EPSC Summary - Empowering People for Societal Changes Week 1 HC 1 – 2/4/ We live in a world full of - Studeersnel (2024)

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Empowering People for Societal Changes (E_IBK3_EPSC)

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Vrije Universiteit Amsterdam

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Empowering People for Societal ChangesWeek 1 HC 1 – 2/4/We live in a world full of (work-related) societal changes, such as: - Individual mobility across cultural and national barriers leads to increased diversity. - Development of AI revolutionizes the world of work. - Global warming, scarce resources and a growing world population highlight the need for more sustainability – also in the world of workThese changes can be frightening and they require us to invest resources (time, energy, effort) to adapt to them.HRM can provide employees with the resources to deal with these societal changes.EmpowermentEmpowerment: “The process of implementing conditions that increase employees’ feelings of self-efficacy andcontrol (e,, participative decision making) and removing conditions that foster a sense of powerlessness (e.,bureaucracy).Feeling empowered: feeling in control of one’s life or job, e., with respect to task performance, problems,challenges.Self-efficacySelf-efficacy: “Perceived self-efficacy is defined as people's beliefs about their capabilities to produce designatedlevels of performance that exercise influence over events that affect their lives.”Believing one can perform = feeling in control of performance (empowered)Sources of self-efficacy: 1. Mastery experience (achieving a certain goal) 2. Role model learning (vicarious experiences): learning by looking at how others do it 3. Verbal persuasion 4. Emotional & physiological states (e., a situation where you are really stressed, will most likely cause you to not perform your tasks well)Work design & empowerment  Organizations need to ensure high employee job performance  The design of the work relates to job performance, ...  ... it can empower employees by providing them with resources such as autonomy (control), meaningful tasks, and social support and connection.A model of work design (Parker et al., 2001)Using HRM to empower peopleHuman Resource Management (HRM): is the design of formal systems in an organization to ensure theeffective and efficient use of human talent.These formal systems should generate activities that involve the utilization and development of an organization’sresources which include personnel, technical equipment, and policies.Personnel: Organizations need to invest in their “Human Capital” – the knowledge and skills of their employees... tostay competitive and reach their goals.Strategic HRMStrategic HRM: “emphasizes the strategic role of HRM in meeting business objectives [...]

the basic premise underlying strategic HRM is that organizations adopting a particular strategy require HRpractices that may differ from those required by organizations adopting alternative strategies” (No ‘One size fitsall’ – universalistic model).HRM, if well-designed, can help achieve organizations’ goals.Universalistic Model of Strategic HRMOne best way of managing HR to improve business performance, derived from “best practice”.For instance: High Performance Work Systems (HPWS)- bundles of HR practices is performance enhancing, assignssome control to the employees: involvement programs, team-based work, enhanced training and development,reward and gain sharing.Fit/Contingency Model of Strategic HRMExternal fit: Vertical integration between the HR Strategy and theBusiness Strategy (and context: industry; workforce; trends such associetal changes; values & culture; social, political & economic forces)Internal fit: Horizontal integration between HR Policy and HRActivities/PracticesHRM-Practices and the HR LifecycleRecruitment: job advertisem*nt based on HR planning (job analysis, job design), applicant assessment andselection.Fostering commitment: training line managers to support and lead, designing workplaceculture and work conditions to be healthy and ethical.Development: designing and offering trainings, developing career opportunities, mentoringand coaching.Compensation & Benefits: designing pay structure, incentives, rewards and bonuses.Turnover: Ensuring that knowledge and skills are retained in the organization.HRM – ObjectivesStaffing objective: includes the recruiting, selecting and developing of people to fulfill the required roles. Thetighter a key employment market becomes, the harder it is to find and then hold on to the people an organizationneeds to compete effectively. (The activities in the HR lifecycle are driven by these objectives).Performance objective: once the workforce is in place, HR managers seek to ensure that people are wellmotivated and committed to maximize performance. Training, development, and reward systems are instrumentalto maximize effort and focus attention on performance targets.Change Management Objective: The HR function has a role in managing change. Change is often driven by theneed to innovate due to external pressures. Sometimes the change is structural, requiring reorganization ofactivities, or introduction of new people into particular roles. Other times the change is cultural, in order to alterattitudes, philosophies or longpresent organizational norms.Administrative objective: Focused on underpinning the achievement of the other 3 objectives includes data onemployees, a record of achievement in terms of performance, their attendance, and training records, terms &conditions of employment and their personal details. Yet, there is a legal aspect/compliance with the law e.,health, safety, and issuing of contracts to new employees.The Role of Line Managers“It has been argued that studies of human resource management have been too focused on policies that are set inthe HRM department, and have underplayed the importance of the way those policies are translated into practiceby line managers”. Line managers play a key role in implementing HRM practices.Line managers adjust and use HR practices in everyday work. Just like every line manager might have a differentleadership style, every line manager might have a different interpretation of a specific HRM practice.How an HR policy is put into practice, affects employees’ feeling of empowerment and ultimately their well-being.Because you likely will be a (line) manager (or HRM professional) at some point in the future ... it is important foryou to learn how you can empower employees with the HRM practices you enact.Four Societal Changes 1. Sustainability – What are barriers to employee productivity? (work-life balance)

