Dynamics of Psychological Contracting
•
1 like•435 views
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.
Report
Share
Report
Share
![Defining…. ,[object Object],[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommended
Psychological Contract Creation
This document discusses the dynamics of psychological contract creation between employees and organizations. It focuses on how psychological contracts are formed rather than breached. The researchers propose that personal factors, social influence, and organizational influence shape how newcomers interpret promises, form expectations, and experience emotions during psychological contract creation. They plan to study these dynamics through interviews and a longitudinal diary study to gain insights into balanced psychological contract formation over time.
Psychological Contract & Selection
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.
Psychological Contract
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.
PSYCHOLOGICAL CONTRACT AND EFFECT ON MOTIVATION
the perceptions of the two parties, employee and employer, of what their mutual obligations are towards each other'
Motivating and retaining employees through an understanding of the psychologi...
The document discusses motivating and retaining employees through understanding the psychological contract between employers and employees. It defines the psychological contract as the informal, reciprocal, and perceived expectations and obligations between employers and employees. It contrasts this with the formal, written legal employment contract. It discusses how psychological contracts are established and their typical contents. It also discusses how breaches of the psychological contract, such as the employer reneging on promises, can negatively impact employee motivation, trust and retention. Finally, it discusses managing psychological contracts through recruitment, selection, appraisals and HR policies.
Psychological contract Human Resources
The document discusses the psychological contract, which refers to an employee's beliefs regarding the implicit promises between themself and their employer. These beliefs are shaped by organizational policies and culture. Psychological contracts are based on social exchange theory, where individuals help each other when the perceived benefits outweigh the costs. When an employer breaches the psychological contract by failing to fulfill promises, it can negatively impact the employee's emotions, relationship with the employer, performance, and likelihood of staying with the organization. Managing psychological contracts effectively requires clear communication from both the employer and employee.
Psychological Contract & Change
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.
Psychological contract
This document defines and discusses the concept of psychological contracts between employees and organizations. It begins by defining a psychological contract as an employee's perception of the promised outcomes from an organization in exchange for the employee's contributions. Psychological contracts can be transactional, focusing on short-term narrow obligations, or relational, emphasizing long-term broad promises. Advantages of honored psychological contracts include loyalty, empathy, open communication and satisfaction between employees and employers. However, psychological contracts also present disadvantages such as having no written agreement and potential for violations to feel like broken promises. The document concludes by linking to a YouTube video about psychological contracts.
Recommended
Psychological Contract Creation
This document discusses the dynamics of psychological contract creation between employees and organizations. It focuses on how psychological contracts are formed rather than breached. The researchers propose that personal factors, social influence, and organizational influence shape how newcomers interpret promises, form expectations, and experience emotions during psychological contract creation. They plan to study these dynamics through interviews and a longitudinal diary study to gain insights into balanced psychological contract formation over time.
Psychological Contract & Selection
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.
Psychological Contract
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.
PSYCHOLOGICAL CONTRACT AND EFFECT ON MOTIVATION
the perceptions of the two parties, employee and employer, of what their mutual obligations are towards each other'
Motivating and retaining employees through an understanding of the psychologi...
The document discusses motivating and retaining employees through understanding the psychological contract between employers and employees. It defines the psychological contract as the informal, reciprocal, and perceived expectations and obligations between employers and employees. It contrasts this with the formal, written legal employment contract. It discusses how psychological contracts are established and their typical contents. It also discusses how breaches of the psychological contract, such as the employer reneging on promises, can negatively impact employee motivation, trust and retention. Finally, it discusses managing psychological contracts through recruitment, selection, appraisals and HR policies.
Psychological contract Human Resources
The document discusses the psychological contract, which refers to an employee's beliefs regarding the implicit promises between themself and their employer. These beliefs are shaped by organizational policies and culture. Psychological contracts are based on social exchange theory, where individuals help each other when the perceived benefits outweigh the costs. When an employer breaches the psychological contract by failing to fulfill promises, it can negatively impact the employee's emotions, relationship with the employer, performance, and likelihood of staying with the organization. Managing psychological contracts effectively requires clear communication from both the employer and employee.
Psychological Contract & Change
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.
Psychological contract
This document defines and discusses the concept of psychological contracts between employees and organizations. It begins by defining a psychological contract as an employee's perception of the promised outcomes from an organization in exchange for the employee's contributions. Psychological contracts can be transactional, focusing on short-term narrow obligations, or relational, emphasizing long-term broad promises. Advantages of honored psychological contracts include loyalty, empathy, open communication and satisfaction between employees and employers. However, psychological contracts also present disadvantages such as having no written agreement and potential for violations to feel like broken promises. The document concludes by linking to a YouTube video about psychological contracts.
Psychological Contract and Organization: A Review Article
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.
Performance, Rewards and the New Psychological Contract
The document discusses the changing nature of the psychological contract between employers and employees. It describes how the "old deal" psychological contract, which emphasized job security in exchange for loyalty, has shifted to a "new deal" emphasizing flexible partnerships where employees gain skills in dynamic organizations in exchange for rewards. However, many employees now perceive the "real deal" as requiring more work for the same pay without trust or job security. The document examines research on employee commitment levels and the factors that influence commitment, such as rewards, growth opportunities, and work-life balance. It provides implications for human resource practices to establish a more balanced psychological contract that better meets employee expectations and needs.
Psychological contract
This document discusses how ethical values are playing an increasingly influential role in shaping employee attitudes and behaviors regarding the psychological contract between employees and organizations. It proposes expanding the interpretive framework for psychological contracts to include an "ideology-infused" perspective, where employees may seek contributions from their employer that align with societal values or principles beyond just individual or mutual benefits. Breach of the psychological contract could then occur if an organization fails to deliver on contributions involving benefits to broader society or ethical standards, even if there is no direct impact on the employee. The document examines how personal ethical values and shared understandings of organizational ethics form important frameworks for how employees interpret organizations' obligations and behaviors.
Psychological Contracts
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.
Organizational Behavior and Psychological Contracts Presentation
This document discusses organizational behavior and psychological contracts. It begins with definitions of organizational behavior and psychological contracts. It then explores the correlation between organizational behavior and psychological contracts, noting that psychological contracts guide how organizations structure behavior and relationships with employees. The document outlines different types of psychological contracts and challenges associated with changing psychological contracts, particularly for middle managers. It concludes with recommendations for organizations to be more proactive in managing psychological contracts through open communication and establishing trust to reduce the negative effects of unfulfilled obligations.
