Organizational Psychology

In this study was analyzed the content of «Person—Organization Fit» definition, and the role of Person—Organization Fit in the formation of Company’s Human Capital was examined. During the investigated we used the method of content-analysis, which included 38 study-papers as a sample. The study-papers were published in last 30 years and were selected according to their citation index. As a result of our study it was revealed the most relevant definition of Person—Organization Fit phenomena for the usage among this science field developing in Russia. We suggest that the POF is one of the key-instruments to formation of Company’s Human Capital. Moreover it was found out that the logic of structure of the POF as phenomena is following: Person—Job Fit → Person—Supervisor Fit → Person—Group Fit → Person—Organization Fit → Person–Environment Fit. This can be explained as a principle of «psychological entering the company by an employee». Significantly the least attention is paid to the Person—Supervisor Fit type, and the complementary fit mentioned by the scientists in this area less, than the supplementary fit. An additional point is that we attempt to offer the model of the functioning of POF, which covers the description of its role in human resource management practices, and in the formation of human capital of the organization in whole.

This article is addressed to teachers of economic and management disciplines, as well as specialists in the field of human resource management that in a teaching or consulting practice used Assessment Center method for assessment of competencies or teach it to others. We want to draw readers’ attention to the methodical, methodological and ethical principles of the Assessment Center, which violate the terms of international standards, are impermissible and unacceptable. The introductory part of this article presents authoritative experts’ estimates of the real practice of the using of Assessment Centers in Russia. Some experts state the gross violations of international standards by Russian practices and show examples of standards requirements that are violated most often. All critics unanimously agree that the most frequently violated the requirements of assessment results quality control by determining their validity. Opposite point of view is that the Russian practice is generally consistent with international standards. The main part of the article describes the author’s interpretation of the latest edition of the international standards of Assessment Center. Key provisions of international standards are presented in the form of 10 basic principles of Assessment Center method. Basic principle in this «Systemic ten principles» is «The principle of equality and transparency», that takes a compliance with other 9 principles, grouped into three groups: «Methodical principles», «Methodological principles› and «Ethical Principles». The minimum requirements of the standard include into this ten principles under which evaluation program can be considered as legitimate forms of implementation of the assessment centers method. The final part of the article describes the method by which on the basis of «Systemic dozens of principles» can reasonably identify any program of complex assessment as a legitimate form of realization of the Assessment Center method, or refer to the set of surrogate imitations, which resemble, but are not programs of assessment centers.

Widespread using of Assessment Centers technology as a system of HR in current organizations turned into an unexpected side. Customers raise a question about choosing the best program for yourself from those offered by consultants. Due to the fact that in recent years number of such questions addressed to consultants of «Center of personnel technologies - XXI» is growing and we don’t always have the opportunity to personally answer them, we offer you an answer of Professor T. Bazarov to customers conducting Assessment Centre for their companies. The author attempts to guide potential consumers of consulting services in the field of this technology, the basic capabilities and limitations of the method. This text allows you to realize the following. What questions can help to determine the quality of provided services? What can I expect from the using of this technology? How competent are consultants offering this type of service?

The article concerns the direction of the psychological study of employees’ counterproductive behavior – work behavior which negatively affects the functioning of the organization. Classification criteria for this behavior (target of action, character of action, the severity of the damage) are described and problems of such classifications are pointed out. For example, counterproductive behavior (CWB)includes: low productivity (production deviance), property damage (property deviance), disrespect for employees (political deviance) and personal aggression (personal aggression). The main problem of such classifications is that specific forms of counterproductive work behavior is partially dependent on the nature of its business, as well as the norms and values prevalent in organization. Researchers agree that the various forms of counterproductive activity reduce productivity and thus affect the financial and psychological well-being of organization. Instrumental and expressive motivation of counterproductive behavior and the factors contribute to its strengthening. The main factors considered individual characteristics of employees (personality traits, personal values and attitudes), employees’ relationship to each other (attitude and interaction with colleagues, equality in status, regulatory control, fairness, consistency of words and actions of leader), and the organization of work (the presence of obstacles, high workload). Finally, it discusses the main problems of studying of counterproductive work behavior, and the relationship of this form of activity with other forms of organizational interaction (citizenship behavior and protest activity). The lack of a stable negative relationship between citizenship and counterproductive behavior in organization is discussed. In general, an studying of counterproductive behavior as a form of organizational protest in comparison with other forms of protest activity helps to analyze determination of the behavior by factors related to the structure of society as a whole.

