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Ebook Business psychology in practice: Part 2

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Ebook Business psychology in practice: Part 2

PART 4RELEASING TALENTChapter 19IntroductionSarah Lewis. . . for the first time ever It is possible to state with confidence that how organisations ma

Ebook Business psychology in practice: Part 2anage people has a powerful - perhaps the most powerful - effect on overall performance, including the bottom line.(Chartered Institute of Personnel a

nd Development, 2001)This bold statement from the Chartered Institute of Personnel and Development (CIPD) reflects the culmination of many years of ef Ebook Business psychology in practice: Part 2

fort to demonstrate the impact on organizations of effective people management. ‘Our people are our greatest asset’ has become a management cliché. Re

Ebook Business psychology in practice: Part 2

search, however, confirms the suspicion that as a sentiment it is more honoured in the breach than in the observance. For instance, the 1998 Workplace

PART 4RELEASING TALENTChapter 19IntroductionSarah Lewis. . . for the first time ever It is possible to state with confidence that how organisations ma

Ebook Business psychology in practice: Part 2tenth prioritized people issues over marketing and finance issues (Guest et al., 2000).West and colleagues found that, amongst the manufacturing busin

esses they researched, 18% of variation in production and 19% of variation in profitability could be attributed to people-management practices, these Ebook Business psychology in practice: Part 2

representing the largest impact of the variables investigated. By contrast, research and development accounted for 8% whereas perennial favourites qua

Ebook Business psychology in practice: Part 2

lity, new technology and competitive strategy only accounted for approximately 1% each (West and Patterson, 1998). Similarly, Caulkin’s examination of

PART 4RELEASING TALENTChapter 19IntroductionSarah Lewis. . . for the first time ever It is possible to state with confidence that how organisations ma

Ebook Business psychology in practice: Part 2people management and business performance, that the relationship is positive, and that it is cumulative’ (Chartered Institute of Personnel and Develo

pment, 2001).These findings suggest that good people management policies and procedures are at the heart of profitable businesses. However, policies a Ebook Business psychology in practice: Part 2

nd practices are necessary but not sufficient for good results. It is how they are185Business Psychology in Practice186enacted that counts. For exampl

Ebook Business psychology in practice: Part 2

e, employees, if asked about the appraisal process, will refer to their own experiences with their managers, not to the elegance of the written policy

PART 4RELEASING TALENTChapter 19IntroductionSarah Lewis. . . for the first time ever It is possible to state with confidence that how organisations ma

Ebook Business psychology in practice: Part 2on between good human resources strategy and good business outcomes in more detail, to examine more closely how these inputs and outputs are actually

linked. Early results suggest a number of points of interest to business psychologists.For example, is it apparent that good human resources practice Ebook Business psychology in practice: Part 2

can provide a source of competitive advantage by enhancing skills, promoting positive attitudes and giving people more responsibility, so they can mak

Ebook Business psychology in practice: Part 2

e the fullest use of their skills (West and Patterson, 1998). These findings are supported by Stern and Sommerdale (1999) who note that ‘practices tha

PART 4RELEASING TALENTChapter 19IntroductionSarah Lewis. . . for the first time ever It is possible to state with confidence that how organisations ma

Ebook Business psychology in practice: Part 2rson (1998) indicated that two specific HR practices are related to improvements in profitability and performance: acquisition and development of skil

l, and job design. These suggested linear chains of causality arc of great use to psychologists working to improve organizational effectiveness. At th Ebook Business psychology in practice: Part 2

e same time, findings of large research studies point to the importance of system-wide influences on organizational performance.West and Patterson (19

Ebook Business psychology in practice: Part 2

98) note that an interesting and unexpected finding of their research with manufacturing organizations was a positive predictive correlation between t

PART 4RELEASING TALENTChapter 19IntroductionSarah Lewis. . . for the first time ever It is possible to state with confidence that how organisations ma