Psychological contracts
The document discusses the psychological contract, which refers to an individual's beliefs about the terms of their implicit agreement with their employer. It notes that misunderstandings are common since the contract is perceptual and dynamic. Violations can be inadvertent from different interpretations, from disruptions making the contract impossible to fulfill, or from one side breaching the agreement. Sources of violations include recruiters overpromising, managers saying one thing and doing another, and lack of support or follow through from others. Broken contracts can lead to outcomes like decreased trust, satisfaction, productivity, and increased turnover. The document suggests managing the contract by providing realistic expectations, frequent discussions, feedback, and accounting for changes over time.
Esssay. Relational vs Transactional psychological contracts
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.
Role of Psychological Contract in Organizational Development
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.
Psychological contract presentation
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.
organizational behavior chapter 3 OB.
This document discusses attitudes and job satisfaction. It defines the three components of an attitude as cognition, affect, and behavior. It explains that people generally seek consistency between their attitudes and behaviors. Job satisfaction is defined as a positive feeling about one's job. The main causes of job satisfaction are discussed as job conditions, personality, pay, and corporate social responsibility initiatives. Outcomes of job satisfaction include better job performance, organizational citizenship behaviors, customer satisfaction, and life satisfaction. The document also identifies four employee responses to dissatisfaction and implications for managers.
“PSYCHOLOGICAL CONTRACT:WHY SHOULD EMPLOYERS CARE ABOUT IT IN THE 21st CENTURY?”
“PSYCHOLOGICAL CONTRACT:WHY SHOULD EMPLOYERS CARE ABOUT IT IN THE 21st CENTURY?”JIANGUANGLUNG DANGMEI
Abstract
Globalization and rapid technological development have led many organizations to change the management style following
mergers and acquisition, reshuffling and downsizing of the organizations. It has been suggested that these organizational
changes alter the nature of the psychological contract often leading to violation of psychological contract which are
associated with negative impacts on organizations and restricting to organizational growth. There is a crucial need for a
proper understanding of the psychological contract and intense exploration in the organizations following the rapid changes
in the business environment as the contents of the psychological contracts also changes over time from organization to
organization. This paper attempts to cast light on the need for constant renegotiation of the psychological contract in the 21st
century so that organizations should review the content of the psychological contract in organizations so as to harness its
benefits in the contemporary business.
Key Words: Psychological Contract, Organizational Changes, Violation of Psychological Contract, Organizational
Growth.Power and politics
Power refers to the ability to influence others. Sources of power in organizations include control over rewards, punishments, expertise, and resources. Expert power tends to be the most effective because it transfers knowledge and skills. Political behavior involves using power and influence to achieve personal goals and is more common when goals and authority are unclear. Effective political actors maintain open communication, clarify expectations, and encourage cooperation. Managing one's boss involves understanding their goals and style while developing a dependable relationship. Empowerment involves sharing power so employees believe in their ability to perform well and make an impact. Power is used most ethically when focused on group goals through participation and respecting others.
The application of ethics in power and politics
The document analyzes 5 case studies of conflict management in organizations that implemented in-house mediation schemes. It finds that mediation helped rebuild relations between disputants more quickly and at lower cost than traditional procedures. However, barriers included resistance from managers and difficulties maintaining mediation practices. Overall mediation did not seem to be integrated into a broader conflict management strategy in the organizations.
Power and politics
Power and politics are important dynamics in organizational behavior. Power is the ability to influence and achieve goals, even in the face of resistance from others. There are various sources of power, including reward power, coercive power, legitimate power, referent power, and expert power. Organizational politics involves the distribution of power and strategies for obtaining and retaining power. Conditions of scarce resources, ambiguous decisions, unclear goals, and change can increase organizational politics and political behavior.
Power & politics
Power refers to the ability to influence others through control of resources. It is an exchange relationship between an agent with power and a target to be influenced. Politics in organizations involves using power and social networks to benefit individuals or the organization. Organizational politics arises due to limited resources, ambiguous goals and decisions, and changing environments. It can have negative consequences like low job satisfaction, high stress, and goal displacement if used for personal gain rather than organizational objectives. Managing politics involves clearly defining jobs and rules to reduce ambiguity and favoritism, and ensuring rewards are based on objective performance criteria rather than political behavior.
Ratee Personality and Multi-rater Feedback
Certain personality traits, derailment risks, and values of ratees are associated with their multi-rater feedback outcomes. Day-to-day personality traits explained the most variance in ratings, followed by derailment risks and values. Ratees who were more emotionally stable, agreeable, and achievement-oriented tended to receive higher ratings, while those who were more volatile or socially interactive received lower ratings. The findings suggest a more holistic examination of personality is needed to understand multi-rater feedback and that not all derailment risks negatively impact outcomes.
power politics and ethics
hi, Iltaf Khokhar here public administration student at university of Sindh, Jamshoro
iltafh97@gmail.com
Power and politics in organization
A presentation on how managers acquire and use power in organisations and the impact of both power and politics in such organisations
What is organizational citizenship behavior (autosaved)
Organizational Citizenship Behavior (OCB) refers to discretionary behaviors by employees that are not required as part of their job but benefit the organization. These behaviors include altruism, courtesy, sportsmanship, conscientiousness, and civic virtue. Research found OCB to be positively related across manufacturing, banking, and IT organizations and that strengthening organizational culture can foster OCB. Perceptions of job insecurity may encourage behaviors intended to appear beneficial to the organization but that could be unethical. HR managers should be aware of this risk for employees feeling insecure.
Power and-authority
Power and-authority by Liladhar Sankhala From Jodhpur
+919784865232
Mail id. - Ldborn2win@gmail.com
Socialization
The document discusses social psychological concepts related to identity development and socialization. It describes key variables that shape one's sense of self, such as value orientation, self-esteem, gender identity, and social conditions that influence identity. The document also discusses socialization agents like family, peers, school, and media, as well as theories of socialization and development from theorists like Freud, Mead, and Kohlberg.
