This chapter discusses managing relationships between individuals and organizations. It covers psychological contracts, talent management, managing careers, organizational commitment, identification, and work-life balance. Regarding psychological contracts, it defines them and discusses key aspects like breach and violation. It also outlines factors that shape psychological contracts and ways to measure their health. The chapter notes talent management requires assessing, developing, and matching managers to jobs. It discusses different types of organizational commitment and identification as well as causes of over-identification and workaholism. Leadership styles like emotional intelligence and resonance are also covered.
Tomprou, M. & Nikolaou, I. (2006). Exploring the dynamics of newcomers’ psychological contract creation; An alternative socio-cognitive approach. 26th International Congress of Applied Psychology, Athens, Greece.
Psychological Contract and Organization: A Review ArticleRHIMRJ Journal
The Psychological Contract emerged as a concept in the psychological literature almost fifty years ago, as a footnote
in Understanding Organizational Behavior. The Psychological Contract refers to implicit ideas about the employeeorganization
relationship. The perceived violation of Psychological Contract of employees reflects unfulfilled promises from
employer side. This perception of violation might lead to adverse effect on the organization. Psychological Contract in Indian
perspective is relatively neglected research area. The literature reflects potential opportunity for future research on
Psychological Contract in Indian perspective.
Esssay. Relational vs Transactional psychological contractsDimitrios Kordas
This is an essay, written for the LSE Summer School 2013, focused on the comparison and analysis of transactional and relational, Psychological Contracts (PC) and their intreconnection with different working environments. The author tries to keep a deeper eye on the emerging trend of hiring initially on a transactional contractual basis and later on a relational one. The limited scope and academic requirements constrained a more elaborated view on the causes of psychological contract breach and a wider approach on the several PC models have already been developed. The Harvard model is used as a "map of the HRM territory" (Beer et al., 1984) to depict how the HR-policies can empower the two, examined, psychological contract types.
Tomprou, M. & Nikolaou, I. (2006). Exploring the dynamics of newcomers’ psychological contract creation; An alternative socio-cognitive approach. 26th International Congress of Applied Psychology, Athens, Greece.
Psychological Contract and Organization: A Review ArticleRHIMRJ Journal
The Psychological Contract emerged as a concept in the psychological literature almost fifty years ago, as a footnote
in Understanding Organizational Behavior. The Psychological Contract refers to implicit ideas about the employeeorganization
relationship. The perceived violation of Psychological Contract of employees reflects unfulfilled promises from
employer side. This perception of violation might lead to adverse effect on the organization. Psychological Contract in Indian
perspective is relatively neglected research area. The literature reflects potential opportunity for future research on
Psychological Contract in Indian perspective.
Esssay. Relational vs Transactional psychological contractsDimitrios Kordas
This is an essay, written for the LSE Summer School 2013, focused on the comparison and analysis of transactional and relational, Psychological Contracts (PC) and their intreconnection with different working environments. The author tries to keep a deeper eye on the emerging trend of hiring initially on a transactional contractual basis and later on a relational one. The limited scope and academic requirements constrained a more elaborated view on the causes of psychological contract breach and a wider approach on the several PC models have already been developed. The Harvard model is used as a "map of the HRM territory" (Beer et al., 1984) to depict how the HR-policies can empower the two, examined, psychological contract types.
The psychological contract has captured the attention of researchers as a framework for understanding the employment relationship. The concept of the psychological contract developed by the organizational scholar Denise Rousseau, represents the mutual beliefs, perceptions, and informal obligations between an employer and an employee. It sets the dynamics for the relationship and defines the detailed practically of the work to be done. It is distinguishable from the formal written contract of employment which, for the most part, only identifies mutual duties and responsibilities in a generalized form. This chapter begins with a review of the initial phase in the development of the psychological contract highlighting the commonalities and differences amongst the early contributors.
Nikolaou, Ι. & Tomprou, Μ. (2008). Dynamics of the psychological contract: Experiencing organizational change in a changing work environment. Institute of Work Psychology Conference, University of Sheffield, UK.
Volunteering is a mutually agreed and balanced exchange between the individual volunteer and the orgnaistion with which the volunteer is placed. This presenttion look at some of the implications of this relaltionship and explores how this can be supported.