In the current millennium when the organisational and the overall global system is under pressure from unprecedented change and more importantly pace of change, organisations have to develop new ways of realising their assets and performing against lower costs. They must be able to compete on the international stage, where the overall costs of labour and operations have changed dramatically with the advent of new emerging economies that are impacting the traditional hierarchies of economic status. The stability of organisational structures, the world economy and geopolitics are today more volatile, globalised and uncertain. In this wider context some elements that make up a successful organisation have come under scrutiny and there is a preoccupation to finds the best way to realise the best out of what can be considered organisational assets. So practice and motivate their employees to contribute back to organisational goals, against the salaries and benefit that they receive is a very important item on the agenda of high organisational effectiveness. One of the motivational tools that organisations have available is the use of coaching at individual level as well as for high preforming teams. This article presents an overview of the topic seen as a “system” and identifies many of the specific aspects that play a significant part, not in depth but as a starting point and opportunity for subsequent focus and scrutiny. It also aims to provide a brief but useful introduction to complexity thinking and the way it may apply to organisations. Coaching is positioned within the organisational system, alongside leadership and strategy, as a key factor in organisational effectiveness. The perspective taken in the writing of this paper, is that of a practicing Business Psychologist, who utilises a pragmatic digest of the latest thinking and models based in research, but with the applied knowledge of a Business Practitioner who has accumulated extensive business experience of over 15 years, in an international context, having worked with leaders of business methodology and people management methodology in the world such as IBM, Alcatel, Johnson&Johnson, and Bristol Myers-Squibb. By specifically using the complexity paradigm, the author promotes the understanding of coaching and organisational effectiveness as a composite concept – which is owned by multiple stakeholders and therefore requires a collaborative approach in definition and successful delivery – necessary to achieve high organisational effectiveness.

The corporation is not only an economic organization that provides goods and services for the maximization of profits, but also a social organization responsible for the benefit of society. Offering job opportunities to people and care for the living conditions of employees are indispensable social responsibilities of the corporation, because social and economic development cannot be expected without a sustainable reproduction of healthy workforce. In terms of employment practices, common features have been found between the Japanese large-scale company and the Russian state firm. Both of these forms of organization provide their employees with training and education, long-term job security, welfare facilities for employees and their families, and the company labor unions cooperate with the management in these areas. Directors and managers are recruited mostly from employees of long-time service in a given company, and one of their main duties is to support the existence of employees and their families. Those relationships result in a trustful relationship between employees and management, as well as a sense of identity with their firm for employees. Such practices lead to sustained social integration in each country, although their specific forms are different across the social systems. Those conventional practices have been undermined by globalization in both countries: In Russia it happened radically after a collapse of the Communist system, and in Japan this process has gone steadily during the long-term economic recession of the last twenty years. This paper focuses on the changing patterns of employment practices in Japanese firms within the worldwide ever-growing competitive environment and the implications of this change for the integration/disintegration of the present-day Japanese society.

In this article we generalized the results of research of person’s self-determination in business. The researches were conducted on the base of business psychology — a new applied psychology approach. We develop the approach to understanding of business as psychological activity and social environment of development of personality. On this base we study characteristics, mechanisms, and factors of social and professional development of businessmen. The article is aimed on the exploration of the personal’s problems of self-determination in business. Theoretical approach to the problem of self-determination is rather new. In one the social identity and methods of decision making process are make up an essential foundation of social and professional self-determination. By the help of this approach we picked out the concrete parameters for comparisons of people and groups. There are the results of research about businessmen’s social identity, conceptions about themselves and own activity, main problems of self-determinations in business, identity crisis, and methods of decision making process. Discovered that crisis of identity manifestations are transformation of social identity system, reduction of professional, statuses and roles characteristic in one. Main problems of self-determination of personality in business are: vagueness, role’s diffusiveness, and higher levels of demands from different social institutions. The research has disposition as flights project. In spite of this we studied some characteristics which help us to bring to light a different levels, crisis and problems of professional self-determination, and make a comparison of people between each other’s. The practical value of these business-psychology researches is determinate by the tasks of psychological consulting and coaching, training and support.

The need for quality training transprofessionals in business education and development of unique programs at leading Russian institutions of higher education is obvious. Consequently, companies working in the field of business education, it is necessary to set the transition from simple instrumental skills training tutorials to the “new generation” as topics and methodology. In this paradigm, it is necessary to educate and train business coaches. It is expected of them to create innovative programs. New frontiers and understanding of the need and importance of quality training of specialists in the field of training management, outlined ways of understanding long-term experience and initiated the creation of a unique training program training at the Institute of Applied Psychology in Higher School of Economics. Experiences and interdisciplinary approach to understanding the contradictions within the growing organization and ways to solve them, a special look at the business through the prism of modern psychology have begun creating models multirole business coach with a broad range of universal competencies, especially in areas such as facilitation, moderation and mediation. As part of the training program of great importance is given to the fundamental knowledge in the field of psychology and management. Methodological training is based on a set of tools and knowledge necessary for success: business training, knowledge of business processes, the ability to manage their own behavior. The new approach is the obvious idea that the profession of a “busness coach” makes special demands of the future specialist.

Review of the textbook by A. B. Leonova (Ed.). «Organizacionnaya psihologiya» [Organizational Psychology]. Moscow: Infra-M, 2013. ISBN 978-5-16-006052-1