SOC 463/663 (Social Psych of Education) - Socialization
This document discusses socialization and its key agents. It begins by defining socialization as the lifelong process of inheriting and disseminating norms, customs, and ideologies to provide individuals with the skills to participate in their society. It then discusses three main agents of socialization: peers, parents, and schools. For peers, it describes how peer groups influence individuals through normative and informational social influence. For parents, it outlines how parenting practices, expectations, and the parent-child relationship shape children's development. For schools, it notes one goal of education is assimilation, preparing students to function successfully in existing social systems.
More Related Content
What's hot
Psychological Contract and Organization: A Review Article
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.
Performance, Rewards and the New Psychological Contract
The document discusses the changing nature of the psychological contract between employers and employees. It describes how the "old deal" psychological contract, which emphasized job security in exchange for loyalty, has shifted to a "new deal" emphasizing flexible partnerships where employees gain skills in dynamic organizations in exchange for rewards. However, many employees now perceive the "real deal" as requiring more work for the same pay without trust or job security. The document examines research on employee commitment levels and the factors that influence commitment, such as rewards, growth opportunities, and work-life balance. It provides implications for human resource practices to establish a more balanced psychological contract that better meets employee expectations and needs.
Psychological contract
This document discusses how ethical values are playing an increasingly influential role in shaping employee attitudes and behaviors regarding the psychological contract between employees and organizations. It proposes expanding the interpretive framework for psychological contracts to include an "ideology-infused" perspective, where employees may seek contributions from their employer that align with societal values or principles beyond just individual or mutual benefits. Breach of the psychological contract could then occur if an organization fails to deliver on contributions involving benefits to broader society or ethical standards, even if there is no direct impact on the employee. The document examines how personal ethical values and shared understandings of organizational ethics form important frameworks for how employees interpret organizations' obligations and behaviors.
Psychological Contracts
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.
Organizational Behavior and Psychological Contracts Presentation
This document discusses organizational behavior and psychological contracts. It begins with definitions of organizational behavior and psychological contracts. It then explores the correlation between organizational behavior and psychological contracts, noting that psychological contracts guide how organizations structure behavior and relationships with employees. The document outlines different types of psychological contracts and challenges associated with changing psychological contracts, particularly for middle managers. It concludes with recommendations for organizations to be more proactive in managing psychological contracts through open communication and establishing trust to reduce the negative effects of unfulfilled obligations.
Psychological contracts
The document discusses the psychological contract, which refers to an individual's beliefs about the terms of their implicit agreement with their employer. It notes that misunderstandings are common since the contract is perceptual and dynamic. Violations can be inadvertent from different interpretations, from disruptions making the contract impossible to fulfill, or from one side breaching the agreement. Sources of violations include recruiters overpromising, managers saying one thing and doing another, and lack of support or follow through from others. Broken contracts can lead to outcomes like decreased trust, satisfaction, productivity, and increased turnover. The document suggests managing the contract by providing realistic expectations, frequent discussions, feedback, and accounting for changes over time.
Esssay. Relational vs Transactional psychological contracts
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.
Role of Psychological Contract in Organizational Development
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.
Psychological contract presentation
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.
organizational behavior chapter 3 OB.
This document discusses attitudes and job satisfaction. It defines the three components of an attitude as cognition, affect, and behavior. It explains that people generally seek consistency between their attitudes and behaviors. Job satisfaction is defined as a positive feeling about one's job. The main causes of job satisfaction are discussed as job conditions, personality, pay, and corporate social responsibility initiatives. Outcomes of job satisfaction include better job performance, organizational citizenship behaviors, customer satisfaction, and life satisfaction. The document also identifies four employee responses to dissatisfaction and implications for managers.
“PSYCHOLOGICAL CONTRACT:WHY SHOULD EMPLOYERS CARE ABOUT IT IN THE 21st CENTURY?”
“PSYCHOLOGICAL CONTRACT:WHY SHOULD EMPLOYERS CARE ABOUT IT IN THE 21st CENTURY?”JIANGUANGLUNG DANGMEI
Abstract
Globalization and rapid technological development have led many organizations to change the management style following
mergers and acquisition, reshuffling and downsizing of the organizations. It has been suggested that these organizational
changes alter the nature of the psychological contract often leading to violation of psychological contract which are
associated with negative impacts on organizations and restricting to organizational growth. There is a crucial need for a
proper understanding of the psychological contract and intense exploration in the organizations following the rapid changes
in the business environment as the contents of the psychological contracts also changes over time from organization to
organization. This paper attempts to cast light on the need for constant renegotiation of the psychological contract in the 21st
century so that organizations should review the content of the psychological contract in organizations so as to harness its
benefits in the contemporary business.
Key Words: Psychological Contract, Organizational Changes, Violation of Psychological Contract, Organizational
Growth.Power and politics
Power refers to the ability to influence others. Sources of power in organizations include control over rewards, punishments, expertise, and resources. Expert power tends to be the most effective because it transfers knowledge and skills. Political behavior involves using power and influence to achieve personal goals and is more common when goals and authority are unclear. Effective political actors maintain open communication, clarify expectations, and encourage cooperation. Managing one's boss involves understanding their goals and style while developing a dependable relationship. Empowerment involves sharing power so employees believe in their ability to perform well and make an impact. Power is used most ethically when focused on group goals through participation and respecting others.
The application of ethics in power and politics
The document analyzes 5 case studies of conflict management in organizations that implemented in-house mediation schemes. It finds that mediation helped rebuild relations between disputants more quickly and at lower cost than traditional procedures. However, barriers included resistance from managers and difficulties maintaining mediation practices. Overall mediation did not seem to be integrated into a broader conflict management strategy in the organizations.
Power and politics
Power and politics are important dynamics in organizational behavior. Power is the ability to influence and achieve goals, even in the face of resistance from others. There are various sources of power, including reward power, coercive power, legitimate power, referent power, and expert power. Organizational politics involves the distribution of power and strategies for obtaining and retaining power. Conditions of scarce resources, ambiguous decisions, unclear goals, and change can increase organizational politics and political behavior.
Power & politics
Power refers to the ability to influence others through control of resources. It is an exchange relationship between an agent with power and a target to be influenced. Politics in organizations involves using power and social networks to benefit individuals or the organization. Organizational politics arises due to limited resources, ambiguous goals and decisions, and changing environments. It can have negative consequences like low job satisfaction, high stress, and goal displacement if used for personal gain rather than organizational objectives. Managing politics involves clearly defining jobs and rules to reduce ambiguity and favoritism, and ensuring rewards are based on objective performance criteria rather than political behavior.
