Advance Topics of HRM

1. 8 ADVANCED
TOPICS IN HRM
BY: MUHAMMAD ATHAR JAMIL (42811)

2. PRESENTATION SCHEME
1. JOB CRAFTING
2. POSITIVE AND EMOTIONAL INTELLIGENCE
3. SELF EFFICACY
4. PERSONALITY TRAITS
5. ORGANIZATIONAL CITIZENSHIP BEHAVIOR
6. DECISION MAKING
7. CYNICISM
8. ORGANIZATIONAL RELIGIOSITY
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3. JOB CRAFTING
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4. JOB CRAFTING
• From a choice of coffee to our clothes and cars, we personalize all aspects of our lives.
However, one area of our lives we are not often encouraged to personalize is our “Work”.
Research has shown when we personalize something, we value it up to two times more.
• Job crafting is a tailored approach initiated by employees through self encouragement to
proactively personalize their work as per context to make it better and easy for them.
• There are three prominent forms of Job Crafting:
1. Task Crafting: Making changes to the task and activities that make up a job, including
redesigning, adding or removing task, etc.
2. Relationship Crafting: Shaping how we connect with our colleagues and amplifying
relationships which matter to us
3. Cognitive Crafting: Accepting and promoting crafting mentality and thinking of doing
things creatively
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5. REORIENTING JOB CRAFTING RESEARCH: A HIERARCHICAL
STRUCTURE OF JOB CRAFTING CONCEPTS AND INTEGRATIVE REVIEW
Zhang & Parker (2018) presented a new three level model to improve understanding of and to address
disagreements about “Job Crafting” by using a blend of two distinct perspectives of Wrzesniewski and Dutton
(2001) - who proposed three types of crafting and Tims, Bakker, and Derks (2012) - who applied job demands
resources theory to propose four types.
The first and most important level distinguishes job crafting “Orientation” (Approach vs. Avoidance)
•Approach crafting involves actions and cognitions to increase positive aspects of work. When people
engage in approach crafting, they usually feel motivated and perform more effectively. It is proactive
behavior because it is self initiated, change oriented and future focused.
•Avoidance crafting involves withdrawing from negative aspects of work, such as when reducing linked
demands. Most of the time research shows avoidance crafting is associated with lower motivation and job
performance. Practically, it is a passive behavior.
The second level distinguishes job crafting from whether crafting is “Behavioral” i.e. Taking Actions or
“Cognitive” i.e. changing your thoughts.
The third level distinguishes job crafting content with respect to the “target” that crafting seeks to change,
notably “Job resources” or “Job demand”.
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6. THE JOB CRAFTING QUESTIONNAIRE: A NEW SCALETO MEASURETHE
EXTENTTO WHICH EMPLOYEES ENGAGE IN JOB CRAFTING
Slemp & Vella (2013) presented a new general 15-item questionnaire to be used to assess the extent to which
employees craft their jobs. It is consistent with the original model of job crafting conceptualized by
Wrzesniewski and Dutton (2001).
It allows researchers to assess the relationships between all three types of job crafting i.e. task, relational, and
cognitive forms and different employee outcomes such as Job satisfaction (+), strengths use (+), OCB (+), work
contentment (+), work enthusiasm (+), work related positive affect (+), and work related negative affect (-) etc.
This study addressed the theoretical gap by exploring all the three forms of job crafting affect over workplace
outcomes, and contributed to the limited available theory about the underlying mechanisms that explain how
they might affect these outcomes.
This new measure was statistically tested and found to have high internal consistency, reliability and validity.
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7. POSITIVE AND EMOTIONAL INTELLIGENCE
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8. POSITIVE AND EMOTIONAL INTELLIGENCE
• Emotions are intense feelings which are for a long term and are evidence based. These
originates in response to a stimulus thus correct mental labeling of stimulus can lead to a
right sensible physical arousal.
• Emotions can be regulated to achieve a better response as per context.
• Positive Intelligence is a God gifted ability that help in balancing between inner enemies
and inner sage.