Nikolaou, I.& Tomprou, M. (2007). Dynamics of the psychological contract; The role of selection practices and individual characteristics in the Greek banking sector. 13th European Conference of Work & Organisational Psychology, Stockholm, Sweden.
Tomprou, M., Nikolaou, I. & Bourantas, D. (2007). The Potential Dynamics Of Psychological Contracting During Selection And Socialization. Annual Meeting of the Academy of Management, Philadelphia, USA.
The Affect Of Psychologıcal Contract To The Level Of Burnout Amongst The Admı...inventionjournals
The aim of this research is to measure the psychological contract of the administrative unit workers and to define the level of burnout of this contract. To know the psychological contract perception of the workers is really crucial to increase the quality and productivity. If one can know the aim of their existence at work and define the distribution of roles according to that aim, this will improve the conditions and will help to decrease the level of burnout. Face to face quastionneres are used for descriptive research. The area of this research is consists of the %95 of the administrative unit workers of a private hospital. 90 people joined the questionnaires but 80 of them were analyzed. In this work 2 scales were used; Cronbachalpha ratio of the perception of the psychological contract was 0,662; and is 0.852 for the level of burnout. At the end of the research, the level of the perception of the pyschological contract was approximately 3,05. The level of burnout of the participants was not high and the affect of the perception of the psychological contract to the level of burnout was found to be 0.394.
The main purpose of this study is to explain and
Test the effects of Job satisfaction, Job performance towards
Organizational commitment. Job satisfaction & employee job
Performance is a pleasurable and positive result from the
experience of one employee job and their job experiences.
Highly satisfied person, the higher level of job satisfaction and
committed towards the works and performance. It may be
assumed that high level of satisfied employees towards work
more committed to the organization and it’s also enhance the
performance of the employees based on this attitude. Data used
in this study is based on primary data which were collected
through closed questionnaire with 1-5 Likert scale. The result
of this study showed that there is positive relationship between
job satisfaction and job performance but not significant effect
to job satisfaction and job performance of an employee’s .The
result showed that every positive efforts towards
organizational has a positive effects on organization
commitment and towards job satisfaction & job performance
in an organization.
An introduction to psychological contracts and how they can hurt or improve your organisation. This explains that the PC is about the emotional rather than the contractual relationship.
Job involvement refers to a state of psychological identification with work—or the degree to which a job is central to a person’s identity. From an organizational perspective, it has been regarded as the key to unlocking employee motivation and increasing productivity.
job involvement, types of involvement, organizational commitment, types of organizational commitment, chart of types of organizational commitment and chart of brief description about organizational commitment.
Project presentation and last assignment of the course. Topic chosen; Employment Engagement.
I chose this subject due to its tremendous impact within the workplace with enormous consequences in terms of productivity, employee performance, customer satisfaction and finantial success.
The presentation is broken down in several matters as a introduction, engagemnet drivers, ways to build engagement and final indicators of engagement worldwide.
The psychological contract has captured the attention of researchers as a framework for understanding the employment relationship. The concept of the psychological contract developed by the organizational scholar Denise Rousseau, represents the mutual beliefs, perceptions, and informal obligations between an employer and an employee. It sets the dynamics for the relationship and defines the detailed practically of the work to be done. It is distinguishable from the formal written contract of employment which, for the most part, only identifies mutual duties and responsibilities in a generalized form. This chapter begins with a review of the initial phase in the development of the psychological contract highlighting the commonalities and differences amongst the early contributors.
Nikolaou, Ι. & Tomprou, Μ. (2008). Dynamics of the psychological contract: Experiencing organizational change in a changing work environment. Institute of Work Psychology Conference, University of Sheffield, UK.
Volunteering is a mutually agreed and balanced exchange between the individual volunteer and the orgnaistion with which the volunteer is placed. This presenttion look at some of the implications of this relaltionship and explores how this can be supported.
Nikolaou, I.& Tomprou, M. (2007). Dynamics of the psychological contract; The role of selection practices and individual characteristics in the Greek banking sector. 13th European Conference of Work & Organisational Psychology, Stockholm, Sweden.
Tomprou, M., Nikolaou, I. & Bourantas, D. (2007). The Potential Dynamics Of Psychological Contracting During Selection And Socialization. Annual Meeting of the Academy of Management, Philadelphia, USA.
