PRINCIPLES OF ORGANISATIONAL BEHAVIOUR AND HUMAN RESOURCE MANAGEMENT (N1062)

Credits 15 Term Spring Term, TB2 Lectures Monday 11:00 – 13:00 Jub G38 Seminars Monday 14:00 – 16:00

Monday 16:00 – 18:00 Wednesday 9:00 – 11:00

Module convenor Dr Joana Vassilopoulou (j.vassilopoulou@sussex.ac.uk), J106 Teaching team Dr Joana Vassilopoulou (j.vassilopoulou@sussex.ac.uk), J106

Dr Benjamin Everly (b.everly@sussex.ac.uk), J215 Heather Kent (h.kent@sussex.ac.uk), J104a Dawn Howard (d.howard@sussex.ac.uk), J142

Assessment GPR: 10 mins (40%) UEX: 2 Hours (60%)

ORGANISATION

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Table of Contents Introduction ............................................................................................................................ 3

Learning Outcomes ................................................................................................................ 3

Reading and Resources ......................................................................................................... 3

Assessment .............................................................................................................................. 4

Module Delivery: a User’s Guide .......................................................................................... 4

LECTURES ............................................................................................................................. 4

SEMINARS ............................................................................................................................. 4

Programme - Seminars ......................................................................................................... 5

Programme - Lectures ........................................................................................................... 6

INTRODUCTION: SETTING THE SCENE .............................................................................. 6

Introduction ...................................................................................................................... 6

THEME 1: INDIVIDUAL LEVEL ............................................................................................ 6

Personality and Intelligence ............................................................................................ 6

Attitudes I: Perception ..................................................................................................... 7

Attitudes II: Work Motivation, Job Satisfaction And Commitment............................... 7

THEME 2: GROUP LEVEL ..................................................................................................... 8

Group Dynamics And Team Work ................................................................................... 8

Leadership ......................................................................................................................... 9

Power, Politics And Conflict ............................................................................................. 9

THEME 3: ORGANISATIONAL LEVEL................................................................................ 10

Organisational Design and Structure ............................................................................ 10

Organisational Control, Culture and Climate ............................................................... 10

THEME 4: HUMAN RESOURCE MANAGEMENT ............................................................... 11

Introduction to Human Resource Management and Recruitment and Selection ..... 11

Retention: Rewards, Performance Management and Training and Development ... 12

Engagement: Employee Relations and Exam revisions ............................................... 12

SEMINAR INFORMATION ..................................................................................................... 13

SEMINAR 1: INTRODUCTION TO THE COURSE ............................................................... 13

SEMINAR 2: INDIVIDUAL LEVEL ....................................................................................... 13

SEMINAR 3: GROUP LEVEL ................................................................................................ 14

SEMINAR 4: PRESENTATION ASSESSMENT .................................................................... 14

SEMINAR 5: ORGANISATIONAL LEVEL ............................................................................ 14

SEMINAR 6: HUMAN RESOURCE MANAGEMENT ........................................................... 14

The book chapters refer to specific edition, however any available edition of the book would be useful. As the new edition is slightly different from the old one, please work around the chapter numbers given for each lecture in the book you are referring.

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Introduction

The way in which organisations manage and involve their people to allow for the most effective utilisation of human resources has a direct relevance to organisations. To enlist workers’ full potential and to produce behaviour and attitudes necessary for organisational performance requires three aspects of managerial control to change; organisational and job design, organisational culture and human resource policies and practices. Therefore, for an organisation to run effectively and fulfil organisational goals, utlise the capabilities of workforce, and produce maximum results, they not only have to change their organisational design, provide appropriate incentives, design an attractive job environment, enlarging job tasks and job autonomy and team structures; management inspiring workers through norms, beliefs and behaviour or management at workplace, but they also need to recruit, develop and reward workers in ways which create a sustainable commitment to organisational goals and to ensure high performance. Focussing on the issues of human behaviour at individual, group and organisational level and effective management of human at work place, this course explores the causes and effects of such human interaction and management in an organisation and organisational performance.