Remember: People are the most important organizational resource.Workforce Diversity (in age, sex, gender, functional background, education, sexuality, culture, ethnicity,nationality, religion, contract type...) implies access to a bigger pool of resources.Focus here: How to reap the benefits of diversity?What work-related aspects (e., changes, challenges) related to Ethics & Diversity can you think of?What are the barriers to benefitting from diversity? - hom*ophily/ similarity-attraction paradigm (that men only hire other men; or that females only become close to other female colleagues) - Lack of knowledge & familiarity - Discrimination - Low sense of belonging/in-group vs. out-group - Groupthink - Microaggression - Communication costsDiversity in the workplace (what can you do to help companies overcome these barriers): - Establishing processes that elicit everyone’s opinion (will help for groupthink for example) - Raising awareness/Discussing stereotypes and common misconceptions - Quotas? (Are some mixed emotions about this approach) - Cross-training/establishing diverse teams - Diversity training - Coaching, mentoring & leadership - Communication & transparencyData Availability & the Transparent Person“Knowledge itself is power.“Improvements in data storage, surveillance techniques and the Web 2 (allowing user-generated content)facilitate the creation of large datasets on employees – and even job applicants.There is a whole function within HRM dedicated to working with this (big) data: HR Analytics.HR Analytics = “A HR practice enabled by information technology that uses descriptive, visual, and statisticalanalyses of data related to HR processes, human capital, organizational performance, and external economicbenchmarks to establish business impact and enable data-driven decision-making.”What work-related aspects (e., changes, challenges) related to Data Availability & the Transparent Person can youthink of?What are the challenges arising from increased data availability and HR analytics? - Generalization of patterns to individuals (e., “maybe baby”) - Data abuse (e., “retention predictor”) - Lack of understanding of algorithms/ analytic results - Biased recommendations/nudges  Bias: “Whether you are analyzing the data yourself or buying an AI tool from a vendor, we have to remember that all algorithmic systems are based on existing data. And if the existing data is biased, the predictions and recommendations will be biased.” - Risk of data leakage  loss of trust and reputation - Ensuring privacy and securityData Availability in the WorkplaceEthical Challenges of HR Analytics and how to Create Trust: To build trust, apply HR Analytics ethically, andempower people, you need to consider these four dimensions of trust: 1. Privacy 2. Security 3. Bias 4. People ImpactArtificial Intelligence & Technological ChangesTechnological changes = advances in automation, digitization, machine learning, AI, ...Led to changes in

• Types of jobs
• Types of tasks
• Pace and breadth of work
• Career pathways and patternsWhat work-related aspects (e., changes, challenges) related to Artificial Intelligence & Technological Changes canyou think of?What are the challenges arising from technological changes and the rise of AI?
• Fear of job loss
• Lack of relevant (IT) knowledge & skills
• Fear of own/human skills becoming “outdated”
• Lack of trust in AI (ethics, biases)
• Uncertainty about potential/performance of technology & AI
• Uncertainty about future job prospects/the future of workChatGPT as Challenge and Chance “Advances in technology also mean that job roles and tasks are regularly being redesigned, resulting ingreater expectations for employees to update or acquire new skills for different roles across their career.” Read the article by Marr (2023) and 1) highlight examples of how the author tried to empower the readerwith this piece of writing. 2) Discuss how this applies to empowering people as HRM professional or linemanager for the specific change of advances in AI.Empowering employees for technological advances:
• Role modelling
• Raising awareness of benefits of technology
• Shorter work weeks
• Training in use of AI
• Skill trainings, upskillings & multiskilling
• (Empowering, servant, transformational) leadership to boost self-efficacy
• Social supportRemember: Contingency Model of HRMWith all these ideas for empowering people for the four societal changes, we need to remember that there is no“one size fits all”.Rather, we need to consider the contingencies, the context (industry, organization, individual, culture,...)HC 3 – 9/4/24 (Guest Lecture – Susanne Beijer)HRM and ContextBest practice perspective:
• Existence of a set of HRM practices that leads to superior organizational performance
• Related to so-called High Performance Work Systems: Ideal combination of practices
• Example: “6 best practices for managing unhappy employees”Best fit perspective:
• Importance of fit between HRM practices and internal and external context
• Effect of HRM practices dependent on for example fit with organizational strategy
• Example: Human Resource Theory (Paauwe, 2004)Contextually based Human Resource Theory: Paauwe (2004)