Ratee Personality and Multi-rater Feedback
Certain personality traits, derailment risks, and values of ratees are associated with their multi-rater feedback outcomes. Day-to-day personality traits explained the most variance in ratings, followed by derailment risks and values. Ratees who were more emotionally stable, agreeable, and achievement-oriented tended to receive higher ratings, while those who were more volatile or socially interactive received lower ratings. The findings suggest a more holistic examination of personality is needed to understand multi-rater feedback and that not all derailment risks negatively impact outcomes.
power politics and ethics
hi, Iltaf Khokhar here public administration student at university of Sindh, Jamshoro
iltafh97@gmail.com
Power and politics in organization
A presentation on how managers acquire and use power in organisations and the impact of both power and politics in such organisations
What is organizational citizenship behavior (autosaved)
Organizational Citizenship Behavior (OCB) refers to discretionary behaviors by employees that are not required as part of their job but benefit the organization. These behaviors include altruism, courtesy, sportsmanship, conscientiousness, and civic virtue. Research found OCB to be positively related across manufacturing, banking, and IT organizations and that strengthening organizational culture can foster OCB. Perceptions of job insecurity may encourage behaviors intended to appear beneficial to the organization but that could be unethical. HR managers should be aware of this risk for employees feeling insecure.
Power and-authority
Power and-authority by Liladhar Sankhala From Jodhpur
+919784865232
Mail id. - Ldborn2win@gmail.com
What's hot (20)
Psychological Contract and Organization: A Review Article
Psychological Contract and Organization: A Review Article
Performance, Rewards and the New Psychological Contract
Performance, Rewards and the New Psychological Contract
Organizational Behavior and Psychological Contracts Presentation
Organizational Behavior and Psychological Contracts Presentation
Esssay. Relational vs Transactional psychological contracts
Esssay. Relational vs Transactional psychological contracts
Role of Psychological Contract in Organizational Development
Role of Psychological Contract in Organizational Development
“PSYCHOLOGICAL CONTRACT:WHY SHOULD EMPLOYERS CARE ABOUT IT IN THE 21st CENTURY?”
“PSYCHOLOGICAL CONTRACT:WHY SHOULD EMPLOYERS CARE ABOUT IT IN THE 21st CENTURY?”
What is organizational citizenship behavior (autosaved)
What is organizational citizenship behavior (autosaved)
Viewers also liked
Socialization
The document discusses social psychological concepts related to identity development and socialization. It describes key variables that shape one's sense of self, such as value orientation, self-esteem, gender identity, and social conditions that influence identity. The document also discusses socialization agents like family, peers, school, and media, as well as theories of socialization and development from theorists like Freud, Mead, and Kohlberg.
SOC 463/663 (Social Psych of Education) - Socialization
This document discusses socialization and its key agents. It begins by defining socialization as the lifelong process of inheriting and disseminating norms, customs, and ideologies to provide individuals with the skills to participate in their society. It then discusses three main agents of socialization: peers, parents, and schools. For peers, it describes how peer groups influence individuals through normative and informational social influence. For parents, it outlines how parenting practices, expectations, and the parent-child relationship shape children's development. For schools, it notes one goal of education is assimilation, preparing students to function successfully in existing social systems.
Socialization Approaches
The document discusses approaches to organizational socialization. It describes three phases of socialization: anticipatory socialization, encounter, and metamorphosis. Anticipatory socialization occurs before entering an organization and includes learning about occupations and organizations in general. The encounter phase occurs when a new employee joins and must adapt to the new role and culture. Metamorphosis occurs when the employee has transitioned to an insider. The socialization process involves both the organization influencing the individual and the individual attempting to change aspects of the organization. Models of socialization and the content that must be learned, such as role-related and cultural information, are also summarized.
Indigenous,cultural,and cross cultural psychology
This document discusses indigenous, cultural, and cross-cultural psychology by analyzing culture, ecology and cultural adaptation, epistemology, and phenomenology. It describes three approaches to explaining cultural differences - universalist, contextualist, and integrationist. The integrationist approach involves either indigenizing theories from without through external imposition, or from within through an indigenous bottom-up approach. Culture is analyzed using either a derived etic top-down approach or an indigenous bottom-up approach. Ecology and human adaptation to the environment also influence cultural differences. Epistemology and phenomenology vary widely across cultures. The document advocates for indigenous psychologies to develop theories internally and understand phenomena from an insider perspective rather than imposing external frameworks.
Ethnocentrism & Enculturation: a Cross-cultural Psychology Perspectives
Ethnocentrism & Enculturation: a Cross-cultural Psychology PerspectivesSinauonline - The Passion of Learning
An introduction to Ethnocentrism & Enculturation from the Cross-cultural Psychology Perspectives. A Presentation summary based on the book from Matsumoto, D. & Juang, L. (2007). Culture and Psychology (4th Ed.). Wadsworth.Chapter04
The document discusses socialization and the various agents that influence it. It covers topics like the role of socialization, the development of self, socialization throughout the life course, and key agents of socialization like family, schools, peers, media, and the workplace. It also discusses sociological approaches to understanding socialization and compares childcare policies around the world.
Deviant workplace behavior
This study examines how personality traits moderate the relationship between organizational justice and workplace deviance. It hypothesizes that the relationship will be stronger for individuals lower in socialization and higher in impulsivity. The study surveys 151 employed undergraduate students, measuring their perceptions of distributive, procedural, and interactional justice, involvement in deviant behaviors, socialization, impulsivity, and demographics. It aims to contribute to research on workplace deviance by taking an interactional approach considering both situational and individual factors.
Socialization
1. Socialization is the lifelong process through which individuals acquire identities and skills needed to function in society. It occurs through social interaction and differs across cultures.
2. Major agents of socialization include family, schools, peers, and mass media. They socialize individuals on norms, values, and roles according to factors like gender and race.
3. Socialization is a continuous process that occurs throughout the life stages of infancy, childhood, adolescence, and adulthood as individuals take on new social roles and statuses. Resocialization may occur voluntarily or involuntarily.