Learning Outcomes

By the end of this module students should be able to: 1. Critically discuss concepts and theories related to the analysis of human interactions at

individual, group and organisational level.

2. Apply organisational behavioural concepts and theories to and specific aspects of human resource management concepts to analyse issues at work place.

3. Work in a team, at a group level, to develop capabilities to analyse the dynamics of team

roles, leadership and effective team operation.

Reading and Resources

Principles of Organisational Behaviour (OB) Arnold, J., Randall, R., Patterson, F., Silvester, J., Robertson, I. T., Cooper, C.L., Burnes, B., Salies, S., Harris, D., Axtell, C., & Hartog, D. D. (2010). Work psychology: Understanding human Behaviour in the workplace (5th ed.). Harlow, UK: Financial Times/Prentice Hall.

Ashleigh, M., & Mansi, A. (2012). The psychology of people in organisations. Harlow, UK: Financial Times/Prentice Hall.

Buchanan, D. and Huczynski, A. (2010) Organisational Behaviour: An Introductory Text. Seventh Edition, Financial Times, Prentice Hall

Mullins, L.J. (2010) Management and Organisational Behaviour. Ninth Edition, Financial Times, Prentice Hall

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Human Resource Management (HRM)

Banfield, P. & Kay, R. (2008) Introduction to Human Resource Management. Oxford: Oxford University Press.

Foot, M. & Hook, C. (2008) Introducing Human Resource Management. Fifth Edition, Prentice Hall.

Assessment

There are two forms of assessment for this course:

1. A 10 minute group presentation, contributing to 40% to the overall marks. It involves

an analysis of different topics of organisational behaviour. Week 7 and 8 in TB2

2. A 2 hour unseen examination, contributing to 60% to the overall marks. It involves a

mixture of Multiple Choice Questions, Short answers and Long answers. AB2

Module Delivery: a User’s Guide

LECTURES Each week, there will be a single lecture lasting two hours in which different topics under each theme will be discussed. For each lecture, reading materials are given in the course outline, so it should be referred in advance for the preparation of the seminar. All of the lecture slides and necessary information will be uploaded in to Study Direct one day maximum before the lecture. The textbooks are available in the library and most of the journal articles referred for the course are available through electronic library.

SEMINARS Seminars will run for roughly two hours (two sets of 50 minutes sessions) and will take place fortnightly, so there will be six seminars in total including the presentation assessment. Seminars will include different activities, such as analysing case studies, role-playing games, debates and class discussions. These different activities will help you to deepen and clarify the topics and understand the issues in a real life scenario in a business and management environment. All the students should come prepared for the seminar, do the task asked beforehand and participate in the seminar. Seminar materials will be uploaded in to the Study Direct site one day prior to the class.

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Programme - Seminars

Week Date Lecture Topics Lectured By Seminar Topic

1 20 Jan 2014 Introduction: Module Introduction

Introduction to OB

J. Vassilopoulou

Seminar 1: Introduction

2 27 Jan 2014 Individual Level: Personality and Intelligence J. Vassilopoulou

3 03 Feb 2014 Individual Level: Attitudes I - Perception J. Vassilopoulou Seminar 2: Individual Level

4 10 Feb 2014 Individual Level: Attitudes: Motivation, Job Satisfaction and

Commitment

J. Vassilopoulou

5 17 Feb 2014 Group Level: Groups and Teams J. Vassilopoulou Seminar 3: Group Level

6 24 Feb 2014 Group Level: Leadership J. Vassilopoulou

7 03 Mar 2014 Group Level: Power, Politics and Conflict J. Vassilopoulou Seminar 4: Presentation

Assessment 8 10 Mar 2014 Organisational Level: Organisational Design and Structure J. Vassilopoulou

9 17 Mar 2014 Organisational Level: Organisational Control, Culture and Climate J. Vassilopoulou Seminar 5: Organisational Level

10 24 Mar 2014 Human Resource Management: Introduction and Recruitment J. Vassilopoulou

11 31 Mar 2014 Human Resource Management: Retention J. Vassilopoulou Seminar 6: Human Resource

