Organizational Behavior vs. Organizational Psychology

Pages: 14 (2393 words) Published: October 19, 2014
Introducing Behaviour in Organisations
SH = Stakeholders

What is organisational behaviour?
“Systemic study + individuals, groups, organisations + high perf org = stakeholders” Assumes people are the most important asset

What is organisational psychology?
APS: the science of people at work

What do organisational psychologists do?
Org psycs analyse orgs + people + devise strategies = rec, motiv, dev, change + inspire

Organisational behaviour v Organisational psychology?
Similarities
Individual behaviour
Macro factors
History
Differences
Psycs ONLY macro factorsbehaviour
Behvariety of disci

Contribution of Social Sciences to Organisational Behaviour
Psychology
Social Psychology
Sociology
Pol Science
Anthropology

Globalisation
“Growing eco independence + countries = volume + transactions + goodstechnology” Positive effects
Wage for skilled
Eco conditions
Goods at low prices
Negative effects
Wage for unskilled
Job displacement
Eco conditions
Union power

Globalisation and Organisational behaviour
The GFC = ‘we sink or swim together’
Need to adopt a global perspective
Need to bridge scholarship + practice
Need to promote sustainable values

Adopting a global perspective
Global Sourcing:
Re-conceiving sources of advantage
Mastering new mech to build adv
Adopting new appdev new strategy

Corporate Social Responsibility
“Societial oblig + orgs + transcend + profits”
Moral conduct towards SH impacts org wealth

Implementing ethical management practises
Bus ethics: “study of moral/ethical choices”
Conflicts of interests
Concerns over following orders
Meeting aggro business objectives
Helping the org survive

Research in Organisational behaviour
Scientific method: IV and DV+ Control

Best Practice
“Method of managing proven to be effective”
Linked to vision, values, management practices, HRM practices and corp governance

Job Analysis

What is job analysis?
“Defines and describes a job”
Objective assessment and testing
Ensure each job is clearly defined
Allow a ‘fit’ b/w employee and job
Functions:
Classify jobs
Classify workers
Perf apprais
Identify training needs
Job restruct
Staff planning
Job descript

Why use job analysis?
Maximise % of finding best person for the job
Enables suitable selection + appraisal
Improves legal defensibility

Job analysis outcomes?
Job description: inform applicants of core duties and responsibilities Job specification: details min acceptable skills/characteristics for eff job perf Job evaluation: describes monetary value of specific job

Knowledge, Skills, Abilities & Other attributes
KSAOs are an outcome of job analysis
“Characteristics req by workers to perf job eff”
Education, personality trait, specific skills etc
Job vs. Worker orientations
Job-oriented
Task performed (duties, functions & responsibilities)
Task statements
Rating of task
Statement by SMEs
Worker-oriented
Attributes needed
KSAO statements
SME ratings of KSAOs

What are KSAOs?
K: info/facts needed. Can be taught
S: needed to perform task. Demonst by doing
A: enduring and innate
O: personal/dispositional qualities
Process of KSAO identification
SME input  look at criteria on the basis of:
Necessary for new workers
If it is practical to expect
The degree of trouble likely is KSAO is absent
If KSAO distinguishes superior + avg workers

Job Analysis Methods
Question: SMEs to gather insights
Observe: tasks performed + record
Produce: list of tasks  Survey: for accuracy
Job analysis outcome
KSAOS can now be evaluated to find:
Level of qualification required
Type of personality characteristics needed
Availability of these KSAOs in labour market

Qualitative job analysis
Job observation:
For new/difficult jobs
Considers job enviro
Lots of considerations
Job participation:
Analyst performs job
Lots of considerations

Quantitative job analysis
Job-oriented...
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