The AMO model stands for Abilities, Motivation, and Opportunities, and it is a framework used to understandhow these factors interact to influence individuals and organizational performance. According to the model,individuals perform at their best when they possess the necessary skills and capabilities (Abilities), are motivatedto exert effort (Motivation), and have access to supportive organizational structures and resources (Opportunities).Optimizing all three elements within the AMO model is crucial for achieving high levels of performance andproductivity in organizations.Paauwe (2004)Paauwe (2004) model addresses the concept of reversed causality in the context of HRM by highlighting thebidirectional relationship between HRM practices and organizational performance. Instead of viewing HRMpractices solely as drivers of organizational performance, the model recognizes that performance outcomes canalso influence HRM practices, leading to a reciprocal relationship. This understanding suggests that successfulorganizational performance can prompt adjustments in HRM practices, demonstrating a dynamic interplay betweenHRM and performance over time.Process Model Wright & Nishii (2005)The Process Model by Wright and Nishii (2005) outlines the mechanisms through which strategic humanresource management (SHRM) practices influence organizational performance. It posits that SHRM practicesimpact employee attitudes and behaviors, which in turn influence operational outcomes such as productivity andcustomer satisfaction. This model emphasizes the mediating role of employee attitudes and behaviors intranslating HRM practices into tangible organizational performance outcomes.Van de Voorde & Beijer (2014): HR attributesVan de Voorde and Beijer’s (2014) model of HR attributes focuses on identifying the specific attributes ofHRM practices that contribute to organizational performance. It suggests that HRM practices can be categorizedinto various attributes such as autonomy, training, and performance management, each with its unique impact onorganizational outcomes. By understanding the distinct contributions of these HR attributes, organizations cantailor their HRM strategies to maximize their effectivess in driving performance.The model focuses on HR attributes and their impact on organizational outcomes. It delineates How HR-well-beingattribution, HR performance attribution, job strain and commitment are influenced by HPWS practices. The modelsuggests that HPWS practices affect employees’ perceptions of HR practices, which in turn influence their well-being, performance attributions, job strain and commitment levels within the organization.

General ModelThe General Model of HRM outlines the relationship between HRM practices and organizational outcomes. Itsuggests that HRM practices influence employee attitudes and behaviors, which in turn impact organizationaloutcomes such as productivity, satisfaction, and performance. This model highlights the critical role of HRM inshaping both employee experiences and organizational success.Process models – reflection  Various models available  Similarities but also differences  More empirical studies neededEffects of HRM: Empowering People?Mutual gains vs. conflicting outcomes (Van de Voorde et al., 2012)Van de Voorde et al. (2012) explore the concept of mutual gains versus conflicting outcomes in the context ofhuman resource management (HRM).Mutual gains refer to situations where both employees and employers benefit from HR practices, leading toimproves performance and well-being.Conflicting outcomes, on the other hand, arise when HRM practices inadvertently lead to tensions of trade-offsbetween employees and employers, potentially resulting in a negative effect on performance and well-being. Thereis a disbalance of interests, so something could benefit the employee but not the company, so you ask: ‘To whatextent do we focus on the employees and on the organization?’ Example: performance management type ofpractices. It is about setting targets, and if you set these targets really high it will lead to a decrease in well-beingbut it can increase the performance of the company.Distinction in well-being types: Health, happiness, relationship. Main findings: - Evidence for mutual gains for happiness and relationship well-being - Evidence for conflicting outcomes for health well-beingThe future of HRMAlgorithmic managementAlgorithmic management: the large-scale collection and use of data on a platform to develop and improve learningalgorithms that carry out coordination and control functions traditionally performed by managers’ (Möhlmann et al.2021, pp. 2001 in Benlian et al., 2022).Or it can be: ‘a system of control that relies on machine-readable data and software algorithms that support and/orautomate managerial decision-making about work’.Three elements: 1. Machine-readable data as input 2. Automated processing of data