Management 12 07 Apr 2014 Human Resource Management: Engagement

Exam Revisions

J. Vassilopoulou

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Programme - Lectures

INTRODUCTION: SETTING THE SCENE

WEEK 1: 20 January 2014

Introduction

Setting the scene of the module, this first week will involve an introduction to the course and the curriculum, methods of delivery of lectures and seminars, reading and learning requirements and assessment details and core textbook and associated resources will be explained. The second part of the lecture will focus why psychology is important in relation to studying individuals in organisations; how different psychological concepts of the individual relate to the workplace; what are the important concepts in the study of individuals at work, and what issues are of current concern in understanding individuals in organisations. The session will also explain the various ways in which behaviour is influenced in organisations, and challenges and opportunities for organisational behaviour. LECTURE READING Chapter 1 in Arnold et al. (2010). Work psychology (5th ed.) Harlow, UK: Financial Times/Prentice Hall.

Chapter 1 in Ashleigh & Mansi (2012). The psychology of people in organisations. Harlow, UK: Financial Times/Prentice Hall.

Chapter 1 in Buchanan, D. and Huczynski, A. (2010) Organisational Behaviour: An Introductory Text. Seventh Edition, Financial Times, Prentice Hall. pp Chapter 1 and 2 in Mullins, L.J. (2010) Management and Organisational Behaviour. Ninth Edition, Financial Times, Prentice Hall

THEME 1: INDIVIDUAL LEVEL

WEEK 2: 27 January 2014

Personality and Intelligence

Every human being is different from one another, but why and in what ways do individuals differ. In this lecture, the focus is on the individual differences in terms of demographics, ability, intelligence and personality. The lecture will also discuss the measurement issues around personality and intelligence. LECTURE READING

Textbook Chapters:

Chapter 3 in Arnold et al. (2010). Work psychology (5th ed.) Harlow, UK: Financial Times/Prentice Hall. Chapter 3 and 4 in Ashleigh & Mansi (2012). The psychology of people in organisations. Harlow, UK: Financial Times/Prentice Hall.

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Chapter 6 in Buchanan, D. and Huczynski, A. (2010) Organisational Behaviour: An Introductory Text. Seventh Edition, Financial Times, Prentice Hall. pp Chapter 4 in Mullins, L.J. (2010) Management and Organisational Behaviour. Ninth Edition, Financial Times, Prentice Hall

Research Papers: De Fruyt, F. and Mervielde, I. (1999) Riasec types and big five traits as predictors of employment status and nature of employment. Personnel Psychology, 52: 701-727. Fox, S. & Spector, P.E. (2000). Relations of emotional intelligence, practical intelligence, general intelligence, and trait affectivity with interview outcomes: It’s not all just ‘G’. Journal of Organizational Behavior, 21, 203-220. Judge, T.A., Higgins, C.A., Thorensen, C.J. and Barrick, M.R. (1992). The big five personality traits, general mental ability, and career success across the life span. Personnel Psychology, 52: 621-652. Lauver, K.J. and Kristof-Brown, A. (2001) Distinguishing between Employees’ Perceptions of Person–Job and Person–Organization Fit. Journal of Vocational Behaviour 59: 454 – 470.

WEEK 3: 3 February 2014

Attitudes I: Perception

This lecture will examine the process and principles of perception. The focus is on what is person perception; why don’t we all perceive things in the same way; what is stereotyping and how do we overcome it; how do we decide what causes people to behave the way they do; and what is attribution theory and why is it dangerous.

LECTURE READING

Textbook Chapters:

Chapter 7 in Ashleigh & Mansi (2012). The psychology of people in organisations. Harlow, UK: Financial Times/Prentice Hall. Chapter 8 in Buchanan, D. and Huczynski, A. (2010) Organisational Behaviour: An Introductory Text. Seventh Edition, Financial Times, Prentice Hall. pp Chapter 6 in Mullins, L.J. (2010) Management and Organisational Behaviour. Ninth Edition, Financial Times, Prentice Hall Research Paper: Livingston, R.W., & Pearce, N.A. (2009). The teddy bear effect: Does having a baby face benefit black chief executive officers? Psychological Science, 20, 1229-1236.