• Emotional Intelligence is the ability and competence of an individual which helps in
recognition and regulation of emotions within oneself and others at appropriate time and
context.
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9. IMPACT OF EMOTIONAL INTELLIGENCE (EI) ON EMPLOYEE’S
PERFORMANCE INTELECOM SECTOR OF PAKISTAN
Shahzad et al. (2018) presented the relationship between four aspects of Emotional Intelligence (EI) i.e. Self
awareness, Self management, Social awareness &Relationship management and Employee performance. The
study was conducted in the context of Telecom Sector of Pakistan.
The study revealed that Social awareness and Relationship management have significant and positive
association with Employee’s performance. However, Self awareness and Self management were found to be in-
significant.
Implications:
•Self directed and motivated persons shall be given preference over unaware and unmanaged persons to
improve the retention level and quality of work.
•Telecom sector needs to outsource their hiring against call centre agents due to their huge strength and
processing.
•EI should be given high priority when it comes to promotion, performance, development and hiring of
individuals in Telecom Sector.
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10. DEVELOPMENT ANDVALIDATION OF A MEASURE OF EMOTIONAL
INTELLIGENCE
Schutte et al. (1997) presented a new 33-item questionnaire to be used to assess Emotional Intelligence. This
new scale represented three categories of EI i.e. appraisal and expression of emotion in the self and others,
regulation of emotion in the self and others and utilization of emotions in solving problems. It is consistent with
the original work conceptualized by Salovey and Mayer (1990).
It may help individuals to:
(a) Understand one of their own important characteristics so that they can better set goals and work
toward these goals;
(b) experience problems in areas related to emotional intelligence, such as difficulties in impulse control
or
(c) are considering entering settings or careers in which emotional intelligence is important.
This new measure was statistically tested and found to have high internal consistency, reliability and validity.
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11. SELF EFFICACY
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12. SELF EFFICACY
• Self efficacy is a psychological process of aligning the perceptions with appropriate
actions for better outcomes. It is an inner urge or self belief of individuals that they are
able to achieve anything.
• The expectation of positive response from the outer world in response to positive actions
of oneself keeps the individuals motivated and continuously putting best efforts into this
cognitive cause and effect relationship.
• It keeps improving through a continuous process of self exploration.
• Self efficacy complements occupational roles, boosts self confidence, improves emotional
stability and helps in Job crafting.
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13. SELF-EFFICACY AND HEALTH LOCUS OF CONTROL: RELATIONSHIP TO
OCCUPATIONAL DISABILITY AMONG WORKERS WITH BACK PAIN
Richard, Dionne & Nouwen (2011) conducted this study building upon Bandura’s self-efficacy theory.
Self-efficacy (SE) was taken as “worker’s (agent) confidence to return to his or her regular work (performance)”.
Health Locus of Control (HLC) construct was taken as “the worker’s beliefs that the health-related
results/outcomes are due to his or her behavior/ performance or to some external causes like chance, fate or
powerful others”
The results represents that both SE and HLC contributed to the possible outcomes of a return to work, however
self-efficacy was found to be more important than health locus of control to explain Return to Work in Good
Health.
Because self-efficacy is potentially modifiable, intervention focusing on enhancing self-efficacy may provide an
innovative approach for the management of patients with back pain.
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14. THE INFLUENCE OF OCCUPATIONAL SELF-EFFICACY ONTHE RELATIONSHIP OF
LEADERSHIP BEHAVIOR AND PREPAREDNESS FOR OCCUPATIONAL CHANGE
Birgit Schyns (2004) conducted this study to explore the relationship between Preparedness for Occupational
Change, Self-efficacy, and Leadership.
Self-efficacy influences preparedness for Occupational Change (OC) in its three stages:
1. Prior to OC: Self-efficacy serves as an enhancer for learning new jobs and is related to openness for
organizational change and to developmental activities.
2. During OC: Employees with high self-efficacy will persist longer when faced with obstacles in their new
tasks and will expend more effort.