Implications for HRM practicesWeek 3HC 4 – 15/4/Organizational culture in a nutshell“The essence of culture is not what is visible on the surface. It is the shared ways groups of people understandand interpret the world.” (Trompenaars& Hampden-Turner, 2020, p. 4)Organizational Culture refers to... - ... how people in the organization think and learn - ... how people in organizations change - ... how people are motivated and rewarded - ... how conflicts are resolvedThe organizational culture might differ between functional areas (e., R&D, HRM, Sales, Marketing) because thepeople in these areas differ.3 aspects describe a specific organizational culture: 1. General relationship between employees and their organization 2. Degree of hierarchical system of authority 3. Employee views of organizational purpose and goals and their contribution to it (Employees(incl. leaders)shape the organizational culture.)Categorizing Organizational Culture2 dimensions along which to categorize organizational cultures:

Feeling empowered = feeling in control of one’s life or job, e., with respect to task performance, problems,challenges.How can we CREATE a certain organizational culture?A Model of Culture  Culture is multilayered (Ed Schein)Outer Layer: Explicit culture, shows itself in artifacts and products. These are“easy” to create, and they are the starting point for designing organizationalculture.  What artifacts and products as signs of organizational culture have you experienced / can you think of? - Language - Clothes’ - Food - Rhythm & Pace - Behavior - Work ethic - Meeting style  However, the reasons for explicit culture (behavior, clothes, food,...) might differ across culture.Second layer: Espoused values. Culture as shared norms and values, provide the reasons for explicit culture.These are difficult to design. How/where might we see an organization’s values and norms?  What norms and values as signs of organizational culture have you experienced / can you think of? - Norm: what we should do - Value: what we like to doInner layer: Implicit culture = basic assumptions that are no longer conscious.  Basic assumptions are norms that have become values – things that you should do become things you like to do.Organizational Culture & EthicsConsideration of what is ethical in an organization is part of organizational culture - Ethical considerations shape norms for behavior. - Norms and values provide guidance (“what is the right thing to do?”) and meaning (“I am doing this task to achieve value X) ... - .. empowers people to do their jobs. - Ethics might be codified = Code of Ethics ... however, that does not ensure compliance and support. Difficult to impose ethics on workforce.

Watch out for fault lines when putting together teams!!!Fault lines are driven by the process of social categorization: “.. are many social settings in which peopleprimarily think of themselves and othersin terms of particular group memberships (e., in terms of theirprofessional roles).”There is a “tendency to evaluate characteristics and behaviors of ingroup members more positively than those ofoutgroup members.” - Diversity in a team can cause fault lines and thus create conflicts.Empowering People for Handling Diversity - 1.Create teams without fault lines - Team members will be forced to interact across differences... - Resulting in familiarity and reduced prejudices, communication barriers and conflictTeam Processes – Conflict - Even though on average conflicts within a team negatively relate to team performance, they might help exchange disjunct, task-relevant information - Only if disjunct information held by team members is shared, can the team benefit from their diversity - It is important to voice dissent, even if it creates a (task) conflict.Team Processes – Group Think - Not voicing dissent / speaking-up can lead to groupthink (Janis, 1971). - Groupthink = the phenomenon that differing views are not voiced in a group - Groupthink can cause fatal decisions.Empowering People for Handling Diversity - 2To prevent groupthink - create processes that elicit everyone’s opinions - create a climate of trust and psychological safety in the team (Green & Johnson, 2015), e., via joint experiences such as in cross training. - “trust and respect of others in a collaboration are necessary to prevent withholding of ideas and assistance.” (Green & Johnson, 2015, p. 3)Empowering People for Handling Diversity - 3To prevent conflicts from getting out of hand, allow teams to form their own set of norms and values, guidingbehavior from then on (team building).Tuckman’s Team & Group Development Model