WEEK 4: 10 February 2014

Attitudes II: Work Motivation, Job Satisfaction And Commitment

Work performance is directly linked with motivation and job satisfaction, and therefore has implication for management in an organisation. Explaining work motivation, we will examine individual behaviour through need theories and behavioural models, and discuss its implications for management. We will also discuss problems of motivation and its relationship with job satisfaction and organisational commitment.

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LECTURE READING

Textbook Chapters:

Chapter 7 and 8 in Arnold et al. (2010). Work psychology (5th ed.) Harlow, UK: Financial Times/Prentice Hall.

Chapter 7 and 8 in Ashleigh & Mansi (2012). The psychology of people in organisations. Harlow, UK: Financial Times/Prentice Hall.

Chapter 9 in Buchanan, D. and Huczynski, A. (2010) Organisational Behaviour: An Introductory Text. Seventh Edition, Financial Times, Prentice Hall. pp Chapter 7 in Mullins, L.J. (2010) Management and Organisational Behaviour. Ninth Edition, Financial Times, Prentice Hall

Research Paper: Kohn, A. (1993) Why Incentive Plans Cannot Work, Harvard Business Review, Sep-Oct. Lathan, G.P. and Pinder, C.G. (2005). Work motivation theory and research at the dawn of the twenty-first century. Annual Review of Psychology, 56:485–516. Hackman, J.R. and Oldham, G.R. (1976) Motivation through the Design of Work: Test of a Theory. Organizational Behaviour and Human Performance, 16: 250-279. Rousseau, D.M. (1977) Technological Differences in Job Characteristics, Employee Satisfaction, and Motivation: A Synthesis of Job Design Research and Socio-technical Systems Theory. Organizational Behaviour and Human Performance 19: 18-42. O’Driscoll, M.P. and Randall, D.M. (1999) Perceived Organisational Support, Satisfaction with Rewards, and Employee Job Involvement and Organisational Commitment. Applied Psychology, 48 (2): 197 -209

THEME 2: GROUP LEVEL WEEK 5: 17 February 2014

Group Dynamics And Team Work

Understanding the nature and significance of groups in an organisation, this lecture explores the nature of group, the process of group development and effects of group membership on performance, behaviour and attitudes. While explaining the group dynamics it will also highlight the biases in group decision-making. The session will also compare and contrast groups and team and discuss team roles.

LECTURE READING

Textbook Chapters:

Chapter 13 in Arnold et al. (2010). Work psychology (5th ed.) Harlow, UK: Financial Times/Prentice Hall.

Chapter 9 in Ashleigh & Mansi (2012). The psychology of people in organisations. Harlow, UK: Financial Times/Prentice Hall.

Chapter 10 - 13 in Buchanan, D. and Huczynski, A. (2010) Organisational Behaviour: An Introductory Text. Seventh Edition, Financial Times, Prentice Hall. pp Chapter 8 -9 in Mullins, L.J. (2010) Management and Organisational Behaviour. Ninth Edition, Financial Times, Prentice Hall

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Research Paper: Chapman, K.J., Meuter, M., Toy, D., and Wright, L. (2006) Can’t We Pick our Own Groups? The Influence of Group Selection Method on Group Dynamics and Outcomes. Journal of Management Education, 30: 557-569.

Park, W-W. (2000). A comprehensive empirical investigation of the relationships among variables of the groupthink model. Journal of Organizational Behavior, 21, 873-887.

Stevens, M.J. and Campion, M.A. (1994) The Knowledge, Skill and Ability Requirement For Teamwork: Implications for Human Resource Management. Journal of Management, 20 (2): 503-530.

WEEK 6: 24 February 2014

Leadership

Managing group of people requires effective leadership skills. This lectures deals with leadership, nature of leadership and leadership theories. While explaining leadership theories it will discuss the main universal theories, perspectives between leadership behavioural style and context, contingency theory and transformation and transactional leadership styles. LECTURE READING

Textbook Chapters:

Chapter 14 in Arnold et al. (2010). Work psychology (5th ed.) Harlow, UK: Financial Times/Prentice Hall.

