A 2 hour lecture my colleague from Mustika Ratu & I present to HR Class in FISIP Universitas Indonesia.
The lecture discuss about the evolving HR in general, and focusing on recruitment & selection process. You might also find some information about DISC Personality.
A 2 hour lecture my colleague from Mustika Ratu & I present to HR Class in FISIP Universitas Indonesia.
The lecture discuss about the evolving HR in general, and focusing on recruitment & selection process. You might also find some information about DISC Personality.
A Strategic Tool that identifies the major factors that influence and motivate employees to strive to improve their own and hence the organisation\'s performance.
This is the presentation which get a good credit from Miss Syahrina 'Adliana in FSPP for AM225. This file can be referred to get a good marks in case study. :D
A company is facing high attrition rate. The major concerns being motivation and attitude of the employees.
There might be no clear links between attitude and attrition, in this study we will try to assume some attitudes of employees that could lead to attrition in an organisation. And also discuss some motivational measures that could be used to reduce the attrition rate in the company.
The motivation theories in this chapter differ in their predictive strength. Here, we (1) review the most established to determine their relevance in explaining turnover, productivity, and other outcomes and(2) assess the predictive power of each.
Need theories. Maslow’s hierarchy, McClelland’s needs, and the two- factor theory focus on needs. None has found widespread support, although McClelland’s is the strongest, particularly regarding the relationship between achievement and productivity. In general, need theories are not very valid explanations of motivation.
Goal-setting theory. Clear and difficult goals lead to higher levels of employee productivity, supporting goal-setting theory’s explanation of this dependent variable
Reinforcement theory. This theory has an impressive record for predicting quality and quantity of work, persistence of effort, absenteeism, tardiness, and accident rates
Equity theory/organizational justice. Equity theory deals with productivity, satisfaction, absence, and turnover variables. However, its strongest legacy is that it provided the spark for research on organizational justice, which has more support in the literature.
Expectancy theory. Expectancy theory offers a powerful explanation of performance variables such as employee productivity, absenteeism, and turnover.
Recognize individual differences. Managers should be sensitive to individual differences.
Allow employees to participate in decisions that affect them. Employees can contribute to setting work goals, choosing their own benefits packages, and solving productivity and quality problems.
Link rewards to performance. Rewards should be contingent on performance, and employees must perceive the link between the two.
Use of psychometric assessments through universally accepted tests such as Workplace Big Five contribute huge value to various HRM processes such as competency based recruitment/ selection, performance and potential appraisal, competency mapping, assessment and development centres, training and development etc. The data obtained through such provides profound picture of the innate behavioral qualities of our human resources and help us make profitable people decisions.
Learn about the most effective assessments used in coaching such as Marston adjective-based DISC, psychological question-based Hogan or Harrison, MBTI, Strength Finder, EI tests, EUM for team work, 360 Feedback and Enneagram.
A Strategic Tool that identifies the major factors that influence and motivate employees to strive to improve their own and hence the organisation\'s performance.
This is the presentation which get a good credit from Miss Syahrina 'Adliana in FSPP for AM225. This file can be referred to get a good marks in case study. :D
A company is facing high attrition rate. The major concerns being motivation and attitude of the employees.
There might be no clear links between attitude and attrition, in this study we will try to assume some attitudes of employees that could lead to attrition in an organisation. And also discuss some motivational measures that could be used to reduce the attrition rate in the company.
The motivation theories in this chapter differ in their predictive strength. Here, we (1) review the most established to determine their relevance in explaining turnover, productivity, and other outcomes and(2) assess the predictive power of each.
Need theories. Maslow’s hierarchy, McClelland’s needs, and the two- factor theory focus on needs. None has found widespread support, although McClelland’s is the strongest, particularly regarding the relationship between achievement and productivity. In general, need theories are not very valid explanations of motivation.
Goal-setting theory. Clear and difficult goals lead to higher levels of employee productivity, supporting goal-setting theory’s explanation of this dependent variable
Reinforcement theory. This theory has an impressive record for predicting quality and quantity of work, persistence of effort, absenteeism, tardiness, and accident rates
Equity theory/organizational justice. Equity theory deals with productivity, satisfaction, absence, and turnover variables. However, its strongest legacy is that it provided the spark for research on organizational justice, which has more support in the literature.
Expectancy theory. Expectancy theory offers a powerful explanation of performance variables such as employee productivity, absenteeism, and turnover.
Recognize individual differences. Managers should be sensitive to individual differences.
Allow employees to participate in decisions that affect them. Employees can contribute to setting work goals, choosing their own benefits packages, and solving productivity and quality problems.
Link rewards to performance. Rewards should be contingent on performance, and employees must perceive the link between the two.