AQA GCSE Sociology - Socialization
Socialization is the lifelong process by which individuals learn the norms, values, behaviors, and social skills needed to function in society. It involves both primary socialization by families and secondary socialization by other institutions like schools and peer groups. Gender socialization begins in early childhood and involves learning different norms for masculine and feminine behavior through canalization. Social control regulates behavior and conformity through both informal socialization processes like praise and sanctions as well as formal systems like criminal laws and courts.
Viewers also liked (9)
SOC 463/663 (Social Psych of Education) - Socialization
SOC 463/663 (Social Psych of Education) - Socialization
Ethnocentrism & Enculturation: a Cross-cultural Psychology Perspectives
Ethnocentrism & Enculturation: a Cross-cultural Psychology Perspectives
Similar to Dynamics of Psychological Contracting
The Affect Of Psychologıcal Contract To The Level Of Burnout Amongst The Admı...
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.
A Review of Emotional Intelligence and Conflict Management Styles Towards Lea...
A Review of Emotional Intelligence and Conflict Management Styles Towards Lea...IJCSIS Research Publications
Factors such as; Past rivalry, personality,
ego, attitude and approach affect the relationship
between emotional intelligence and conflict and
clash formation. Conflict arises due to a person’
related problems like he thinks he is everything, his
style of dealing and behaviour, his thinking and
opinions etc. The fundamental factors of the link
between emotional intelligence and policy of
conflict management are identified as;
communication and mutual relationships, interest
for self, interest for others and shifting and reperception
of the clash situation. As conflicts can
have both positive and negative impacts on
organizations, so it's the duty of management to
control the role of conflicts by bringing effective
leadership for the better and success of the
organization. The role should be made and strategy
should be applied in such a way that it can
minimize the conflict and positive steps in term of
leadership among the staff. This review will
highlight the present consideration of emotional
intelligence (EI) and management styles toward the
leadership for the exploration of key areas and
lighter for the future direction.Chapter 04 Summary
This document summarizes key topics related to emotions, attitudes, and job satisfaction discussed in Chapter 4. It defines emotions and how they differ from attitudes. It describes how attitudes were traditionally viewed as rational but emotions also influence them. It discusses emotional labor, emotional intelligence, job satisfaction, organizational commitment, and psychological contracts.
Managing in the individual
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.
Performance beyond the_predictable
This document discusses the psychological contract (PC) and its role in driving extraordinary performance in organizations. The PC refers to unwritten employee expectations and obligations regarding the employment relationship. It exists uniquely for each employee based on their perceptions. The PC is shaped by "contract makers" like managers, mentors, and coworkers through both verbal and nonverbal communications. Managing the PC effectively is important for organizations to leverage in times of uncertainty, as high levels of trust between employees and managers can lead to extraordinary performance beyond predictable targets. The document provides a model and assessment tools for evaluating and strengthening the PC.
The Effects of Psychological Contract Breach on Job Outcomes.pdf
This study examined the effects of psychological contract breach on job satisfaction, intention to remain, perceived organizational support, and organizational citizenship behaviors. Psychological contracts refer to unwritten beliefs employees hold regarding reciprocal obligations between themselves and their employer. The study investigated whether the impact of psychological contract breach differed depending on whether employees held transactional or relational psychological contracts. 89 part-time and full-time employees completed surveys measuring psychological contract breach and its effects on various job outcomes. Results showed psychological contract breach negatively impacted job satisfaction, intention to remain, and perceived organizational support. Additionally, the type of psychological contract moderated the effects of breach on perceived organizational support and organizational citizenship behaviors.
The Effects of Psychological Contract Breach on Job Outcomes (1).pdf
This document discusses a thesis that examined the effects of psychological contract breach on job outcomes. A psychological contract refers to unwritten reciprocal obligations between employees and their organization. The thesis studied how breaching these contracts impacted employee job satisfaction, intention to remain, perceived organizational support, and organizational citizenship behaviors. It also looked at whether these effects differed depending on if employees had a transactional or relational psychological contract. The thesis presented findings that psychological contract breach significantly reduced job satisfaction, intention to remain, and perceived organizational support. It also found interactions between contract breach and contract type for perceived organizational support and organizational citizenship behaviors.
Respond by Day 5 to at least one of your colleagues who chose a diff
Respond by Day 5 to at least one of your colleagues who chose a different topic related to consultancy contracts in one or more of the following ways: Expand on your colleague’s posting.
Colleagues Post
The OD contract important in regards to general organizational development as it helps frame the expectations, emotional responses to procedural changes, and relationships within an organization. Two critical aspects of the OD contract is its design and its focus (situational or dispositional). The design of a contract influences the expectations, relationship, behavior, and emotions people experience while participating in the organization. The level and kind (i.e. positive or negative) reactions to change, as well as expectations for roles and the larger organization strongly depend on the person, team, or organization’s perspective. This is our second element, focus, which outlines how an individual naturally tend towards one of two styles (promotional or preventative), though accepts the influence a situation can bring. The promotional style is a more creative and optimistic perspective, whereas the preventative perspective is more conservative and strategic. Similar to design, the contract, person, team and organization’s relationships, psychological reaction, and behaviors (Weber and Mayer, 2011). Both an OD contract’s design and focus have the ability to create positive or negative outcomes for an organization, as well as the individuals working within it.
The client-consultant relationship benefits from a clear understanding of their partner’s expectations, role, organizational contract design, and perspective as it provides transparency and the opportunity for a strong and sustainable relationship (Brown, 2011). Without an OD contract that clearly outlines its design, there is the risk of miscommunication and contention between partners, as was demonstrated in Davis’ Fresno case (2013). Without a clear understanding of the focus, and whether it aligns with a promotional or preventative perspective, there is the risk of misalignment between partners’ responses to variables and expectations (Weber and Mayer, 2011). The relationship between client and consultant depends on transparency, honesty, and trust. Without having a clear view of how the relationship is framed, neither partner will know what to expect. Without having a transparent understanding of how they will respond to situations, partners will have difficulty working together to accomplish goals. Finally, without having a clear point of view of how the partners may emotionally respond to working with one another through the change process, there will be difficulty addressing the true focus of change and continuing a sustainable relationship.
reference
Davis, L. (2013). Fresno disputes Wilshire’s “unreasonable” charge.