3. After OC: Employees with high self-efficacy more easily adapt to these changes than employees with low
self-efficacy. They also apply more effort on the new task.
Leadership influences self-efficacy through: Mastery experience, Role model and Verbal persuasion. Supportive
leadership is thus important for employees self-efficacy in all stages of change.
Organizations that plan changes or that are in the middle of change processes need to pay particular attention
to their employees’ self-efficacy.
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15. PERSONALITYTRAITS
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16. PERSONALITYTRAITS
• Personality Traits are among one of the key predictors of individual's behavior but due to
its complex nature they are hard to study.
• Usually, Individuals assume multiple traits however one trait among them is always
dominant in a certain situation which is why individuals personality varies from situation
to situation. This dominant trait helps individuals to perform better.
• It is assumed that individuals can learn to express the right trait in accordance to the
situational cues they are exposed to thus to result in an appropriate action.
• The big five prominent traits includes Extroversion, Conscientiousness, Agreeableness,
Open to Experience, and Neuroticism.
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17. RELATIONSHIPS BETWEENTRAIT EMOTIONAL INTELLIGENCE AND
THE BIG FIVE INTHE NETHERLANDS
K.V. Petrides et al. (2010) conducted this study to investigate the relationship between trait emotional
intelligence (trait EI) and the Big Five personality dimensions (NEO-FFI – 60 Items) using the Dutch adaptation
of the short form of the Trait Emotional Intelligence Questionnaire (TEIQue – 30 Items).
Neuroticism was found to be the strongest correlate of trait EI in both samples, followed by Extraversion,
Conscientiousness, Agreeableness, and Openness to experience.
Regression analyses confirmed that the overlap between trait EI and the higher-order personality dimensions
exceeds 50%, even when the constructs are operationalized via shortened assessments.
The results were consistent with studies conducted with the full forms of the inventories in North America and
Britain and support the cross-cultural validity of the TEIQue-SF, and its suitability for the rapid assessment of
global trait EI and its four constituent factors of Emotionality, Self-control, Sociability, and Well-being.
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18. RESEARCH REPORTS
PROACTIVE PERSONALITY AND CAREER SUCCESS
Scott E. Seibert, J. Michael and Maria L. Kraimer (1999) conducted this study to investigate the relationship
between Proactive Personality and Career Success from a diverse set of occupations and organizations.
The study extend models of career success by adding a dispositional variable (individual characteristics) to the
array of variables associated with career success.
Proactive Personality is significantly & positively associated with both self-reported objective (salary and
promotions) and subjective indicators of career success (career satisfaction).
Proactive Personality explained additional variance in both objective and subjective career success even after
controlling for several relevant variables (demographic, human capital, motivational, organizational, and
industry) that have previously been found to be predictive of career outcomes.
These findings were consistent using both self-report and significant-other ratings of proactive personality.
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19. ORGANIZATIONAL CITIZENSHIP BEHAVIOR
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20. ORGANIZATIONAL CITIZENSHIP BEHAVIOR
• An individual’s self initiated discretionary behavior portrayed at workplace in addition to
the formally binding responsibilities/Behaviors for effective functioning of Organization.
• It is not recognized or rewarded by the formal evaluation systems of organization.
• There are three types of individuals at work i.e. Takers – Out there for themselves,
Matchers – Equity and Givers – Mutual Benefit.
• There are Good or Bad citizens in a society or an organization. Good ones cares for and
look for ways to help others.
• The Givers / Good Citizens are usually the ones who express positive Organizational
Citizenship behavior.
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21. ORGANIZATIONAL CITIZENSHIP BEHAVIOR INTHE PUBLIC SECTOR: A
SYSTEMATIC LITERATURE REVIEW AND FUTURE RESEARCH AGENDA
Lars Tummers et al. (2020) conducted a systematic literature review of organizational citizenship behavior
(OCB) in the public sector using 128 Articles taken from 47 Journals of Public Administration category.