Empowering People for Handling Diversity - 4What about diversity trainings? Purpose of diversity trainings: - Raising awareness of differences – and inappropriate behavior (e., microagressions) - Creating familiarity and mutual respect - Changing attitudes and behaviors - Building skills in handling diversityDiversity Trainings as Solution?Large field experiment on a 1-hour online diversity training found changesin attitudes: 1. positive effect on employees’ attitudinal support for women 2. positive effect on employees’ willingness to acknowledge that their own gender biases matched those of the general population 3. positive effect on gender-inclusive intentionsLarge field experiment on a 1-hour online diversity training found no changes in behavior: 1. No effect on informal mentoring of women (nominations) 2. No effect on recognizing women for excellence (nominations) 3. No effect on willingness to interact with female vs. male new hireHC5 – 16/4/What is the “talent management”?“Talent management can be described as the activities and processes that involve the systematic attraction,identification, development, engagement, retention, and deployment of those talents which are of particular valueto an organization to create strategic sustainable success”.“Talents are unique strategic resources, central to achieving sustained competitive advantage and organizationsuse TM to capture, leverage and protect these resources.”“TM policies and practices, organizational strategy is a key challenge for organizations.”“We hope that it will enable TM scholars to think more critically and carry out their studies in a more sophisticatedmanner regarding the role of context in their research design, execution and analysis. Context matters, and itsacknowledgement will be central to the future development of the field.”“TM policies and practices, organizational strategy is a key challenge for organizations.”

The Blanchard & Hersey Situational Leadership Model is a leadership theory that suggests leaders shouldadjust their leadership style based on the readiness or maturity level of their followers. It identifies fourleadership styles: directing, coaching, supporting, and delegating.The model emphasizes that the most effective leadership style depends on the followers' readiness to perform atask, which is determined by their competence and commitment. Leaders should adapt their approach accordinglyto best support their followers' development and achieve desired outcomes.Reasons to use candidate experience surveys: - Brand Awareness - Recruitment Experience - Comments for Interviewers - Identify Strengths and Weaknesses - Enhance Employer Branding - Predict Job PerformanceApplicant Tracking SystemWeek 4HC 6 – 22/4/Group characteristicsWhy is it relevant to look at group characteristics?Empowerment is key“more than 70% of organizations across a variety of industries are currently using some form of empowermentpractice with their employees” (e., Lawler, Mohrman, & Benson, 2001)Psychological empowermentPsychological empowerment is defined as an intrinsic task motivation reflecting a sense of control in relation toone’s work and an active orientation to one’s work role that is manifest in four cognitions: meaning, competence,selfdetermination, and impact: (Spreitzer, 1995).  Meaning - My role aligns with my beliefs, values and standards

• Example: a nurse who believes in the importance of providing compassionate care may be more likely to take extra time with patients or offer emotional support to family members. Competence
• My belief is my capability to do the work:
• Example: a software developer who feels confident in their coding abilities may be more likely to take on a complex project or suggest a new solution to a problem. Self-determination
• The choice I have about how I act in work situations
• Example: a marketing professional who is given autonomy to create a new campaign may be more motivated to ensure its success. Impact
• My influence on activities and outcomes in my team
• Example: a customer service representative who receives positive feedback from a customer may feel a sense of pride in their work and be more motivated to continue providing excellent service.Empowerment frameworkProcesses are comparable for team empowermentHigh-performance managerial practices
• Rewards and recognition
• Training and development
• Centralized / decentralized
• PracticesHow/Why do these practices affect psychological empowerment?

1. Rewards and Recognition:

 How: When employees are rewarded and recognized for their efforts and achievements, they feel

valued and appreciated by the organization. This acknowledgment can come in various forms,including monetary rewards, promotions, public recognition, or even simple words of appreciation.

 Why: By experiencing recognition for their contributions, employees develop a sense of

competence and autonomy. They feel that their work is meaningful and that they have thecapability to make a difference within the organization. This perception of competence andautonomy is central to psychological empowerment.2. Training and Development:

Work design characteristics, particularly those related to job enrichment, are integral components of the JobCharacteristics Model (JCM). Developed by Hackman and Oldham in the 1970s, the JCM provides a frameworkfor understanding how certain aspects of job design can lead to enhanced job satisfaction, motivation, andperformance.The Job Characteristics Model identifies five core job characteristics that contribute to meaningful work experiencesand psychological empowerment: 1. Skill Variety: The degree to which a job requires a variety of different activities and skills. Jobs with high skill variety provide employees with opportunities to use a wide range of abilities and talents, making the work more engaging and challenging. 2. Task Identity: The extent to which a job involves completing a whole and identifiable piece of work, from beginning to end. Jobs with high task identity allow employees to see the tangible outcomes of their efforts, which can increase their sense of responsibility and ownership over their work. 3. Task Significance: The perceived impact and importance of a job on others or the organization as a whole. Jobs with high task significance are viewed as meaningful and valuable, as they contribute to larger goals or serve important purposes, such as helping others or advancing the organization's mission. 4. Autonomy: The degree of freedom, independence, and discretion employees have in scheduling their work, making decisions, and determining how to perform tasks. Jobs with high levels of autonomy empower employees to exercise control over their work processes and outcomes, fostering a sense of empowerment and responsibility. 5. Feedback: The extent to which employees receive clear, specific, and timely information about the effectiveness of their performance. Feedback helps employees understand how well they are performing their job and allows them to make adjustments and improvements as needed, enhancing their sense of competence and motivation.Job enrichment, a key concept within the JCM, involves redesigning jobs to incorporate these core characteristicsin order to enhance employee motivation, satisfaction, and performance. By enriching jobs with opportunities forskill variety, task identity, task significance, autonomy, and feedback, organizations can create more engaging andfulfilling work experiences for their employees, leading to improved job attitudes and outcomes.Which antecedents are related to psychological empowerment? - High performance managerial practices - Social-political support - Leadership - Work design characteristics - Team sizeTask interdependenceCan you think of an example on how or why task interdependence might empower people?“Task interdependence refers to the degree to which individuals and teams depend on each other to achieve theirrespective goals.””= Some thoughts..... Task interdependence can empower individuals by providing opportunities for collaboration,shared responsibility, and mutual support. By working together towards a common goal, individuals can feel moreconnected to their work and to each other, which can lead to greater job satisfaction and a sense of purpose.Psychological safetyPsychological safety: “It’s felt permission for candor”. - What is the degree to which it is permissible to make mistakes? - To what degree can difficult and sensitive topics be discussed openly? - How much are people willing to help each other? - To what degree can you be yourself and are welcomed for this?What about leaders?No one likes to deliver bad news to their boss. Imagine the following situation: a project you’d been working onwasn’t delivering the results your team expected. You had been a big advocate for your team taking on theinitiative and, personally, you invested a lot of time into it — and convinced others to do the same.When you met with your manager to present the data, which showed that your team hadn’t recouped itsinvestment and the initiative had performed worse than planned, you werenervous. You would’ve understood if she had been frustrated or even angry and you expected her to at least ask“What went wrong?” or “How could we have prevented this?” (both

questions you might prepared answers for).Instead, she asked a simple question: “What did you learn?” With that question she was building psychologicalsafety. She understood that learning was key — my (and her team’s) future performance depended on it.Fostering psychological safety - Asking open-ended questions (and listen!) - Agree to share failures (opportunities for learning) - Use candor - Ask for help - Give help when asked for - Embrace expertise among many - Encourage and express gratitudePsychological safety and similar constructsPsychological safety refers to perceptions of the broader social and work environment, and how people perceivethat others in the workplace will respond to risk-taking behavior. Thus, it represents perceptions one holds of theenvironment in which they work rather than about their specific job or task.Psychological empowerment represents an intrinsic motivational state in which employees feel they have asense of control over their work. It refers to one’s cognitions about their specific jobs or tasks.Both represent a positive motivational state.Antecedents and outcomesThings that may help cultivate Psychological safety – Antecedents of PS - Role clarity* - Peer support* - Interdependence - Learning Orientation - Positive leader relationsBenefits associated with Psychological safety – Outcomes of PS - Information sharing* - Satisfaction* - Learning behaviors* (seeking info, experimenting, reflecting) - Engagement - Improved PerformanceDoes culture make a difference?If you work outside your home country, or in a culturally diverse team,should you think about psychological safety differently? YESPeople in high UA cultures tend to value stability, formal rules and social norms (e., Germany and Japan). Thosein low UA culture stend to be relatively more informal and unstructured (e., US and Denmark). (see Table 7)This study indicates that psychological safety may be even more important in high UA cultures, whereindividuals may be culturally predisposed to avoid the type of risk-taking required to ask questions, contributeideas and offer productive challenge to their colleagues.Multiple ways to enhance psychological safetyAs HR you can intervene on different ‘levels’ to enhance psychological safety. - Organization: supportive work context, commitment-based HR practices, high-quality relationships - Group: inclusive leadership, role clarity, interdependence, autonomy, peer support, trust, mutual respect - Individual: proactive personality, emotional stability, learning orientationHC 7 – 23/4/What is meaningful work?Work is meaningful when individual experience it as personally significant and worthwhile.Meaningfulness in work: ‘What am I doing?’