A Handbook of Human Resource Management Practice
THE CHANGING NATURE OF THE PSYCHOLOGICAL CONTRACT Many commentators have delivered warnings about changes to the psychological c ...
Old New Relationship is pre- Relationship is mutual determined and imposed and negotiated You are who you work You are defined b ...
Hiltrop suggests that a new psychological contract is emerging – one that is more situational and short term and which assumes t ...
secure in their jobs. A majority (62 per cent) believe that management and workers are on the same side and only 18 per cent dis ...
reward systems and comprehensive communication and involvement processes will all contribute to a positive psychological contrac ...
The only area in which there was more dissatisfaction than satisfaction was pay. A higher proportion than might have been expect ...
Organizational behaviour People perform their roles within complex systems called organizations. The study of organizational beh ...
of individual motivation, job satisfaction, commitment and job engagement are then explored in Chapters 18 and 19 before reviewi ...
Characteristics of people To manage people effectively, it is necessary to understand the factors that affect how people behave ...
The headings under which personal characteristics can vary have been classified by Mischel (1981) as follows: ● competencies– ab ...
Intelligence Intelligence has been defined as: ● ‘the capacity to solve problems, apply principles, make inferences and perceive ...
positions to behave in certain ways in a variety of different situations. The assump- tion that people are consistent in the way ...
One of the most widely used type theories is that of Jung (1923). He identified four major preferences of people: ● relating to ...
work environment undoubtedly influences feelings and behaviour for each of these categories. Research cited by Arnold et al (199 ...
describe how people’s perceptions of the situation give it psychological significance and meaning. They suggested that the key e ...
lack of effort and not lack of ability. Low achievers tend not to link success with effort but to ascribe their failures to lack ...
ROLES When faced with any situation, eg carrying out a job, people have to enact a role in order to manage that situation. This ...
Role incompatibility Stress and poor performance may be caused by roles having incompatible elements, as when there is a clash b ...
● Judgements about people (attribution theory) – we all ascribe motives to other people and attempt to establish the causes of t ...
Motivation All organizations are concerned with what should be done to achieve sustained high levels of performance through peop ...
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