Use of psychometric assessments through universally accepted tests such as Workplace Big Five contribute huge value to various HRM processes such as competency based recruitment/ selection, performance and potential appraisal, competency mapping, assessment and development centres, training and development etc. The data obtained through such provides profound picture of the innate behavioral qualities of our human resources and help us make profitable people decisions.
Learn about the most effective assessments used in coaching such as Marston adjective-based DISC, psychological question-based Hogan or Harrison, MBTI, Strength Finder, EI tests, EUM for team work, 360 Feedback and Enneagram.
Measurement is the first step that leads to control and eventually to improvement. If you cannot measure something, you cannot understand it. If you cannot understand it, you cannot control it. If you cannot control it, you cannot improve it.” ― H. James Harrington
Workplace surveys are one of the most common tools used to sense employee pulse and learn what is important to employees. They are generally used to measure satisfaction levels, concerns, and confidence at work. Surveys provide hidden insights on specific as well as broad issues that go unnoticed by the management.
However, conducting a survey is only the first step towards greater engagement. The biggest failure of a survey happens when a survey is conducted before any action is taken for the last survey conducted. Creating a plan to act on the results and implement changes that are visible to others is equally important.
5Personality, Intelligence, Attitudes, and EmotionsKnowl.docxalinainglis
5
Personality, Intelligence, Attitudes, and Emotions
Knowledge Objectives
After reading this chapter, you should be able to:
1. Define personality and explain the basic nature of personality traits, the Big Five, and other
traits important to organizational behavior.
2. Define intelligence and describe its role in the workplace.
3. Define an attitude and describe how attitudes are formed and how they can be changed.
Explainthe causes and consequences of job satisfaction and organizational commitment?
4. Discuss the role of emotions in organizational behavior and the concept of emotional
intelligence.
Exploring Behavior in Action
I Know She's Smart and Accomplished … But Does She Have
“Personality”?
Answer “true” or “false” to the following questions:
It's maddening when the court lets guilty criminals go free.
Slow people irritate me.
I can easily cheer up and forget my problems.
I am tidy.
I am not polite when I don't want to be.
I would like the job of a race car driver.
My teachers were unfair to me in school.
I like to meet new people.
The way you answer these questions, or similar items, could determine whether you get the job or not.
These questions are examples of the types found on personality tests commonly used to hire people
for jobs. One survey found that over 80 percent of employers reported using some form of personality
test when hiring employees. Another survey found that 29 percent of adults aged 18 to 24 took a
personality test in the past two years in order to be considered for a job. One of the largest testing
companies, Unicru (now a part of Kronos), tested over 11 million candidates in one year for companies
such as Universal Studios. Personality testing has taken the employment field by storm. Employers are
no longer relying only on stellar resumes and amazing experience; they also care about whether an
applicant has the right temperament to carry out the job and fit in with the organization. “Although
personality-based testing has been around for years, it's now in the spotlight,” said Bill Byham, CEO of
Development Dimensions International, a consulting firm that is a leader in the personality testing field.
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So, what are the right answers? That depends on what the employer is looking for. Common things
that employers look for are conscientiousness, ability to handle stress, ability to get along with others,
potential leadership, problem-solving style, and service orientation. Different employers look for
different personality profiles, and often it depends on the job being sought.
For example, Karen Schoch, who hires employees for Women & Infants Hospital of Rhode Island,
states, “A person must be quali.
Discover how the science of PI has helped businesses for over 60 years use analytics to increase sales, recruit the right talent, reduce turnover, and motivate their teams.
Employee engagement adds value to any organization. It can make a difference to the individual employee as well as the business as a whole. HR has a significant role in promoting the linkages between the company’s leadership, objectives, and employees. In these slides, we discuss HR’s role in employee engagement.
The Apollo Personality Test is an online personality test supported by our Psychologists in Hong Kong and Singapore and partners across Asia. Designed to measure personality, work preferences, motivations, and values, Apollo is used to help decisions involving recruitment and selection, training and development, and careers advice.
Rationale behind the Apollo Personality Test
Building on established psychological theories and a model of excellence put forward in the Karpin report “Enterprising Nation”, the Apollo Profile is a comprehensive psychometric test. Designed from the outset to be used internationally, the profile is different to other personality assessments in that it compares test-takers to a model of excellence rather than to the average person.
Human Resources:
-- Know where to find resources to support you in your decision-making.
-- Demonstrate HR professionalism in your role.