Chapter 10 in Ashleigh & Mansi (2012). The psychology of people in organisations. Harlow, UK: Financial Times/Prentice Hall.

Chapter 19 in Buchanan, D. and Huczynski, A. (2010) Organisational Behaviour: An Introductory Text. Seventh Edition, Financial Times, Prentice Hall. pp Chapter 10 in Mullins, L.J. (2010) Management and Organisational Behaviour. Ninth Edition, Financial Times, Prentice Hall

Research Paper: Goleman, D. (2000) Leadership that gets results, Harvard Business Review, March-April 2000 Sosik, J.J. and Godshalk, V.M. (2000) Leadership styles, mentoring functions received and job-related stress: A conceptual model and preliminary study. Journal of Organizational Behaviour, 21:365 – 390.

Yukl, G. (1999) An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. The Leadership Quarterly, 10 (2): 285-305.

WEEK 7: 3 March 2014

Power, Politics And Conflict

Leadership within an organisation involves exercise of power, authority and politics between different groups of people. Unequal power distribution leads to conflict between individuals, groups and the organisation. In this lecture, we will explore different types of power within an organisation, the impact of power and politics and its role in both conflict initiation and management.

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LECTURE READING

Textbook Chapters:

Chapter 21 and 22 in Buchanan, D. and Huczynski, A. (2010) Organisational Behaviour: An Introductory Text. Seventh Edition, Financial Times, Prentice Hall. pp Research Paper: Sivanathan, N., Pillutla, M.M., and Keith, J. (2008) Power Gained, Power Lost. Organisational Behaviour and Human Decision Processes, 105: 135-146. Tjosvold, D. (1998) Cooperative and Competitive Goal Approach to Conflict: Accomplishment and Challenges. Applied Psychology, 47 (3): 285-313. Haq, I, U. (2011) The Impact of Interpersonal Conflict on Job Outcomes: mediating Role of Perception of Organisational Politics. Procedia - Social and Behavioral Sciences, 25: 287 – 310.

THEME 3: ORGANISATIONAL LEVEL

WEEK 8: 10 March 2014

Organisational Design and Structure

The way jobs are divided, coordinated and grouped within an organisation depends upon the organisational goals and structure. In this lecture, we will explore elements necessary to design the organisational structure. Organisational structure is very important as in most of the cases it shapes individual attitude and behaviour in an organisation. Different types of organisational structure and its impact on individual and at group level will be discussed. LECTURE READING

Textbook Chapters:

Chapter 14 - 17 in Buchanan, D. and Huczynski, A. (2010) Organisational Behaviour: An Introductory Text. Seventh Edition, Financial Times, Prentice Hall. pp Chapter 14 in Mullins, L.J. (2010) Management and Organisational Behaviour. Ninth Edition, Financial Times, Prentice Hall

Research Paper: Lansley, P., Sadler, P., and Webb, T. (1974) Organisation structure, management style and company performance. Omega, 2 (4): 467-485. WEEK 9: 17 March 2014

Organisational Control, Culture and Climate

An organisation consists of different levels of authority and hierarchy such that activities within an organisation could be regulated and coordinated to achieve certain outcomes. Focusing on the different perspectives on organisational control, this lecture will explain the purpose and connection between planning and control in organisations and perspectives on control. The lecture will also discuss characteristics of organisational culture, antecedents and consequences of organisational culture and compare and contrast organisational culture and climate.

