Professional & Personal Competence
Development for HR Managers
Week Ten
NEW THEME – The Professional Building
Blocks of the HRM Professional
(Commitment &
& Ethical Responsibility)
Outline of today’s session
• Introduction to new theme;
• Commitment;
• Ethical Responsibility;
• Assessment Two Guidance; &
• Summary.
The Professional Building Blocks of the HRM
Professional
Body of Knowledge & Skills
Situational
Judgement
Social &
ethical
responsibility
Commitment
(Self/employees/employer/
wider society)
Identity
What do we mean by being professional?
Source: CIPD Professions for the Future Project 2015
3
Commitment….
 Commitment to Self
 Commitment to Employees
 Commitment to Employer
 Commitment to Wider Society
WHAT IS COMMITMENT??
‘Commitment is a force that binds an individual to a course of
action that is of relevance to a particular target’ (Meyer &
Herscovitch, 2001, p. 301)
‘Commitment to a course of action is a form of self-control’
(Skinner, 1953)
“a psychological state that binds an individual to the
organization.’ Allen & Meyer (1990)
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Commitment to an Employer
Considerations of Values, Behaviours &
Motivations
Values, Behaviours &
Motivations of Leaders
Ethical Climate in
the Organisation
Environment: Work – Family Conflict
Family
Values
Value
Similarity
General Life
Values
Work/Family
Conflict
Value
Congruence
Work
Values
Value
Attainment
Job and Life
Satisfaction
Dominant Work Values in Today’s Workforce
Personality: Locus of Control (Impact on
Behaviours)
Flexibility
•Understanding yourself and
others
•Interpersonal communication
•Developing subordinates
•Team building
•Participative
decision making
•Conflict
management
•Living with change
•Creative thinking
•Managing change
MENTOR
INNOVATOR
FACILITATOR
Internal
•Receiving and
organizing info
•Evaluating
routine info
•Responding to
routine info
MONITOR
•Building and maintaining
a power base
•Negotiating agreement
and commitment
•Negotiating and selling
ideas
BROKER
PRODUCER
COORDINATOR DIRECTOR
External
•Personal
productivity and
motivation
•Motivating others
•Time and stress
management
•Taking initiative
•Goal setting
•Delegating
effectively
•Planning
•Organizing
•Controlling
Control
Commitment and Personal Motivation
Motivation functions as an important predictor of commitment by
motivating employees to spend time and energy in the
organisation (Mowday, Steers & Porter, 1979).
Meyer and colleagues (2004), and Meyer and Herscovitch (2001)
have proposed that organisational commitment is actually a
component of work motivation
However, according to GAGNÉ, CHEMOLLI, FOREST, &
KOESTNER(2008)
‘it is still important to distinguish between motivation and
commitment by treating them as constructs with different
targets. We therefore propose that the target of commitment is
an entity (e.g., organisation, person or event), whereas the target
of motivation is a course of action (for which movement is
necessary)’
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Job Satisfaction & Commitment
Attitude about the job
reflecting the like/dislike for it
and various facets.
Facets:
Pay, Promotion, Fringe
Benefits, Supervision, Coworkers, Job Conditions,
Nature of the Work Itself,
Communication, & Security.
Causes of Job Satisfaction
Environment (eg.
obj. characteristics
of job)
Personality
(e.g., Positive
Affect trait)
Subjective interpretation of
job environment
Job Satisfaction
Assessment of Job Satisfaction
COMMITMENT GAME
1.
2.
3.
4.
5.
6.
List top 5 Job Satisfiers
Circle the top 3 & Eliminate the least 2 priorities
Prioritize the top 3
Eliminate the “Important” priority
Eliminate the “Very Important” priority
Eliminate the “Critically Important” priority
Would you quit?
Ethical Issues – Levels for Addressing Them
Personal Level - situations faced as an
individual
Organisational Level – workplace situations
faced as managers & employees
Industrial Level – situations confronted as
professionals
Societal and international levels – local-toglobal situations confronted indirectly as a
management team.
page 16
Personal & Managerial Ethics
Principles Approach
Utilitarianism
Rights
Justice
Golden Rule
page 17
Ethics Test
Would you ever..??
 Copy and use software on your computer that you did not
purchase?
 Not return change to a salesperson who gave you more than
was due?
 Not report a crime you witnessed?
 Park in a disabled spot when not entitled?
 Allow someone else to be blamed for a mistake you made?
 Not confront a colleague who is disruptive or disrespectful?
 Take credit for someone else’s idea?
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Factors influencing Unethical Behaviour at Work
Behaviour of superiors;
Ethical practices of one’s industry or
profession;
Behaviour of one’s peers in the organisation;
Formal organisational policy (or lack of one)
Personal financial need.
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ASSESSMENT TWO GUIDANCE
Assessment Two: Brief
Individual summative report
Length: 2000 words
Weighting: 70%
Due Date: Monday 16th January 2017 by 4.30pm
Using your reflective log analysis and other evidence, produce a
report which builds on the first submission and provides more
depth in considering transition to the core of the CIPD
Profession Map (V 2.4). In addition, consider how one aspect of
internationalisation (as defined in class) could affect HR
leadership career capability in an organisation.
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Assessment Two continued:
With reference to the formative nature of Assignment One,
consider your chosen behaviour and how you feel this could be
progressed into bands 3 and 4 of the CIPD Profession Map,
using a role analysis of an HRM Leader in your chosen
professional area from an organisational case to exemplify. You
should critically reflect on how your increased awareness of
your professional and personal competences might fit these
standards (or whether your reflective activity since the last
Assignment has highlighted other opportunities and options)
and highlight any specific development interventions you
required to consider. Using your organisational case, chose
one aspect of internationalisation which you feel would impact
on the both the journey to and ultimate HRM leadership career
you have focused on.
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ASSESSMENT TWO BUILDS ON ASSESSMENT ONE. Take the
CHOSEN behaviour progress it through to the model core (bands 3 & 4)
CIPD, 2015
Current Trends in Cross-cultural Leadership
Desired Skills and Abilities:
• International perspective
• Fluency in a foreign language (two or more ideal)
• Ability to understand cultural contexts
Trends in Higher Education/Employee Skills Development:
• Cultural self awareness
• Global mindset
• Leading multinational teams
• Negotiation across boarders
• Foreign language
• Foreign work study
• Communication strategy
• Critical thinking/problem solving/conflict resolution
(Ahlawat, 2006)
References
Ahlawat, S. (2006). Competing in the global knowledge economy: Implications for business
education. Journal of American Academy of Business, 8 (1), 101 (5)
Allen, N. J., & Meyer, J.P. (1990)"The measurement and antecedents of affective, continuance
and normative commitment to the organization." Journal of occupational psychology 63.1
(1990): 1-18.
Gagné, M, et al. (2008) "A temporal analysis of the relation between organisational commitment
and work motivation." Psychologica Belgica48.2-3 (2008).
Meyer, J. P., Becker, T. E., & Vandenberghe, C. (2004) "Employee commitment and motivation: a
conceptual analysis and integrative model." Journal of applied psychology 89.6 (2004): 991.
Meyer, J. P., & Herscovitch, L. (2001). Commitment in the workplace: Toward a general model.
Human Resource Management Review, 11, 299 –326
Skinner, B. F. (1953) Science and human behavior. New York: MacMillan.
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Thank you for listening
Any Questions ?
page 25