The Affect Of Psychologıcal Contract To The Level Of Burnout Amongst The Admı...inventionjournals
The aim of this research is to measure the psychological contract of the administrative unit workers and to define the level of burnout of this contract. To know the psychological contract perception of the workers is really crucial to increase the quality and productivity. If one can know the aim of their existence at work and define the distribution of roles according to that aim, this will improve the conditions and will help to decrease the level of burnout. Face to face quastionneres are used for descriptive research. The area of this research is consists of the %95 of the administrative unit workers of a private hospital. 90 people joined the questionnaires but 80 of them were analyzed. In this work 2 scales were used; Cronbachalpha ratio of the perception of the psychological contract was 0,662; and is 0.852 for the level of burnout. At the end of the research, the level of the perception of the pyschological contract was approximately 3,05. The level of burnout of the participants was not high and the affect of the perception of the psychological contract to the level of burnout was found to be 0.394.
The main purpose of this study is to explain and
Test the effects of Job satisfaction, Job performance towards
Organizational commitment. Job satisfaction & employee job
Performance is a pleasurable and positive result from the
experience of one employee job and their job experiences.
Highly satisfied person, the higher level of job satisfaction and
committed towards the works and performance. It may be
assumed that high level of satisfied employees towards work
more committed to the organization and it’s also enhance the
performance of the employees based on this attitude. Data used
in this study is based on primary data which were collected
through closed questionnaire with 1-5 Likert scale. The result
of this study showed that there is positive relationship between
job satisfaction and job performance but not significant effect
to job satisfaction and job performance of an employee’s .The
result showed that every positive efforts towards
organizational has a positive effects on organization
commitment and towards job satisfaction & job performance
in an organization.
An introduction to psychological contracts and how they can hurt or improve your organisation. This explains that the PC is about the emotional rather than the contractual relationship.
Job involvement refers to a state of psychological identification with work—or the degree to which a job is central to a person’s identity. From an organizational perspective, it has been regarded as the key to unlocking employee motivation and increasing productivity.
job involvement, types of involvement, organizational commitment, types of organizational commitment, chart of types of organizational commitment and chart of brief description about organizational commitment.
Project presentation and last assignment of the course. Topic chosen; Employment Engagement.
I chose this subject due to its tremendous impact within the workplace with enormous consequences in terms of productivity, employee performance, customer satisfaction and finantial success.
The presentation is broken down in several matters as a introduction, engagemnet drivers, ways to build engagement and final indicators of engagement worldwide.
What is the Importance of Organizational Behaviour for an Employee.pdfMr. Business Magazine
The importance of organizational behaviour affects the most to an employee. It deals with the study of human behaviour within group settings and how this behaviour can be modelled through analysis to make a positive impact.
Role of Psychological Contract in Organizational DevelopmentDr. Amarjeet Singh
This study deals with Psychological Contract
between employers and employees. Employers are always
interested organizational in growth, whereas employees are
interested in their own welfare and job satisfaction. Satisfied
and motivated employees always contribute more to the
organization. This study highlighted some areas, which gives
satisfaction to the employees, like; fair payment, welfare
facilities, recognition, promotion and attention. Work
environment in the organization is also very important to
create positive attitude of the employees. Equal treatment to
all employee present humanities of employers. In such
positive environment employees feel proud to work for the
organization.
Appraisal Process under Human Resource Management covers measuring the performance of Employee in an organisation as an individual. It helps organizations and employees to be more efficient and to gain more job satisfaction. This process ensures that right person is in the right job.
Our project “Employee Appraisal” focuses on understanding the appraisal process, reasons for adopting employee appraisal, types of appraisal, appraisal skills, and present thoughts & future directions in appraisal process.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
2. Learning objectives
At the end of this chapter you should be able to:
• understand and apply the concept of psychological contracts to work
situations;
• recognize good practice in managing psychological contracts in
organizations, and take steps to influence these unwritten contracts;
• understand the problems of managing talent, careers, individual–
organizational linkages and work–life balance;
• use the ideas of organizational commitment, identity and
psychological ownership to analyze the strength of employee
orientations to your organization;
• diagnose your strengths and weaknesses as a leader and those of
other colleagues;
• construct a learning agenda to build your leadership competencies.