Understand the value of good HR practice
1. What is HR?
2. What does the HR department do?
3. Different perceptions of HR.
4. Understanding the different views of HR.
5. What and who does HR represents?
6. HR roles in small organisations.
7. HR roles in large organisations.
8. The professional principles:
i) Work matters
ii) People matter
iii) Professionalism matters
9. Types of HR practices.
10. Importance of data.
11. HR analytics & Predictive Analytics.
12. Ethics of data collection.
13. Examples of how HR can use data more ethically.
1. Overview Of Hogan Personality Assessments
There is a range of personality assessments provided by Hogan Assessments that assess individual
attributes that promote success, identify our internal drivers, and expose the behaviors that we
demonstrate when were suffering stress. Outlined below is an overview of several of the most
popular ones:
The Hogan Personality Inventory (HPI)
The Hogan Personality Inventory (HPI) is a personality assessment instrument that is intended to
evaluate normal personality as observed in the business environment. The HPI is used in employee
selection, personnel growth and for occupation-related mbti workshops decision-making.
Personality profiling with the HPI is an increasingly common practice for businesses in their
selection process. This is due to the HPI being a cost effective way to assess how much a candidate's
personality fits both the job criteria and the culture of the organisation. Because different
occupations require different personality characteristics, the HPI is used to assist decisions about
candidate selection, career development and career planning.
The HPI has been developed especially for the business community and was the initial assessment
tool of normal personality centred on the Five-Factor Model. The Five-Factor Model is a purely
descriptive model of personality built upon five broad domains of personality that are used by
modern day psychologists to describe human behaviour. These are: Openness, Conscientiousness,
Extraversion, Agreeableness, and Neuroticism (know as OCEAN in short).
The HPI gives information on what is called the bright side of personality. The bright side of our
personality refers to features that are demonstrated during social interactions that can help or
prevent a person achieving their objectives in their interactions, learning, life and in work.
Having been used in excess of 25 years to estimate employee performance, the HPI has become the
industry standard for measuring normal personality. The HPI has helped organizations to reduce
employee turnover, absenteeism, and underperforming customer service.
The Hogan Motives, Values Preferences Inventory (MVPI)
The Hogan Motives, Values Preferences Inventory (MVPI) psychometric test reveals a persons
intrinsic values that lead to decisions, as well as interests. This makes the MVPI an invaluable
approach for determining the kind of team, department and corporate culture in which the person
will perform best. This benefits the person in ensuring they are selecting the right environment in
which to work, and it benefits organisations by helping them to ensure that a new employees values
are in-line with those of the organisation. It also enables both person and organisation to predict
career success and career satisfaction.
The MVPI is developed from 80 years of academic research on motivation. It has 10 scales to
measure motives based upon a comprehensive business-based system of values. Values, preferences,
and interests are all motivational aspects: values are the most broad and abstract motive, and
interests are the most narrow and specific kind of motive.
Measures of motives, values, and interests through the MVPI are different from personality
2. measures. Personality measures (such as MBTI, HPI or HDS psychometric assessments) provide
insight as to how an employee may behave given a certain situation. Motives, values and interests
inventories instead provide an insight in to what a person feels the need to do.
Motives, values, and preferences are perceived to be largely stable; they tend to change very little as
a person grows older - what attracts you now will have the same effect you later.
The Hogan Development Survey (HDS)
The Hogan Development Survey (HDS) is a unique business-related personality assessment that
seeks to measure a persons impaired behavioural patterns.
HDS evaluates eleven personality-based performance risks that have the ability to hinder work
relationships and impede productivity. These performance hazards also have the capability to
restrain the general career potential of the person. These career derailers, as they are named, are in
effect instilled personality traits which affect upon the persons behaviour and actions.
Because of this it is a useful evaluation amongst senior executives whose actions are vital to the
business. It also provides in-depth information about interpersonal problems that are not always
easily identifiable in interviews. The HDS can help an employee recognise the important factors that
discern personalities and determine occupational achievement.
Many people refer to the Hogan Development Survey as identifying the Dark Side of a persons
behaviour. By this they mean the survey showing what we see when a person is in a situation where
they are under pressure.
When under stress or pressure, a person can display counterproductive tendencies. In normal
circumstances these tendencies or characteristics may actually be seen as strengths.
However, when a person comes under stress or pressure, which may include feeling irate, bored or
distracted, these performance risk factors may hinder a persons abilities, resulting to a decline in
relationships with customers, colleagues and managers. Virtually all employees will at some point
exhibit extreme behaviours, usually due to these circumstances. It is the odd occasions where we
show our dysfunctional behaviour that can have a high negative impact on our career.
The Hogan Development Survey assessment therefore provides valuable information that will
enhance an individuals self-awareness. This can lead them to be better placed to avoid the
detrimental consequences that are connected with these tendencies and characteristics. By
discovering these behaviour patterns it is therefore possible for the individual to compensate for
them through personal improvement.