and continuously
adjust to new situations and a strong interrelatedness of the work and family
spheres while they still manage to work efficiently
Voordelen van het kopen van samenvattingen bij Stuvia op een rij:
Verzekerd van kwaliteit door reviews
Stuvia-klanten hebben meer dan 700.000 samenvattingen beoordeeld. Zo weet je zeker dat je de beste documenten koopt!
Snel en makkelijk kopen
Je betaalt supersnel en eenmalig met iDeal, creditcard of Stuvia-tegoed voor de samenvatting. Zonder lidmaatschap.
Focus op de essentie
Samenvattingen worden geschreven voor en door anderen. Daarom zijn de samenvattingen altijd betrouwbaar en actueel. Zo kom je snel tot de kern!
Veelgestelde vragen
Wat krijg ik als ik dit document koop?
Je krijgt een PDF, die direct beschikbaar is na je aankoop. Het gekochte document is altijd, overal en oneindig toegankelijk via je profiel.
Tevredenheidsgarantie: hoe werkt dat?
Onze tevredenheidsgarantie zorgt ervoor dat je altijd een studiedocument vindt dat goed bij je past. Je vult een formulier in en onze klantenservice regelt de rest.
Van wie koop ik deze samenvatting?
Stuvia is een marktplaats, je koop dit document dus niet van ons, maar van verkoper isabeldietzsch. Stuvia faciliteert de betaling aan de verkoper.
Zit ik meteen vast aan een abonnement?
Nee, je koopt alleen deze samenvatting voor €5,99. Je zit daarna nergens aan vast.
Is Stuvia te vertrouwen?
4,6 sterren op Google & Trustpilot (+1000 reviews)
Afgelopen 30 dagen zijn er 50155 samenvattingen verkocht
Opgericht in 2010, al 14 jaar dé plek om samenvattingen te kopen