3. Introduction
First I would like to ask two important questions:
• What is the nature of the relationships between individuals
and organizations, how has it changed and how is it likely to
change?
• Can we identify certain core leadership styles which are
appropriate to managing the relationships between
individuals and their organizations?
4. The psychological contract
• “The perception of the two parties, employees and employer,
of what their mutual obligations are to each other” given by
Peter Herriot (2001).
• Excellent insights into psychological contracts and the
employment relationship was provided by Paul Sparrow and
Cary Cooper (2003)
• They have highlighted four key aspects psychological contracts
and how they come to be formed and changed:
5. Four key aspects psychological
contracts
• They are subjective, unique and idiosyncratic, in the senses
that:
• they reside in the subjective expectations and perceptions of
employees (and employers);
• every individual has his or her own interpretation of these
expectations and perceptions; and
• they vary from one person and organization to another.
Therefore, you can gain an insight into psychological contracts
by questioning only one party to the relationship, because the
contract ‘is in the eyes of the beholder’.
6. Four key aspects psychological
contracts (cont.)
• They are reciprocal, in the sense that they emerge in the context of
a specific mutual employment relationship. As there are two parties
to this relationship, they each have their own expectations about
the specific employment relationship (but not employment
relationships in general).
• They are not objective ‘facts’, but based on beliefs and perceptions
held by individuals. However, because people act on their subjective
perceptions, they are no less real in their consequences than if they
were fact.
• They arise from beliefs and perceptions of obligations that, in the
case of employees, are what they believe they are entitled to as a
consequence of perceived promises, either explicit or implicit, made
by the employer. In that sense, a psychological contract is more than
just a set of expectations that can arise in the absence of a promise.
Only expectations relating to perceived promises are entitled to be
considered as part of the psychological contract.
7. Breach and violation of
Psychological contracts
• Psychological contracts can be breached or violated if
employees feel that the significant terms have been broken, or
that perceived obligations are unmet.
• Breaches are treated as minor, more short term and less
significant
• Violations are seen as more serious, more long term and
significant in terms of outcomes.
9. Conway and Briner (2002) points to four characteristics of perceived
promises that can have a major impact on employee responses to
breach or violation:
• the degree of explicitness of a perceived promise – the more explicit
the promise, the greater the sense of injustice and the more active
(positively or negatively) the employee response;
• attributions of personal responsibility for contract breach or
violation – the more personally responsible a manager or party is
held to be for the perceived breach, the more intense the other
party’s reaction;
• the unexpectedness or infrequency of the breach – the more
unexpected or infrequent the breach/violation (a break with past
behavior), the more intense or active the response will be from
employees;
• the degree of importance the party attaches to the goal or
relationship breached – the more important the
interest/relationship breached, the more likely it will be treated as a
significant violation and, hence, provoke a negative response.
11. Measuring psychological
contracts
• From a manager’s point of view it is clearly useful to be able to
gain insights into employee perceptions of perceived promises
• They have extremely important consequences for
understanding the effectiveness of people management
strategies and management actions.
• The relationship between what some researchers have found
to be the important factors which shape psychological
contracts, the key components or content of psychological
contracts themselves, and positive and negative outcomes
associated with the way in which psychological contracts are
managed.
13. The health of psychological
contracts in organizations
Following items are often used in surveys to determine the health of
psychological contracts in organizations:
• to provide an adequate procedure for induction into the job and
training to make people more effective and safe
• to ensure that the procedures for selection, appraisal, promotion
and lay-offs are fair;
• to provide justice, fairness and consistency in the application of
important rules and on discipline and dismissal;
• to provide equitable treatment on pay and rewards in relation to
market circumstances and to be fair in the allocation of non-pay
benefits to individuals and groups;
• to provide interesting work where possible;
• to provide fair pay for taking on responsibility in the job;
• to provide career development and support for employees to learn
new skills;
14. The health of psychological
contracts in organizations (cont.)
• to allow people reasonable time off and flexibility to meet
family and personal needs;
• to consult and communicate effectively on matters affecting
employees;
• to allow employees reasonable autonomy in how they do
their jobs;
• to act in a personally supportive way to employees;
• to recognize loyalty and reward special contributions;
• to provide a safe and friendly work environment;
• to do what they can to provide employment security;
• for managers to act in such a manner that they keep promises
and commitments and do their best for employees.
