Chapter 1: Introduction Flashcards

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1
Q

What are the top 5 goals of HRM?

A
  1. supporting organisational goals
  2. contributing to high performance
  3. providing talent and skill
  4. positive employee-management relationships
  5. employee satisfaction
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2
Q

Who initiated scientific management and what is its goal?

A

Frederick Windslow Taylor, by getting the most possible production out of employees.

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3
Q

Who worked for increase of rationality, resulting in bureaucracy and why?

A

German sociologist Max Weber believed every individual is replaceable and work results are calculable.

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4
Q

What are the features of bureaucratic organisation?

A
  1. selection and promotion
  2. hierarchy
  3. rules and regulations
  4. division of labor
  5. separate ownership
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5
Q

What studies is the human relations movement associated with?

A

The Hawthorne studies which purpose was to determine the behaviour of people in the workplace and examine the impact of varying working conditions on employee productivity.

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6
Q

What is the Hawthorne effect?

A

The Hawthorne effect describes an undesirable effect of the experimental conditions themselves as the sole awareness of being observed can lead to behavioural changes in the subject.

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7
Q

What are the research methods in organisational psychology?

A
  1. laboratory experiments - for controlled conditions
  2. field experiments - for real-world settings
  3. field studies - for natural environments
  4. questionnaires - for standardised responses
  5. interviews - for qualitative data
  6. observation - for natural contexts
  7. analysis of documents - for extracting information
  8. case studies - for detailed
  9. action research - involving stakeholders
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8
Q

What are the tasks of organisational psychologists?

A
  1. Analysing and interpreting behaviour
  2. Utilising psychological theories and models
  3. Making informed decisions and predicting potential
  4. contributing to organisation development by designing interventions
  5. translating research findings to stakeholders and bridging the gap between research and practice
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