Money Management Letter,
109
.
Retrieved from
https://web-a-ebscohost-com.ezp.waldenulibrary.org/ehost/detail/detail?vid=1&sid=ed9cf89c-9891-48e ...
Organisational Behavioural Theories Essay
Organizational behaviour theories have developed over the last century as scholars sought to understand how work can be done most effectively. Early 20th century theories like Taylor's focused on financial incentives to increase productivity, but underestimated other human motivators. Modern theories recognize that motivation has intellectual, affective, and social aspects beyond just money. As the global environment changes, organizations must adapt theories to remain relevant and effective.
James E
1. Public relations can be evaluated at multiple levels, from individual communication programs to the overall organization and society.
2. At the program level, research methods like surveys and focus groups are used to measure how communication affects awareness, attitudes, and behaviors.
3. At the organizational level, the quality of relationships with stakeholders over the long-term is evaluated by measuring trust, control mutuality, commitment, and satisfaction.
4. A organization's reputation emerges from its performance and relationships with stakeholders, and is best measured using open-ended questions about cognitive representations.
Employee relation
Employee relations encompass the formal and informal relationships between managers and employees. The key goals of employee relations are to gain employee commitment to organizational goals, ensure acceptance and implementation of organizational change, and resolve conflicts. Employee relations involve players such as employers, employees, unions, and public bodies. Mechanisms for managing employee relations include consultation, participation, communication, collective bargaining, and legal regulation. Employee relations are also influenced by external factors such as the labor market and government policies.
Jurnal 6
Artikel ilmiah ini adalah pengembangan dari tugas individual penulis saat S2 di The Hague Univ. Fokus tulisan ini adalah pada metode praktis untuk mengaplikasikan keterampilan komunikasi pada level organisasi atau perusahaan, terutama strategi pelaksanaan dialog dengan stakeholder.
Artikel ini sebelumnya telah dipublikasikan pada jurnal ilmiah inspirasi. Univ. Muhammadiyah Bengkulu. ISSN 0854-4808.
Paper 1 final
This study examined the effects of psychological contract violation on the employee-employer relationship at KETEPA Limited in Kericho, Kenya. The study was motivated by changing employment trends including an increase in short-term contracts and loss of job security, which have redefined career expectations and the employment relationship. The study adopted Organizational Support Theory and used both qualitative and quantitative methods to collect data through questionnaires, interviews, and a sample of 180 employees across KETEPA's departments. The results found that psychological contract violation negatively impacts the relationship between employees and employers by reducing trust and commitment. This information can help organizations improve their psychological contracts to better meet employee expectations and exchange relationships.
Attitude
1. An attitude is a predisposition to respond in a certain way to people and things. It has three components: cognitive, affective, and behavioral.
2. Cognitive dissonance occurs when a person's attitude and behavior are inconsistent, causing discomfort. People aim to reduce dissonance.
3. Attitudes can predict behaviors when moderating variables like attitude importance and social pressures are considered. Past behavior also informs present attitudes.
A Research study on Building Organizational Trust
A concise research done on how important it is to build effective trustworthy environment in an organization.
interview and methodology
This document summarizes an interview methodology for a research study on perceived injustices during organizational change. The study will interview 48 people from different organizations who experienced change as either recipients or leaders. Participants will be asked 10 questions about their perceptions of fairness in the change process and whether these perceptions caused any emotional responses. Responses will be analyzed to understand the relationship between perceived injustices like distributive, procedural, informational, and interpersonal injustices and the negative emotions they provoke. The goal is to learn how perceived injustices influence change recipients and leaders. Interviews will last 20-30 minutes and follow semi-structured protocols to collect detailed accounts of changes and their impacts.
Essay On Employee Engagement
Employee relations involves maintaining relationships that contribute to productivity, motivation and morale. A key part of employee relations is preventing and resolving workplace problems involving individuals. To develop an effective employee relations strategy, an organization should integrate job performance and training. Performance management challenges include ensuring feedback flows both to managers on organizational results and to employees on individual performance. Leadership training can help address challenges in providing objective and constructive performance feedback.
Relationship between performance appraisal politics, organizational commitmen...
This document summarizes a study examining the relationship between performance appraisal politics, organizational commitment, and turnover intention. The study was conducted in the pharmaceutical industry in Pakistan. Data was collected through questionnaires from 10 companies, with a 90% response rate. The study found that perceptions of political motives in performance appraisals were negatively related to organizational commitment and positively related to turnover intention. Organizational commitment was also found to be negatively related to turnover intention.
Mission, Vision, Values Exercise Week 2 Due Wednesday 92618.docx
Mission, Vision, Values Exercise Week 2 Due Wednesday 9/26/18
A mission statement defines one’s purpose for existing. It describes the current existence if an organization/individual.
Answer the following questions to develop your mission statement:
1. What is my purpose in my life/profession?
2. What is unique or distinctive about what I can bring to my profession?
3. What philosophical issues, personal values, and priorities are important to my profession?
A vision statement refers to what one sees as its ideal future state. It articulates goals for the future existence of an organization/individual.
Answer the following questions to develop your vision statement:
1. What makes the HIM profession unique?
2. What inspires you to succeed every day?
3. What are your hopes for your professional path?
A values statement reflects the social and cultural beliefs of an organization/individual.
Answer the following question to develop your values statement:
1. What are your core values?
2. How do your core values align with the Benedictine Values?
References
Gonzalez, N. (2017, November). Build a leadership vision. Strategic Finance, 22-24.
Morrisey, G.L. (1992). Your personal mission statement: A foundation for your future. Training &
Development, 46(11), 71-74.
Oachs, P., & Watters, A. (2016). Health information management: Concepts, principles & practice (5th
Ed.). Chicago: American Health Information Management Association.
1-1
Copyright © 2017 Pearson Education, Inc.
Welcome to this Organizational Behavior course that uses the 17th edition of the textbook, Organizational Behavior by Robbins and Judge. This is considered among the most widely used OB textbooks in the world. Robbins and Judge are recognized as definitive aggregators of OB concepts, applications, and practices. The course and this book will provide you with a resource that will benefit you throughout your degree program and your professional life.
1
Attitudes
and Job Satisfaction
3
Copyright © 2017 Pearson Education, Inc.