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LECTURE READING

Textbook Chapters:

Chapter 4, 16 - 17 in Buchanan, D. and Huczynski, A. (2010) Organisational Behaviour: An Introductory Text. Seventh Edition, Financial Times, Prentice Hall. pp Chapter 17 and 19 in Mullins, L.J. (2010) Management and Organisational Behaviour. Ninth Edition, Financial Times, Prentice Hall Research Paper: Desmond, J. (2004). An Evaluation of Organisational Control Strategies for Relationship Marketing. Journal of Marketing Management, 20, 209-236. Hartog, D. N., & Verburg, R.M. (2004). High Performance Work Systems, Organisational Culture and Firm Effectiveness. Human Resource Management Journal, 14, 55 – 78. Schaad, A., & Moffett, J.D. (2002). A framework for organisational Control principles. Proceedings of the 18th Annual Computer Security Applications Conference, 229-238. Wallace, J., Hunt, J., & Richards, C. (1999). The relationship between organisational culture, organisational climate and managerial values. The International Journal of Public Sector Management, 12, 548-564.

THEME 4: HUMAN RESOURCE MANAGEMENT

WEEK 10: 24 March 2014

Introduction to Human Resource Management and Recruitment and Selection

This lecture will discuss the meaning, nature and importance of HRM to an organisation. Looking at the theoretical background, it will also include issues of HR planning and the relationship to strategic planning within the organisation. While explaining the HRM planning process, it will introduce the process and principal sources involved in recruiting and selecting employees. The lecture will also describe the selection process, job description, person specification. Discuss recruitment and selection methods including job interviews and assessment methods. LECTURE READING

Textbook Chapters:

Chapter 1 and 3 in Banfield, P. & Kay, R. (2008) Introduction to Human Resource Management. Oxford: Oxford University Press. Chapter 1, 2, 6, 7 and 8 in Foot, M. & Hook, C. (2008) Introducing Human Resource Management. Fifth Edition, Prentice Hall. Research Paper: Bartram, Dave (2000) Internet recruitment and selection: Kissing frogs to find princes. International Journal of Selection and Assessment, 8 (4): 261 - 274 Bartram, D., Lindley, P.A., Marshall, L., and Foster, J. (1995) The recruitment and selection of young people by small businesses. Journal of Occupational and Organizational Psychology, 68 (4): 339–358.

Shen, J., and Edwards, V. (2004): Recruitment and selection in Chinese MNEs, The International Journal of Human Resource Management, 15 (4-5): 814-835

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WEEK 11: 31 March 2014

Retention: Rewards, Performance Management and Training and Development

Many organisations claim that despite recruiting high calibre people, they struggle to retain these due to competition with other organisation. Focusing on the issues of retention, this lecture explains three fundamental ways of retaining people: i) Rewards: various types of benefits and rewards and why employers offer benefits to their employees and how the rewards offered is directly linked with business strategy; ii) Training and Development: methods and criteria involved in evaluating training programmes and how this contributes in retention; and iii) Performance Management System: identify purposes of performance management systems and explain the steps in the appraisal process.

LECTURE READING

Textbook Chapters:

Chapter 10 -12 in Banfield, P. & Kay, R. (2008) Introduction to Human Resource Management. Oxford: Oxford University Press.

Chapter 9 - 11in Foot, M. & Hook, C. (2008) Introducing Human Resource Management. Fifth Edition, Prentice Hall.

Research Paper: Aguinis, H. and Kraiger, K. (2009) Benefits of training and development for individuals and teams, organisations and society. Annual Review of Psychology, 60: 451-474 Bretz, R.D., Milkovich, G.T., and Read, W. (1992) The current state of performance appraisal research and practice: Concerns, directions and implications. Journal of Management, 18: 321- 348 Liu, Y. (2010) Reward strategy in Chinese IT industry. International Journal of Business and Management, 5 (2): 119 – 127 O’Brien, L. and Jones, C. (1995) Do rewards really create loyalty? Harvard Business Review May-June: 75 – 82 Slaski, M. and Cartwright, S. (2003) Emotional intelligence training and its implications for stress, health and performance. Stress and Health, 19: 233 - 239 WEEK 12: 7 April 2014

Engagement: Employee Relations and Exam revisions

The first part of the session focusses on employee engagement. The lecture will discuss the nature and approaches to employee relations and the important factors necessary to increase employee involvement and participation. In the second session, there will be exam revisions.

