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2017_ihrm_lecture_5.pptxPage 1
What are the 3 things that you learned in the past lecture?
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Agenda
Introduction
Strategic International Human Resource Management
Culture and International HRM/ Cross-cultural management
Global Staffing and International Assignments
Institutions, Actors and Micropolitics: Organizational Culture
Global Talent Management
International Compensation and Reward
Global Labour Regulation and Corporate Social Responsibility
Global Diversity Management
Gender and IHRM
Summary and review
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2017
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Cohesiveness
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Cohesiveness is the degree to which members of an organization are attracted to each other and are motivated to stay in the organization.
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Cohesiveness
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Cohesiveness is the degree to which members of an organization are attracted to each other and are motivated to stay in the organization.
The link between cohesiveness and productivity depends on the performance-related norms (e.g., output orientation, emphasis on quality work) established by the team or the wider organization:
If performance-related norms are high, highly cohesive groups are more productive than low cohesive groups.
If performance-related norms are low, highly cohesive groups are less productive than low cohesive groups.
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Cohesiveness
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How can managers can encourage cohesiveness?
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Cohesiveness
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How can managers can encourage cohesiveness?
Make teams and organizational units smaller
Encourage agreement with organizational goals
Increase the time spent together
Increase the status and perceived difficulty of organizational membership
Stimulate competition with other organizations
Give rewards to groups rather than to individual members
Physically isolate groups
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Conformity
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Individuals try to conform to norms of organizations
Members avoid being visibly different
Members with differing opinions feel extensive pressure to align with others
First 2 trials correct
12 out of 18 trials group responds wrong
People conformed on average in a third of the 12 wrong trials
75% wrong answer at least once
Less than 1% wrong answer without group present
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Conformity
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First 2 trials correct
12 out of 18 trials group responds wrong
People conformed on average in a third of the 12 wrong trials
75% wrong answer at least once
Less than 1% wrong answer without group present
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Conformity
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First 2 trials correct
12 out of 18 trials group responds wrong
People conformed on average in a third of the 12 wrong trials
75% wrong answer at least once
Less than 1% wrong answer without group present
The experimenter asks all of you, one at a time, to choose which of the three lines on the right card matches the length of the line on the left card. The task is repeated several times with different cards. On some occasions the other "subjects" unanimously choose the wrong line. It is clear to you that they are wrong, but they have all given the same answer. What would you do? Would you go along with the majority opinion, or would you "stick to your guns" and trust your own eyes? In 1951 social psychologist Solomon Asch devised this experiment to examine the extent to which pressure from other people could affect one's perceptions. In total, about one third of the subjects who were placed in this situation went along with the clearly erroneous majority. Asch showed bars like those in the Figure to college students in groups of 8 to 10. He told them he was studying visual perception and that their task was to decide which of the bars on the right was the same length as the one on the left. As you can see, the task is simple, and the correct answer is obvious. Asch asked the students to give their answers aloud. He repeated the procedure with 18 sets of bars. Only one student in each group was a real subject. All the others were confederates who had been instructed to give two correct answers and then to some incorrect answers on the remaining 'staged' trials. Asch arranged for the real subject to be the next-to-the-last person in each group to announce his answer so that he would hear most of the confederates incorrect responses before giving his own. Would he go along with the crowd?
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Conformity
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First 2 trials correct
12 out of 18 trials group responds wrong
People conformed on average in a third of the 12 wrong trials
75% wrong answer at least once
Less than 1% wrong answer without group present
The experimenter asks all of you, one at a time, to choose which of the three lines on the right card matches the length of the line on the left card. The task is repeated several times with different cards. On some occasions the other "subjects" unanimously choose the wrong line. It is clear to you that they are wrong, but they have all given the same answer. What would you do? Would you go along with the majority opinion, or would you "stick to your guns" and trust your own eyes? In 1951 social psychologist Solomon Asch devised this experiment to examine the extent to which pressure from other people could affect one's perceptions. In total, about one third of the subjects who were placed in this situation went along with the clearly erroneous majority. Asch showed bars like those in the Figure to college students in groups of 8 to 10. He told them he was studying visual perception and that their task was to decide which of the bars on the right was the same length as the one on the left. As you can see, the task is simple, and the correct answer is obvious. Asch asked the students to give their answers aloud. He repeated the procedure with 18 sets of bars. Only one student in each group was a real subject. All the others were confederates who had been instructed to give two correct answers and then to some incorrect answers on the remaining 'staged' trials. Asch arranged for the real subject to be the next-to-the-last person in each group to announce his answer so that he would hear most of the confederates incorrect responses before giving his own. Would he go along with the crowd?
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Conformity
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Asch (1951)
76% of the participants conformed on at least one trial.
First 2 trials correct
12 out of 18 trials group responds wrong
People conformed on average in a third of the 12 wrong trials
75% wrong answer at least once
Less than 1% wrong answer without group present
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Conformity
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Conformity pressure in organizations: 61 % of employees felt overt or implicit pressure to cover up their identity
Appearance: 29% changed their dress to hide identity and blend in
Affiliation: 40% refrained from identity revealing behavior
Advocacy: 57% avoided sticking up for their identity group
Association: 18% limited contact to identity group
Result: 66% said their sense of self is undermined, 51% said they see limited opportunities with their company, and 50% indicated a diminished sense of commitment.
Yoshino & Smith (2014)
First 2 trials correct
12 out of 18 trials group responds wrong
People conformed on average in a third of the 12 wrong trials
75% wrong answer at least once
Less than 1% wrong answer without group present
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Questions? What are the 3 things that you learned in this lecture?
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Seminar 5: In your workshop group:
In this week’s seminar we will apply how organizational cultures are linked to business and how culture can be shaped and passed on to new members.
Together with your team you are starting a company.
1. Decide what your company does (don’t spend too much time on this)
2. What type of culture would you try to establish in the company? (make use of structures and content learnt in class)
3. How will you ensure that the company’s culture is passed on to new organizational members?
Agenda
Introduction
Strategic International Human Resource Management
Culture and International HRM/ Cross-cultural management
Global Staffing and International Assignments
Institutions, Actors and Micropolitics
Global Talent Management
International Compensation and Reward
Global Labour Regulation and Corporate Social Responsibility
Global Diversity Management
Gender and IHRM
Summary and review
