Leadership and Management
Course is a combination of:
! Organizational Behaviour (OB)
The impact that individuals, groups, and structures have on behaviour in organizations
! Human Resource Management (HRM)
Managers’ activities to attract and keep employees and ensure that they perform at a high level and in line with
organizational goals
! Still, main focus on people in organizations
Managing people: HR-systems and behavioural interviewing
In order to enhance an organization’s competitive advantage:
- Efficiency
- Quality
- Innovativeness
- Responsiveness to customers
We need to know:
- How to manage people
- How to develop organizational systems that facilitate these outcomes
Legal:
Equal Employment Opportunity (EEO)
!Equal job opportunity regardless gender, race, origin, religion, and disabilities
- Equal Pay Act (1963)
- Title VII of Civil Right Acts (1964)
- Age Discrimination in Employment Act (1967)
- Pregnancy Discrimination Act (1978)
- Americans with Disabilities Act (1990)
- Civil Rights Act (1991)
- Family and Medical Leave Act (1993)
How to manage employees?
HR system:
Recruitment
and Selection
Labor and Training and
Relations Development
Performance
Pay and Appraisal and
Benefits
Feedback
! All have to be well aligned
! Have to be consistent with the organizational architecture and organizational strategy and goals
1. Recruitment and Selection
! Attract and hire new employees
! Finding the right people (skills, abilities, experience) for the right jobs
, o Recruitment:
The activities managers engage in to develop a pool of qualified candidates for open positions
Determine
Human Resource Recruitment and
Planning Job Analysis
Selection Needs
" Human Resource Planning
Forecast of current and future needs (short and long term)
Demand and supply
Outsourcing/Offshoring[other country] (no new recruitment; flexibility and costs)
" Job Analysis
- Job description (identifying tasks, duties and responsibilities)
- Job specification (identifying knowledge, skills and abilities)
" External Recruitment (outside of organization)
" Internal Recruitment (within organization)
- Lateral moves (no major change in responsibility level)
- Promotions
o Selection:
Determining suitability of candidates and choosing the right person from the candidate pool
" Background Information (CVs, checks)
" References
" Paper-and-Pencil Tests
Background
- Ability test Information
- Personality test
" Physical ability tests
" Performance-simulation tests Interviews References
! Hands-on simulation
! High face validity
- Work Sample Tests: of part or all of job (e.g. role play) Selection
- Assessment centres: performance simulation for managerial
potential
- Situational judgment tests: Hypothetical performance Performance Paper-and-
Test Pencil Tests
evaluation
" Interviews
- Structured (same questions) !superior Physical
E.g. STAR interview (Situation, Task, Action, Results) Ability Tests
- Unstructured (as an conversation)
Tests need to be reliable and valid:
Reliability: degree to which a tool or test measures the same thing each time
!Scores on a selection test should be similar if it is taken on two different days
!Reliability of interviews can be checked by having 2+ interviewers
Validity: degree to which the tool measures what it purports to measure (i.e., accurately predicts performance on the job)
2. Training and Development
!Ensuring employees develop skills and abilities to perform effectively
!Before needs assessment (which employee needs what training/development)
Needs
Assessment
Training Development
Classroom On-the-Job Classroom On-the-Job Varied Work Formal
Instructions Training Apprenticeships Instructions Training Experiences Education
, o Training: (for current job)
" Classroom instructions
" On-the-job training
" Apprenticeships
o Development: (for new responsibilities and challenges)
" Classroom instructions
" On-the-job training
" Varied work experience
Mentor support:
!Career support (guidance, exposure and visibility, coaching, protection, challenging)
!Psychological support
- Downward Mentoring (mentoring someone who is lower in the organizational hierarchy)
- Peer Mentoring (mentoring someone who is more junior, yet not necessarily lower in the organizational
hierarchy)
" Formal Education (courses, university, college etc.)
Learning through Doing:
Factors that influence effectiveness of experimental learning
- Nature of Task
!Degree to which an assignment contains
developmental dimensions that challenge and potentially
broaden capabilities Individual
Nature of Task Factors
!Challenge is necessary
- Individual Factors (How
(Personality,
! Cognitive ability developmental Goal
is it?)
!Gender Orientation)
!Personality
!Self-efficacy
!Motivation Contextual
Factors Reflections
!Good orientation
- Contextual Factors (Systematic
(Psych Safety,
Reflections)
!Psychological Safety Trust)
!Trust
!Supportive boss
- Reflections
3. Performance Appraisal and Feedback
! Provide management with information to make good HR
decisions
! How to train, motivate and reward organizational members
Supervisiors
o Performance Appraisal:
" R(personal characteristics)
" Behavioural Appraisal (how people work)
" Results Appraisal (accomplishments)
" Objective and Subjective Appraisal (facts vs. perception) Customers or
Peers
" 360° Appraisal (by self, peers, supervisors, Clients
customers/clients and subordinates) Potrential
Sources of
o Fairness (bias?): Performance
Appraisal
" Positive/Negative leniency
Evaluators unconsciously inflate evaluations (positive
leniency) or understate performance (negative)
" Halo effect
Drawing a general impression about an individual on the Self Subordinates
basis of a single characteristic
" Similarity error
Unconsciously favouring people who have qualities and
traits similar to one’s own
" Selective perception
Selectively interpreting what one sees on the basis of one’s interests, background, experience and
attitudes
" Contrast effects
Evaluations of a person’s characteristics are often affected by comparisons with other people recently
encountered who rank higher or lower on the same characteristics
Course is a combination of:
! Organizational Behaviour (OB)
The impact that individuals, groups, and structures have on behaviour in organizations
! Human Resource Management (HRM)
Managers’ activities to attract and keep employees and ensure that they perform at a high level and in line with
organizational goals
! Still, main focus on people in organizations
Managing people: HR-systems and behavioural interviewing
In order to enhance an organization’s competitive advantage:
- Efficiency
- Quality
- Innovativeness
- Responsiveness to customers
We need to know:
- How to manage people
- How to develop organizational systems that facilitate these outcomes
Legal:
Equal Employment Opportunity (EEO)
!Equal job opportunity regardless gender, race, origin, religion, and disabilities
- Equal Pay Act (1963)
- Title VII of Civil Right Acts (1964)
- Age Discrimination in Employment Act (1967)
- Pregnancy Discrimination Act (1978)
- Americans with Disabilities Act (1990)
- Civil Rights Act (1991)
- Family and Medical Leave Act (1993)
How to manage employees?