Based on the available facts, the authors developed a framework of ANTECEDENTS (Organizational
commitment, Organizational justice, Public service motivation, Good leadership, Affective commitment),
OUTCOMES (Individual performance, Knowledge sharing, Workplace deviance), MEDIATORS (Organizational
commitment, Psychological empowerment, Organizational identification, Job satisfaction), and MODERATORS
(Intrinsic motivation, Justice, Norm of reciprocity) of OCB.
Public managers can use knowledge of organizational citizenship behavior (OCB) to stop negative behaviors and
enhance positive workplace behaviors. For example, practitioners can influence lower turnover rates,
lower rates of absence, and higher workplace trust.
Public managers should focus on cultivating positive environments for OCB. This research suggests that
employee characteristics (job satisfaction) and organizational characteristics (organizational justice) are
important factors for increasing OCB in the public sector.
Public managers can also learn how OCB can be increased by focusing on trust, organizational identification,
and psychological empowerment.
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22. ORGANIZATIONAL CITIZENSHIP BEHAVIORS: CRITICAL REVIEW OFTHEORETICAL
& EMPIRICAL LITERATURE & SUGGESTIONS FOR FUTURE RESEARCH
Philip M. Podsakoff et al. (2000) conducted this study to critically examine the literature on organizational
citizenship behavior and other, related constructs to resolve conceptual confusion about the nature of this
construct using articles published between 1983 and 1999.
OCB Dimensions: Helping Behavior, Altruism, Sportsmanship, OCB-i, Interpersonal Facilitation, Helping
Coworkers, Courtesy, Peacemaking, Organizational Loyalty, Organizational Compliance, Individual Initiative Etc.
Antecedents: Individual (or employee) characteristics, Employee Abilities and Individual Differences, task
characteristics, organizational characteristics, and leadership behaviors
Outcomes:
Enhancing coworker and managerial productivity;
Freeing up resources so they can be used for more productive purposes;
Reducing the need to devote scarce resources to purely maintenance functions;
Helping to coordinate activities both within and across work groups;
Strengthening the organization’s ability to attract and retain the best employees;
Increasing the stability of the organization’s performance;
Enabling the organization to adapt more effectively to environmental changes.
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23. DECISION MAKING
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24. DECISION MAKING
• Decision Making in other words is “Making the Right Choices”
• But, higher the choices, More difficult would be the Decision Making
• Our “Present” is the product of our choices made in the “Past”
• It is an on-going process and people keeps on making decisions consciously or reflexively
• Conscious Decisions are more Effortful, Systematic, Slow and Logical
• Phases of Systematic Decision making:
• Intelligence – Identifying and defining the problem
• Design – Problem structuring and generating alternate solutions
• Choice – Solving the problem by choosing the appropriate alternative solution
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25. STRATEGIC DECISION-MAKING PROCESSES:
THE ROLE OF MANAGEMENT AND CONTEXT
Vassilis M. Papadakis et al. (1998) conducted this study to investigates the relationship between the process of
strategic decision-making and management and contextual factors.
Results suggest that strategic DMPs are shaped by the interplay of decision specific, management,
environmental, and organizational factors.
Neither the external control model (environment), nor the strategic choice model (decision-makers), nor the
corporate inertial model (size), or the resource availability (performance), adequately explain actual strategic
decision-making behavior
The most striking finding was the dominant role of decision-specific characteristics in determining decision
processes.
The generic characteristics of Strategic Decision, such as its perceived magnitude of impact,
frequency/familiarity, its uncertainty, its threat/crisis component, and whether it emerges through discipline of
the planning system of the firm, significantly influence dimensions of the DMP, more than other environmental,
organizational, and managerial factors.
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26. AN EXAMINATION OF FACTORS ASSOCIATED WITHTHE INTEGRATION OF HUMAN
RESOURCE MANAGEMENT AND STRATEGIC DECISION MAKING
Nathan Bennett et al. (1998) conducted this study to explore the integration of the HR function with strategic
decision making and about the factors that influence integration or its subsequent effects.
The study provides evidence that top managers perceive a need to match HRM activities with strategy.
