Samenvatting Contemporary Topics

Samenvatting Contemporary Topics HRM (fase 3), volledig en gebaseerd op dit jaar (2020-2021) slides en eigen notities

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CONTEMPORARY TOPICS

Thomas Van der Mast

Contemporary topics
CONTENTS
JUSTICE IN DECISION-MAKING ................................................................................................................................ 2
TAKE A STEP BACK… ............................................................................................................................................ 2
WHY FOCUS ON FAIRNESS IN DECISION-MAKING? ............................................................................................. 3
HOW TO ENHANCE FAIRNESS? ........................................................................................................................... 3
CONSEQUENCES OF ENACTING FAIRNESS .......................................................................................................... 8
WELL-BEING ............................................................................................................................................................ 9
JD-R MODEL TO UNDERSTAND WELL-BEING IN THE WORKPLACE ..................................................................... 9
JD-R MODEL ~ CRITICAL REFLECTIONS? ............................................................................................................ 10
JD-R MODEL TO UNDERSTAND WELL-BEING IN THE WORKPLACE ................................................................... 11
NEGOTIATIONS ...................................................................................................................................................... 11
HOW TO GET THE MOST OUT OF A NEGOTIATION? ......................................................................................... 12
NEGOTIATIONS .................................................................................................................................................. 12
THE NEGOTIATION PROCESS ............................................................................................................................. 14
INDIVIDUAL DIFFERENCES IN NEGOTIATIONS ................................................................................................... 14
CULTURE IN NEGOTIATIONS ............................................................................................................................. 15
EMOTIONS IN NEGOTIATIONS .......................................................................................................................... 15
GENDER IN NEGOTIATIONS ............................................................................................................................... 15
TRUST ................................................................................................................................................................ 16
TRUST FROM WITHIN YOURSELF… .................................................................................................................... 16
TRUST… ............................................................................................................................................................. 16
TRUST REPAIR… ................................................................................................................................................. 17
(UN)ETHICAL BEHAVIOR IN NEGOTIATIONS ...................................................................................................... 17
SEXUAL BEHAVIOR & ROMANCE IN THE WORKPLACE .......................................................................................... 19
WORKPLACE ROMANCE .................................................................................................................................... 19
SEXUAL (STRATEGIC) BEHAVIOR ....................................................................................................................... 20
(IN)APPROPRIATE SEXUAL BEHAVIOR ............................................................................................................... 21
SEXUAL HARASSMENT ....................................................................................................................................... 21
IMPLICATIONS FOR THE WORKPLACE ............................................................................................................... 23
Contemporary topics
JUSTICE IN DECISION-MAKING
TAKE A STEP BACK…
These are two specific scientific models on organizational justice or fairness
1) Group engagement model
This model shows how justice/ organizational fairness can promote performance amongst employees. So if
you, as a supervisor, will make fair decisions, employees will be more likely to identify with the organization.
This will lead to psychological engagement (energised, enthusiastic…) what will lead to higher levels of
behavioural engagement (general performance and extra-role behaviour).
Example of extra-role behaviour: an employee who take over the tasks of a sick employee.
2) Cope engagement model
This model shows the impact of perceived injustice on physical and mental illness. So if people feel treated
unfairly in their organization, they will be more likely to experience negative emotions (for example frustration,
anger…). In order to cope with these kind of emotions, people are more likely to engage in unhealthy behaviour
(for example smoking, alcohol, disturbed sleep pattern). Due to their negative emotions and their unhealthy
behaviour, there will be negative bodily reactions such as higher blood pressure or heart rate. And in the end,
this will contribute to their physical and mental illness such as burn-out. There are a lot of other factors that
can lead to illness, so if an employee is sick, it doesn’t mean they are treated unfairly.