HR system:
Recruitment
and Selection
Labor and Training and
Relations Development
Performance
Pay and Appraisal and
Benefits
Feedback
! All have to be well aligned
! Have to be consistent with the organizational architecture and organizational strategy and goals
1. Recruitment and Selection
! Attract and hire new employees
! Finding the right people (skills, abilities, experience) for the right jobs
, o Recruitment:
The activities managers engage in to develop a pool of qualified candidates for open positions
Determine
Human Resource Recruitment and
Planning Job Analysis
Selection Needs
" Human Resource Planning
Forecast of current and future needs (short and long term)
Demand and supply
Outsourcing/Offshoring[other country] (no new recruitment; flexibility and costs)
" Job Analysis
- Job description (identifying tasks, duties and responsibilities)
- Job specification (identifying knowledge, skills and abilities)
" External Recruitment (outside of organization)
" Internal Recruitment (within organization)
- Lateral moves (no major change in responsibility level)
- Promotions
o Selection:
Determining suitability of candidates and choosing the right person from the candidate pool
" Background Information (CVs, checks)
" References
" Paper-and-Pencil Tests
Background
- Ability test Information
- Personality test
" Physical ability tests
" Performance-simulation tests Interviews References
! Hands-on simulation
! High face validity
- Work Sample Tests: of part or all of job (e.g. role play) Selection
- Assessment centres: performance simulation for managerial
potential
- Situational judgment tests: Hypothetical performance Performance Paper-and-
Test Pencil Tests
evaluation
" Interviews
- Structured (same questions) !superior Physical
E.g. STAR interview (Situation, Task, Action, Results) Ability Tests
- Unstructured (as an conversation)
Tests need to be reliable and valid:
Reliability: degree to which a tool or test measures the same thing each time
!Scores on a selection test should be similar if it is taken on two different days
!Reliability of interviews can be checked by having 2+ interviewers
Validity: degree to which the tool measures what it purports to measure (i.e., accurately predicts performance on the job)
2. Training and Development
!Ensuring employees develop skills and abilities to perform effectively
!Before needs assessment (which employee needs what training/development)
Needs
Assessment
Training Development
Classroom On-the-Job Classroom On-the-Job Varied Work Formal
Instructions Training Apprenticeships Instructions Training Experiences Education
, o Training: (for current job)
" Classroom instructions
" On-the-job training
" Apprenticeships
o Development: (for new responsibilities and challenges)
" Classroom instructions
" On-the-job training
" Varied work experience
Mentor support:
!Career support (guidance, exposure and visibility, coaching, protection, challenging)
!Psychological support
- Downward Mentoring (mentoring someone who is lower in the organizational hierarchy)
- Peer Mentoring (mentoring someone who is more junior, yet not necessarily lower in the organizational
hierarchy)
" Formal Education (courses, university, college etc.)
Learning through Doing:
Factors that influence effectiveness of experimental learning
- Nature of Task
!Degree to which an assignment contains
developmental dimensions that challenge and potentially
broaden capabilities Individual
Nature of Task Factors
!Challenge is necessary
- Individual Factors (How
(Personality,
! Cognitive ability developmental Goal
is it?)
!Gender Orientation)
!Personality
!Self-efficacy
!Motivation Contextual
Factors Reflections
!Good orientation
- Contextual Factors (Systematic
(Psych Safety,
Reflections)
!Psychological Safety Trust)
!Trust
!Supportive boss
- Reflections
3. Performance Appraisal and Feedback
! Provide management with information to make good HR
decisions
! How to train, motivate and reward organizational members
Supervisiors
o Performance Appraisal:
" R(personal characteristics)
" Behavioural Appraisal (how people work)
" Results Appraisal (accomplishments)
" Objective and Subjective Appraisal (facts vs. perception) Customers or
Peers
" 360° Appraisal (by self, peers, supervisors, Clients
customers/clients and subordinates) Potrential
Sources of
o Fairness (bias?): Performance
Appraisal
" Positive/Negative leniency
Evaluators unconsciously inflate evaluations (positive
leniency) or understate performance (negative)
" Halo effect
Drawing a general impression about an individual on the Self Subordinates
basis of a single characteristic
" Similarity error
Unconsciously favouring people who have qualities and
traits similar to one’s own
" Selective perception
Selectively interpreting what one sees on the basis of one’s interests, background, experience and
attitudes
" Contrast effects
Evaluations of a person’s characteristics are often affected by comparisons with other people recently
encountered who rank higher or lower on the same characteristics