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LECTURE READING

Textbook Chapters:

Chapter 4 in Banfield, P. & Kay, R. (2008) Introduction to Human Resource Management. Oxford: Oxford University Press. Chapter 4 in Foot, M. & Hook, C. (2008) Introducing Human Resource Management. Fifth Edition, Prentice Hall.

Research Paper: Macey, W.H. and Schneider, B. (2008) The meaning of employee engagement. Industrial and Organisational Psychology, 1: 3 -30 Saks, A.M. (2006),"Antecedents and consequences of employee engagement", Journal of Managerial Psychology, 21 (7): 600 - 619

SEMINAR INFORMATION Seminars are interactive and a discussion class; and depends upon your contribution for all of us to learn, therefore very important to participate in the activities. Each seminar involves two parts: case study analysis and activity. Case study analysis will deal with analysing problems at each level, advising and reflecting upon each other’s feedback. There will be different activities for you to participate with your team members and discuss. All the case studies is available in the Study Direct. In the first seminar, a short description will be given about the course and assessment. Each seminar is linked to the themes so it is important that you go through the lectures before the seminar. YOU MUST BRING THE SEMINAR SHEET AND CASE STUDIES FOR PARTICIPATION.

SEMINAR 1: INTRODUCTION TO THE COURSE

Part 1: What do you want out of your work? Go through the job adverts and answer following question:

1. In which organisation you would like to work and why? 2. What information from the given adverts captured your attention? 3. What do you look when applying for job? 4. Why are these important?

Part 2: Case Study Analysis Difficult Transitions (Case study analysis in the Study Direct) Answer following questions:

1. Identify several issues that have stressed Michael. Why do you think these issues are important?

2. What advice can you give Michael? 3. Is it possible to find an "ideal" place to work? Explain. 4. What are the factors that influence working effectively in any organisation? Why these

factors are important?

SEMINAR 2: INDIVIDUAL LEVEL Part 1: Debate if men and women are different?

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Part 2: Case Study Analysis Motivation of a Harvard Scholar (Case study analysis in the Study Direct) Answer following questions:

1. Using Maslow’s (1943) Hierarchy of Needs Theory, explain the reasons for the situation described in the case.

2. Using Vroom’s (1964) Expectancy Theory, explain the reasons for the situation. 3. Using one of the motivation theories discussed in the lecture, describe what actions Sue

should and should not take. 4. What do you think Dan will do? Is he satisfied with the current situation?

SEMINAR 3: GROUP LEVEL

Part 1: Design a team for improving customer relations 1. What characteristics should the individual members of the task team possess? 2. What should the composition of the task team be? Do the members need to possess specific

team roles? 3. What norms of behaviour do you think the task team should adopt?

Part 2: Case Study Analysis New Quota System (Case study analysis in the Study Direct) Answer following questions:

1. What factors seem to be influencing team performance here? 2. Identify the team norms and goals. Are they compatible with organisational objectives? 3. How does the team function to meet individual needs? 4. If you were Dave, what team concepts would you apply? Why?

SEMINAR 4: PRESENTATION ASSESSMENT

Week 7 and 8

SEMINAR 5: ORGANISATIONAL LEVEL

Role-Playing Game

SEMINAR 6: HUMAN RESOURCE MANAGEMENT

Part 1: Carry out an assessment of the approach to online recruitment of a company of your choice.

1. What was an overall impression of the website and ease of navigation for applicants? 2. What kind of image has been portrayed in the information? 3. What are the key information provided to candidates? 4. How the website attempts to set expectations related to the work? 5. How does the organisation cover retention and engagement issues? 6. Would you apply in this organisation? Why?

Part 2: Case Study Analysis Innovative HRM at Virgin Mobile UK

1. Evaluate human resource management at Virgin Mobile UK. What is the company doing well? What could be improved?

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2. Virgin mobile has subsidiaries in India, Australia, Canada, South Africa, the United States and France. Do you think these HR practices would work in these countries? Why or why not?

3. Imagine you are working for Virgin Mobile UK. How do you think these HR policies and practices would affect your behaviour at work?