15. Managing psychological
contracts
Managing the individual–organizational relationship by shaping
the psychological contracts of employees in a positive manner
comprises many elements.
Four management issues of the individual–organizational
relationship, especially in the light of recent and forecasted
changes in employment and in the nature of organizations:
• managing talent;
• managing careers;
• managing organizational commitment and employees’
identification with the organization;
• managing work–life balance.
16. Managing talent
• The term ‘talent management’ has come into popular usage
as a major study by North-American-based McKinsey
consultants Ed Michaels, Helen Handfield-Jones and Beth
Axelrod on the impact of how companies managed their
leadership talent on corporate performance
• Talent management, required a new talent mindset among
business leaders, because it was so ‘mission critical’, and
therefore could not be left to HR departments.
18. Three elements of a talent
management strategy
Organizations that sought to become top performers should
implement three elements of a talent management strategy.
There should be:
• disciplined talent management, through rigorous and
continuous assessment, development of managers and
matching them with jobs;
• creative recruitment and retention through refined and
meaningful employee value propositions (EVPs)
• thoughtful executive development, using coaching, mentoring
and on-the-job experiences at key points in managers’
development.
20. Managing careers
• There are issues requiring more elaboration so that managers are
better able to understand and deal with the problems they are likely
to face, both now and in the future.
• In the 1980s, Ed Schein (1990) developed the idea of people having
different career anchors, relatively stable orientations to one’s
organization and one’s career(s). He identified eight such anchors
• Technical/functional competence.
• General managerial competence.
• Autonomy/independence.
• Security/stability.
• Entrepreneurial creativity.
• Service/dedication to a cause.
• Pure challenge.
• Lifestyle.
22. Managing organizational
commitment and identification
• For managers, it is important they understand the differences
in these linkages, especially what they refer to and their
implications for practice.
• commitment, identification and citizenship each have their
own specific meaning, antecedents and consequences
• the nature of psychological contracts and the strength of
employee brands or EVPs.
23. Organizational commitment
• Organizational commitment is usually defined in terms of the
reasons underlying people’s wish to join and remain with an
organization and their feelings towards it
• Three types of organizational commitment
• Affective (or attitudinal) commitment
• Continuance commitment
• Normative commitment
24. Organizational identification
• Organizational identification is a deeper and richer concept
than that which is measured by commitment scales. It also has
a specific meaning.
• Psychologists argue that organizational identification occurs
when employees incorporate their beliefs about the
organization into their own personal identity, which is defined
in terms of how individuals think about themselves.
Social identity theory suggests that we define our self-concept
through the links we have with important reference groups by
forming a relationship in our minds between the identity of
those groups and ourselves.
25. Psychological ownership
• As a state of the mind, psychological ownership is that state in
which individuals feel as though the target of ownership
(material or immaterial in nature) or a piece of it is ‘theirs’ (i.e.
‘It is MINE!’).
• The core of psychological ownership is the feeling of
possessiveness and of being psychologically tied to an object.
(Pierce et al., 2001, p. 299)
26. Ownership arises because people have an innate need to
possess, or because it satisfies certain human motives, which
are either socially derived or genetic. These include:
• the need to control, in which ownership confers on us certain
rights and abilities to shape our environment so that we can
become more effective
• self-identity, which is formed partly through our interactions with
what we possess and our reflections on what they mean
• the need to have a place or ‘home’ that we can call our
own, which is not only a physical but also a psychological space
27. Ownership is achieved by three ‘routes’, involving:
• Having a strong degree of control of the object of our
ownership, such as the job or the organization and its
performance.
• Coming to know the object of our ownership intimately by
having a ‘living’ relationship with it – for example, the
gardener who comes to feel the garden belongs to him or her
after a certain time of working in it.
• Investing the self into the object of our ownership. Through
time as we expend effort into shaping, creating or making
something we feel that we come to own what we have
shaped, created or made, such as machines, ideas and even
people.
29. Over-identification and
workaholism
• For managers, it is important to be able to identify workaholic
behavior (especially among themselves), to understand its
positive and negative consequences and how it can be
managed for the good of both the organization and individual.
• Workaholism has been distinguished from other types of
engaged work behaviour in relation to three variables:
• work involvement, which refers to the degree of psychological
involvement with work;
• work drive, which relates to the extent that individuals feel an
inner pressure to work
• work satisfaction, which is the degree of pleasure gained from
work.