Chapter 3: Attitudes and Job Satisfaction
2
Learning Objectives
Contrast the three components of an attitude.
Summarize the relationship between attitudes and behavior.
Compare the major job attitudes.
Define job satisfaction.
Summarize the main causes of job satisfaction.
Identify three outcomes of job satisfaction.
Identify four employee responses to dissatisfaction.
3-3
Copyright © 2017 Pearson Education, Inc.
After studying this chapter, you should be able to:
Contrast the three components of an attitude.
Summarize the relationship between attitudes and behavior.
Compare the major job attitudes.
Define job satisfaction.
Summarize the main causes of job satisfaction.
Identify three outcomes of job satisfaction.
Identify four employee responses to dissatisfaction.
3
Contrast the Three
Components of an Attitude
Attitudes are evaluative statements—either favorable or unfavorable—about objects, people, or.
Organizational Behavior And Organisational Behavior
Organizational behavior is the study of how individuals and groups act within organizations. It examines topics like leadership, motivation, communication, and organizational culture. Understanding organizational behavior can help managers predict employee actions and improve productivity. The document discusses how organizational behavior is relevant to management and involves studying human behavior in work contexts. It also provides an example of the learning culture present in the insurance company the author briefly worked at.
Similar to Dynamics of Psychological Contracting (20)
The Affect Of Psychologıcal Contract To The Level Of Burnout Amongst The Admı...
The Affect Of Psychologıcal Contract To The Level Of Burnout Amongst The Admı...
A Review of Emotional Intelligence and Conflict Management Styles Towards Lea...
A Review of Emotional Intelligence and Conflict Management Styles Towards Lea...
The Effects of Psychological Contract Breach on Job Outcomes.pdf
The Effects of Psychological Contract Breach on Job Outcomes.pdf
The Effects of Psychological Contract Breach on Job Outcomes (1).pdf
The Effects of Psychological Contract Breach on Job Outcomes (1).pdf
Respond by Day 5 to at least one of your colleagues who chose a diff
Respond by Day 5 to at least one of your colleagues who chose a diff
Relationship between performance appraisal politics, organizational commitmen...
Relationship between performance appraisal politics, organizational commitmen...
Mission, Vision, Values Exercise Week 2 Due Wednesday 92618.docx
Mission, Vision, Values Exercise Week 2 Due Wednesday 92618.docx
Organizational Behavior And Organisational Behavior
Organizational Behavior And Organisational Behavior
More from Ioannis Nikolaou
Έρευνα Επαγγελματικής Αποκατάστασης 2021
Έρευνας Επαγγελματικής Αποκατάστασης Αποφοίτων ΜΠΣ στη Διοίκηση Ανθρώπινου Δυναμικού ΟΠΑ 2021
Έρευνα επαγγελματικής αποκατάστασης αποφοίτων 2019
Έρευνα επαγγελματικής αποκατάστασης αποφοίτων 2019
Nikolaou HR Pro Recruitment Conference 2019
This document discusses the past, present, and future of technology in employee recruitment and selection. It covers how internet-based recruitment through company career sites, job boards, and applicant tracking systems has evolved. It also examines the increasing role of social networking websites and how cybervetting and artificial intelligence are changing screening. New technologies like digital interviewing, automated testing, and gamification are transforming selection. The use of big data and analytics could fundamentally change the talent identification process. However, valid evidence is still needed to ensure new technologies do not adversely impact applicants or result in unfair discrimination. The future may bring increased access to talent signals but also privacy concerns that could limit data use.
Σύγχρονες εξελίξεις στον χώρο της προσέλκυσης και επιλογής προσωπικού: ο ρόλο...
Παρουσίαση στο 1ο Διεθνές Συνέδριο του ΑΣΕΠ
Technology in Employee Recruitment and Selection
This document summarizes technology used in employee recruitment and selection processes. It discusses how internet-based tools like company career sites, job boards, and social networking websites have changed recruitment. It also examines applicant tracking systems, video CVs, resume parsing, and screening tools used to evaluate applicants. For selection, it outlines digital interviewing, automated testing, simulations, and how big data and analytics are used. Critical issues discussed include the equivalence and validity of these tools as well as privacy and legal concerns. The document concludes by proposing areas for future research.
Gamification in recruitment and selection
Georgiou, K. & Nikolaou, I. (2017). Gamification in recruitment and selection. In I. Nikolaou (2017): European Network of Selection Researchers (ENESER) Symposium; Recruitment in the Digital Era. 18th congress of the European Association of Work and Organizational Psychology (EAWOP), Dublin Ireland.
Serious gaming and applicants’ reactions; the role of openness to experience.
Nikolaou, I. & Georgiou, K. (2017). Serious gaming and applicants’ reactions; the role of openness to experience. In M. Armstrong, D. R. Sanchez & K. N. Bauer (2017): Gaming and Gamification IGNITE: Current Trends in Research and Application. 32nd Annual Conference of the Society for Industrial and Organizational Psychology, Orlando, USA
Serious gaming in employees’ selection process
This document discusses using serious gaming and gamification in employee selection processes. It presents research on developing a gamified situational judgement test (SJT) to assess skills like resilience, adaptability and flexibility. A study developed an SJT and tested its construct validity, then converted it into an online adventure game. A second study further examined the gamified assessment's construct validity. The research provides preliminary support for using gamification in selection and assessing skills through behavior elicitation. It suggests gamified assessments could improve selection processes and candidate experiences over traditional methods. More research is still needed on reliability, predictive validity and incremental validity.
Επαγγελματική Αποκατάσταση Αποφοίτων ΔΑΔ
Παρουσιάσονται τα αποτελέσματα της τελευταίας έρευνας επαγγελματικής αποκατάστασης των αποφοίτων του Μεταπτυχιακού Προγράμματος Σπουδών στην Διοίκηση Ανθρώπινου Δυναμικού του Οικονομικού Παν/μίου Αθηνών
The role of Positive Leadership in times of crisis
This document summarizes a presentation given by Kim Cameron at the Greece HR Conference in June 2014 on the role of positive leadership in times of crisis. Cameron discusses how focusing on organizational strengths or "abundance gaps" rather than weaknesses can help organizations flourish even during difficult times. She provides research showing that positive emotions, relationships, and energy networks can boost individual and organizational performance. While negative factors usually get more attention, Cameron argues that conscious efforts to focus on positivity are important for organizations. She cites research finding that cultivating an "abundance culture" in organizations is linked to greater effectiveness, profitability, quality and other positive outcomes.
