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 and 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 2fort to demonstrate the impact on organizations of effective people management. ‘Our people are our greatest asset’ has become a management cliché. ReEbook 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 WorkplacePART 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 businesses 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 2representing the largest impact of the variables investigated. By contrast, research and development accounted for 8% whereas perennial favourites quaEbook 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 ofPART 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 Development, 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 2nd practices are necessary but not sufficient for good results. It is how they are185Business Psychology in Practice186enacted that counts. For examplEbook 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 policyPART 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 2can provide a source of competitive advantage by enhancing skills, promoting positive attitudes and giving people more responsibility, so they can makEbook 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 thaPART 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 skill, 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 2e same time, findings of large research studies point to the importance of system-wide influences on organizational performance.West and Patterson (19Ebook 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 tPART 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 not 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 2enated, by the experience of work.’ Meanwhile John Purcell and his research team at the Work and Employment Research Centre at the University of BathEbook 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 startingPART 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 another 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 2tional strategy follows development rather than vice versa, which suggests a much more circular causality of organizational performance than that whicEbook Business psychology in practice: Part 2
h underpins the typical top-downIntroduction187strategy development models (Chartered Institute of Personnel and Development, 2001).So good people manPART 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 flow’, 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 eEbook 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 indivPART 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 2s section demonstrates different ways that business psychologists add value to good human resources practices by releasing organizational talent. ThroEbook 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 pPART 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 2wn as ‘learning in context’ -that is, learning relevant to the individuals involved, the situation and the business environment. Our various authors iEbook 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 focusingPART 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 theory 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 2l theory to live organizations concerned with issues of profitability, competitiveness, service quality and change. Their writing styles vary considerEbook Business psychology in practice: Part 2
ably but, through188Business Psychology in Practicetheir contributions, these experienced practitioners reveal some of the thinking behind their way oPART 4RELEASING TALENTChapter 19IntroductionSarah Lewis. . . for the first time ever It is possible to state with confidence that how organisations maGọi ngay
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