30. Causes of workaholism
The causes of workaholism have been attributed to three
sources (Burke, 2000):
• Individuals’ experiences in their family.
• Personal beliefs and fears.
• Organizational values.
31. Work–life balance
• Work–life balance has become a major issue in many
developed countries, with legislation being passed in the EU
to limit the length of time spent at work by people in all kinds
of employment.
• Annual total hours actually worked (production workers in
manufacturing industry), 1980-98
33. • The individual–organizational employment relationship should
be a negotiated psychological and legal contract that meets
the expectations and obligations of both parties (Sparrow and
Cooper, 2003).
• The increasing degree of autonomy and control provided by
this revised psychological contract is brought about by steps
taken:
• to increase the variety of ways in which individuals are able to
integrate work and non-work activities by giving them choices
over working hours or job sharing;
• to help bring about changes in how employees balance work and
non-work by constructing their own boundaries between the
two, such as working at home, telecommuting, sabbaticals,
extended leave, unpaid leave, parental leave and extended
breaks for family responsibilities.
34. Leadership in organizations
• Leadership can be thought of as a key factor in shaping
employee perceptions of their psychological contracts and in
helping generate organizational commitment, identification
and psychological ownership.
• One well-known presenter was heard to reply, when asked
whether leadership was an art, study, discipline or
concept, that ‘leadership is an industry’ (Barker, 2001).
36. New Leadership Theory
Mainstream thinking in new leadership agrees on the
overarching nature of the goals of leaders, which are to
motivate followers to achieve organizational goals, usually by
tapping into or shaping the motivations of individuals so that
they coincide with what the organization desires (Barker, 2001).
It is based on three premises:
• The study of leadership is and should be about leaders and their
functions in organizations.
• Leadership is what results from leadership performance.
• Performance can be attributed to leadership characteristics
rather than the organization’s environment.
37. Emotional intelligence and
leadership
• One very influential approach to leadership that has its roots in the
study of leaders and their capabilities is the work by Daniel Goleman
and his colleagues (Goleman, 1998; Goleman et al., 2002).
• They have used Goleman’s concept of emotional intelligence to
research into effective leaders, and have produced a very useful way
of thinking about leaders and leadership.
• Goleman’s original work identified five components of emotional
intelligence at work
• Self-awareness
• Self-regulation
• Self motivation
• Empathy
• Social skill
which have been modified in his latest work on leadership to produce
four domains of leadership competencies
38. • Goleman's four domains of leadership competencies, two of
which were personal competences, and two of which were
social competences, are:
• Personal competence (how we manage ourselves)
• Self-awareness which refers to:
• Emotional self-awareness
• Accurate self assessment
• Self-confidence
• Self-management/regulation which refers to:
• Self-control
• Transparency
• Adaptability
• Achievement
• Initiative
• Optimism
39. • Social competence (how we manage relationships)
• Social awareness which refers to:
• Empathy
• Organizational awareness
• Service
• Relationship management which refers to:
• Inspiration
• Influence
• Developing others
• Conflict management
• Teamwork and collaboration
40. Three key points were stressed by Goleman et al. concerning the
links between EI and leadership:
• EI competencies can be learned, as they are not innate talents.
This is good news for organizations, because it means that
existing leaders can be developed.
• No single person is likely to be strong across all domains or
competencies. Effective leaders demonstrated significant
strengths in one of the EI domains, the most effective leaders
typically demonstrating strengths in about six of these specific
competencies, which spanned one of more of the four EI
domains.
• Given that no one was equally skilled in all domains of EI, there
was no single formula for effective leadership, with different
leaders having different permutations and combinations of the
competencies associated with the four EI domains.
43. Caution on leadership
• Leaders can be bad people as well as good people; leadership
is not a moral concept and leaders often have a dark side to
them.
• One can learn from bad leaders just as much as we can learn
from good leaders (Kellerman, 2004)
• One major failing, which has been written about extensively to
counter much of the ‘feel-good’ evangelism of the new
leadership, is narcissism among leaders (Kets de Vries, 2001).
• Narcissistic leaders can be defined as people who have an
unhealthy desire for recognition and external affirmation.