More from Ioannis Nikolaou (20)
Έρευνα επαγγελματικής αποκατάστασης αποφοίτων 2019
Έρευνα επαγγελματικής αποκατάστασης αποφοίτων 2019
Σύγχρονες εξελίξεις στον χώρο της προσέλκυσης και επιλογής προσωπικού: ο ρόλο...
Σύγχρονες εξελίξεις στον χώρο της προσέλκυσης και επιλογής προσωπικού: ο ρόλο...
Serious gaming and applicants’ reactions; the role of openness to experience.
Serious gaming and applicants’ reactions; the role of openness to experience.
The role of Positive Leadership in times of crisis
The role of Positive Leadership in times of crisis
H επίδραση της κρίσης και του downsizing σε εργασιακές στάσεις και συμπεριφορές
H επίδραση της κρίσης και του downsizing σε εργασιακές στάσεις και συμπεριφορές
3ο Workshop: Προσέλκυση και Επιλογή σε Περιόδους Κρίσης
3ο Workshop: Προσέλκυση και Επιλογή σε Περιόδους Κρίσης
1ο Workshop: Διατήρηση και Παρακίνηση Ανθρώπινου Δυναμικού
1ο Workshop: Διατήρηση και Παρακίνηση Ανθρώπινου Δυναμικού
Διερευνώντας τις απαιτήσεις της Γενιας Υ από την καριέρα τους
Διερευνώντας τις απαιτήσεις της Γενιας Υ από την καριέρα τους
Παρακινώντας τους εργαζόμενους κατά τη διάρκεια δύσκολων καιρών
Παρακινώντας τους εργαζόμενους κατά τη διάρκεια δύσκολων καιρών
Recently uploaded
Generating privacy-protected synthetic data using Secludy and Milvus
During this demo, the founders of Secludy will demonstrate how their system utilizes Milvus to store and manipulate embeddings for generating privacy-protected synthetic data. Their approach not only maintains the confidentiality of the original data but also enhances the utility and scalability of LLMs under privacy constraints. Attendees, including machine learning engineers, data scientists, and data managers, will witness first-hand how Secludy's integration with Milvus empowers organizations to harness the power of LLMs securely and efficiently.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdf
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
Driving Business Innovation: Latest Generative AI Advancements & Success Story
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
Best 20 SEO Techniques To Improve Website Visibility In SERP
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
Project Management Semester Long Project - Acuity
Acuity is an innovative learning app designed to transform the way you engage with knowledge. Powered by AI technology, Acuity takes complex topics and distills them into concise, interactive summaries that are easy to read & understand. Whether you're exploring the depths of quantum mechanics or seeking insight into historical events, Acuity provides the key information you need without the burden of lengthy texts.
Skybuffer SAM4U tool for SAP license adoption
Manage and optimize your license adoption and consumption with SAM4U, an SAP free customer software asset management tool.
SAM4U, an SAP complimentary software asset management tool for customers, delivers a detailed and well-structured overview of license inventory and usage with a user-friendly interface. We offer a hosted, cost-effective, and performance-optimized SAM4U setup in the Skybuffer Cloud environment. You retain ownership of the system and data, while we manage the ABAP 7.58 infrastructure, ensuring fixed Total Cost of Ownership (TCO) and exceptional services through the SAP Fiori interface.
AI 101: An Introduction to the Basics and Impact of Artificial Intelligence
Imagine a world where machines not only perform tasks but also learn, adapt, and make decisions. This is the promise of Artificial Intelligence (AI), a technology that's not just enhancing our lives but revolutionizing entire industries.
Presentation of the OECD Artificial Intelligence Review of Germany
Consult the full report at https://www.oecd.org/digital/oecd-artificial-intelligence-review-of-germany-609808d6-en.htm
June Patch Tuesday
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
Building Production Ready Search Pipelines with Spark and Milvus
Spark is the widely used ETL tool for processing, indexing and ingesting data to serving stack for search. Milvus is the production-ready open-source vector database. In this talk we will show how to use Spark to process unstructured data to extract vector representations, and push the vectors to Milvus vector database for search serving.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAU
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
GraphRAG for Life Science to increase LLM accuracy
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slack
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
“Building and Scaling AI Applications with the Nx AI Manager,” a Presentation...
“Building and Scaling AI Applications with the Nx AI Manager,” a Presentation...Edge AI and Vision Alliance
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.Introduction of Cybersecurity with OSS at Code Europe 2024
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
Recently uploaded (20)
Generating privacy-protected synthetic data using Secludy and Milvus
Generating privacy-protected synthetic data using Secludy and Milvus
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdf
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdf
Driving Business Innovation: Latest Generative AI Advancements & Success Story
Driving Business Innovation: Latest Generative AI Advancements & Success Story
Best 20 SEO Techniques To Improve Website Visibility In SERP
Best 20 SEO Techniques To Improve Website Visibility In SERP
AI 101: An Introduction to the Basics and Impact of Artificial Intelligence
AI 101: An Introduction to the Basics and Impact of Artificial Intelligence
Presentation of the OECD Artificial Intelligence Review of Germany
Presentation of the OECD Artificial Intelligence Review of Germany
Building Production Ready Search Pipelines with Spark and Milvus
Building Production Ready Search Pipelines with Spark and Milvus
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAU
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAU
GraphRAG for Life Science to increase LLM accuracy
GraphRAG for Life Science to increase LLM accuracy
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slack
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slack
Nordic Marketo Engage User Group_June 13_ 2024.pptx
Nordic Marketo Engage User Group_June 13_ 2024.pptx
“Building and Scaling AI Applications with the Nx AI Manager,” a Presentation...
“Building and Scaling AI Applications with the Nx AI Manager,” a Presentation...
Introduction of Cybersecurity with OSS at Code Europe 2024
Introduction of Cybersecurity with OSS at Code Europe 2024
Dynamics of Psychological Contracting
- 1. The Potential Dynamics of Psychological Contracting during Selection and Socialization Tomprou M., Nikolaou I. & Bourantas D. Athens University of Economics and Business, Greece