Specifically, top managers of analyzers (a balanced approach) recognize that the flexibilities demanded by their
strategic type are well-served by the inclusion of HRM contingencies in decision making.
No relationship found between integration and the amount of change in an organization’s size or labor market
munificence.
Integration was greater in organizations where top managers viewed employees as a strategic resource. This
would seem to suggest that integration is one logical mechanism through which to capitalize on any
competitive advantage this particular resource might provide.
The significant, negative association was found between integration and top management’s evaluation of the
HR function is cause for concern.
- While strategically managing human resources remains a promising tool to enhance the performance of
organizations, such a linkage is most likely not direct but rather embedded in a complex set of relationships
among key organizational characteristics.
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27. CYNICISM
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28. CYNICISM
• Cynicism is a condition in which individuals develop negative feelings about other
employees, peers, clients, or even an organization and seeks an opportunity to act
against them to maximize self-gain.
• Individuals are genetically programmed to be Cynical – self centered by birth
• Being Cynic is not a bad thing, but not accepting the reality and overcoming it is bad
• Cynic individuals attribute all the negativity and their own failures to others and tends to
take revenge
• Organizational injustice, Distrust, Knowledge hiding, Abusive leadership are some of the
major contributors that results in cynicism
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29. THE EFFECTS OF PSYCHOLOGICAL CONTRACT BREACH AND ORGANIZATIONAL
CYNICISM: NOT ALL SOCIAL EXCHANGEVIOLATIONS ARE CREATED EQUAL
Johnson and Kelly (2003) conducted this study in a banking sector to explore the differential effects on
employees attitudes and behaviors due to Organizational Cynicism (Ocy) and Psychological Contract breach
(PCB).
Building upon the Social Exchange theory, the authors argue that employees and employer is in a continuous
relationship of exchange wherein an undesired imbalance is considered a violation resulting in perceptions of
psychological contract breach and of organizational cynicism.
Only psychological contract breach was found to be significantly associated to performance, and absenteeism
(employees' behavioral responses)
Affective cynicism (emotional and sentimental responses towards the organization) partially mediated between
psychological contract breach, and organizational commitment & job satisfaction (Work attitudes)
Affective cynicism fully mediated the relationship between psychological contract breach and emotional
exhaustion, suggesting that cynical attitudes have negative consequences for the attitude holder
With regards to OCB, no relationship was found with PCB and OCy.
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30. ORGANIZATIONAL RELIGIOSITY
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31. ORGANIZATIONAL RELIGIOSITY
• It is individuals’ faith which is converted into belief and depicted through communication,
Personality and over all behavior.
• Each person is infused with their religion, or some sort of belief system and the majority
of the employees place a high value on it.
• It is inseparable and affects every choice a individual makes, whether at work or at home.
Therefore, it is necessary that a company would take into account the religious beliefs of
its employees.
• A religious accommodation is any adjustment made to the work environment that allow
an employee or applicant to practice his or her religion.
• It can help lower discrimination, increase inclusivity, boosts the workers' morale, and
results in improved performance at work.
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32. WHERE'STHE FAITH IN FAITH-BASED ORGANIZATIONS? MEASURES AND
CORRELATES OF RELIGIOSITY IN FAITH-BASED SOCIAL SERVICE COALITIONS
Helen Rose Ebaugh et al. (2006) conducted this study to explore religiosity – Faith factor in faith-based social
service coalitions (organizations)
Religiosity is a term that historically has been used to describe and measure variations in individuals' religious
commitments along more than a single dimension
The study indicates that religiosity is a multidimensional concept when applied to faith-based organizations.
Authors identified three discreet dimensions on which organizations vary in terms of religiosity:
-Service religiosity: the manner in which orgs. relate to clients
-Staff religiosity: the manner in which staff are hired and relate to one another
-Organizational religiosity: the public face that organizations present
-All dimensions are associated to Predicting variables (Religious Heterogeneity, Evangelism Scale, Proselytizing
As Goal, Total Income etc.) but not in uniform ways
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33. THANKYOU!