Ebook Business psychology in practice: Part 2at the satisfaction of the workforce is such an important predictor of future productivity’, they write, concluding ‘that good people management is no

t simply about selection, appraisal and so on. It is about the development of whole communities in which people feel socially included rather than ali Ebook Business psychology in practice: Part 2

enated, by the experience of work.’ Meanwhile John Purcell and his research team at the Work and Employment Research Centre at the University of Bath

Ebook Business psychology in practice: Part 2

have been examining employee discretionary behaviour’ as a possible link between human resources practices and performance. Their research is starting

PART 4RELEASING TALENTChapter 19IntroductionSarah Lewis. . . for the first time ever It is possible to state with confidence that how organisations ma

Ebook Business psychology in practice: Part 2el and Development, 2002) - in other words, the relationship between the individual and the possibilities offered by the organization.Caulkin adds ano

ther perspective. Having examined how practice affects performance he suggests that ‘capacity determines what strategic intent can be’ - that organiza Ebook Business psychology in practice: Part 2

tional strategy follows development rather than vice versa, which suggests a much more circular causality of organizational performance than that whic

Ebook Business psychology in practice: Part 2

h underpins the typical top-downIntroduction187strategy development models (Chartered Institute of Personnel and Development, 2001).So good people man

PART 4RELEASING TALENTChapter 19IntroductionSarah Lewis. . . for the first time ever It is possible to state with confidence that how organisations ma

Ebook Business psychology in practice: Part 2a of ‘what makes a good Iffe’ notes that people are more likely to consider themselves happy when (amongst other things) they experience periods of fl

ow’, a sense of being happily engaged in a challenging task, and when they consider themselves working towards or for something bigger than themselves Ebook Business psychology in practice: Part 2

(Seligman, 2003). These conditions can be met in a workplace following best practice.Often psychologists interviewing candidates for jobs hear them e

Ebook Business psychology in practice: Part 2

xpress theừ work motivation in terms of ‘wanting to make a difference'. But such an outcome is not inevitable as many organizations still ignore indiv

PART 4RELEASING TALENTChapter 19IntroductionSarah Lewis. . . for the first time ever It is possible to state with confidence that how organisations ma

Ebook Business psychology in practice: Part 2lls that are targeted at broadening the scope of the individual while ignoring those focused on developing quality and group-based skill (Stevens and

Ashton, 1999). In other words, managers tend to think of high performance as getting individuals to work harder individually, not smarter together.Thi Ebook Business psychology in practice: Part 2

s section demonstrates different ways that business psychologists add value to good human resources practices by releasing organizational talent. Thro

Ebook Business psychology in practice: Part 2

ughout, the authors demonstrate an awareness of their responsibility to individual employees as well as to the hiring organization. In addition, the p

PART 4RELEASING TALENTChapter 19IntroductionSarah Lewis. . . for the first time ever It is possible to state with confidence that how organisations ma

Ebook Business psychology in practice: Part 2e does not fit all, a degree of fit with the company’s environment, with its business strategy and with its other people management policies and with

its own history’ is needed (Chartered Institute of Personnel and Development, 2001). Business psychologists are well placed to create a phenomenon kno Ebook Business psychology in practice: Part 2

wn as ‘learning in context’ -that is, learning relevant to the individuals involved, the situation and the business environment. Our various authors i

Ebook Business psychology in practice: Part 2

ntroduce US to interventions at the organizational, team and individual levels that release and develop the talent within the organization by focusing

PART 4RELEASING TALENTChapter 19IntroductionSarah Lewis. . . for the first time ever It is possible to state with confidence that how organisations ma

Ebook Business psychology in practice: Part 2cial context throughout.All of the authors in this section are writing from and about personal professional experience and, where appropriate, the the

ory that supports their particular choice of practice. They share with US what it is really like attempting to apply organizational, team or individua Ebook Business psychology in practice: Part 2

l theory to live organizations concerned with issues of profitability, competitiveness, service quality and change. Their writing styles vary consider

Ebook Business psychology in practice: Part 2

ably but, through188Business Psychology in Practicetheir contributions, these experienced practitioners reveal some of the thinking behind their way o

PART 4RELEASING TALENTChapter 19IntroductionSarah Lewis. . . for the first time ever It is possible to state with confidence that how organisations ma

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