Human Resources and Organization

Session 9 & 10
Final presentation
Instructor: Prof. Azusa Nakamura
Session topics
Week 1: Introduction and Managerial Work Today
Week 2: Design of Work
Week 3: Recruitment, training and development
Week 4: Performance & Reward Management
Week 5: HR Models & Sectorial Variations
Mid-term exam

Week 6: Organizational Decision-Making and Structure(online, A)

Week 7: Power Relations in Organization
Week 8: Organization Culture

Week 9: Group presentations

Week 10:Group presentations Your exam is on 12th December.
Final exam
 Friday morning
Session 9 Session 10
The caffeinated People first
PR’dators The shining girls
Tips for the final exam JEXPR

Peer evaluation
 For presenters
Please use your laptop.

In case your presentation lasts too long, I will raise my hand.

Please engage with the entire audience. I'm not the only one
here. :)

I will post my feedback and your colleagues’ feedback later via

Courses.

If you ask a question to the presenter, you will get a bonus point.
 For listeners
Active listening!
When not presenting, you will be assessing other groups via MF
forms. I also sent an email to you this morning.
In case you are presenting, just write down you are a presenter.
Let’s start!
 About final exam and final report
The course coordinator informed me yesterday that your exam will be on
December 12!

If I had known this before, I would not set up the deadline for your final report one
week after Session 10.

Considering our schedule, it is unreasonable to set up your submission deadline on

December 15.

New deadline for your final report.

December 20 at midnight (please do not be late)

Obviously, you can submit your draft earlier if you wish. :)

 Please remember...written report
Deadline: One week after Session 10 (midnight) via Courses.
Penalties will be imposed in case of delays (minus 1 point for each day of
delay).
The report must detail the three points described above: organization, HR
policy, and implementation.
It should be up to 10 pages (I do not mind over 10 pages)
Format
Times New Roman, 12points, intermediate – 1.5 – spacing), including
appendices.
You may use the appendices to present any information that readers will
find useful (information collected, spreadsheets…).
 Tips for the final exam
There are 6 questions, but you answer 5 questions.

Each question is 4 points. Max. 10 lines.

If you answer everything, you will not get a bonus.

I will not grade your final exams (NEOMA policy)

Essay questions. (Content: all sessions)

 Let’s recap all the sessions

I will not share these slides.

Please take a note.
If you need take a photo. ;)
In case your friends are not here, inform them.
 1 Introduction

2 Structuring work

Session 2 3 Supervising work

4 Managing flexibility

5 Managing work-life quality

 Examples of structuring work
Vertical Two dimensions
How much of task
autonomy/time specialization
does a person
have to conceive
his work and Horizontal
organize it as Does a person do
(s)he wishes? the same job all
day or do
different jobs?

Scientists in R&D
labs
Strong Horizontal
Strong Vertical
Weak Vertical Specialization
Specialization Weak Horizontal
Specialization
Specialization
Specialize in one
Fixed schedule
area
Coordination Mechanisms
Supervising work
01 Direct supervision

02 Mutual adjustment

03 Process Standarization

04 Qualifications Standardization

05 Results Standardization

06 Norms Standardization
Managing flexibility
Increasing complexity of
managerial work
Increasing diversity of workers -
interns, temporary staff, freelancers,
teleworkers...

More flexible?
More stress?
Forms of flexibility

Employers decide how many employees should be hired

(fired).

Employers take steps to ensure employees are

capable of performing a wide range of tasks.

Employers adjust working time.

Employers decide workers’ wages.

Employers decide to augment the reactivity of their

productive systems.
A plural concept
Flexibility Quantitative Qualitative

Diversify Employment status Diversify Production Systems

Temporary contracts, Fixed Subcontracting,
External (reliance on
term contracts, Interns, Externalization,
market forces)
Seasonal work, Work on Outsourcing,
request Independent work

Adjust Work Organization

Adjust Work time and pay
Job enrichment, Semi-
Part-time work, Zero-hour
Internal (reliance on its autonomous teams, Multi-
contracts, Overtime, Shift work,
own resources) skilling, Polyvalence,
Night work, Week-end work,
Responsibility delegation,
Pay evolution
Project groups
 Psychosocial risks (PSR)

Psychosocial risks (PSR) arise from poor work

design, organization, and management, as
well as a poor social context of work, and
they may result in negative psychological,
physical, and social outcomes such as work-
related stress, burnout, or depression.

European Agency for Safety & Health at

Work
Factors may reduce Psychosocial risks
1. Psychological Support 2. Organizational Culture

3. Clear Leadership & Expectations 4. Civility & Respect

5. Psychological Job Fit 6. Growth & Development

7. Recognition & Reward 8. Involvement & Influence

9. Workload Management 10. Engagement

11. Balance 12. Pyschological Protection

13. Physical Protection

 Performance Management Systems
Session 4
Performance Management
The process of creating a work environment in which people can
perform to the best of their abilities

Performance Appraisals
The result of an annual or biannual process in which a manager
evaluates an employee’s performance relative to the requirements
of his or her job and uses the information to show the person where
improvements are needed and why
Which scale do you like or dislike?
 PUTTING IT ALL TOGETHER:
360-DEGREE APPRAISAL
Advantage:
Ensure anonymity
Make respondents accountable
Prevent “gaming” of the system
Use statistical procedures
Identify and quantify biases
 ASSESSMENT BIASES
Halo effect: One criterion influences the evaluation of the overall performance

e.g., my subordinate is super in team A, so this person is for sure good in team B.
Contrast effect: Two employees with different profiles are evaluated one after

the other
Similarity effect: Overrating an employee due to characteristics similar to the
rater

Restriction-of-range effect: Evaluations reflect the team's average

e.g., Hiring only high-performing people increases the firm’s average performance.

Tendency-to-extremes effect: Too generous and/or too strict

Last-impression effect: Evaluating an employee on the basis of recent behavior

 Equity

Equal compensation for equal work/job contribution

Internal equity: Salary comparable for similar jobs within an organization

External equity: Salary comparable to similar jobs in the industry

Individual equity: Variable pay recognizing individual performance

Collective equity: Variable pay recognizing collective performance

Session 5

1. Fitting your HR practices to strategy

2. HR Models
 Other types of HR Models

Pichault, F., & Schoenaers, F. (2003). HRM practices in a process of organisational change: A contextualist perspective.
Applied Psychology, 52(1), 120-143.
 Sources of power (S7)
Examples?
Coercive Power
Forcing someone to do something he/she does not want to do through the threat of punishment

Reward Power
Control of rewards and monetary resources

Positional Power
Role, position, or title power, like the CEO

Expert Power
Information, knowledge, or expertise

Informational Power
By controlling the flow of information

Referent (Charismatic) Power

Personal characteristics, admiration, or charm
 My advice
Try to memorize definitions of some concepts.

You can be strategic about which parts you want to focus on.
(5 questions you will select)

Be logical.

Please write something. Do not submit a blank page.

Based on what you write, we will evaluate you.

 Friday morning
Session 9 Session 10
The caffeinated People first
PR’dators The shining girls
Tips for the final exam JEXPR

Peer evaluation
Thank
!
you !
azusa.nakamura@neoma-bs.fr