Employee Experience and High-Performance Culture
Research: Work Psychology: Behaviour Change in Organisations
The purpose of this Work Psychology Series is to provide an outline of work psychology theory and evidence relevant to various areas of HR activity and consider implications for HR practice.
This Work Psychology Series consists of:
- Motivation and Work Performance, research available here,
- Assessing Potential, research available here,
- Behaviour Change, and research available here.
These reports contribute directly to the effectiveness of the HR function and HR professionals by providing a more detailed, elaborate and nuanced understanding of both the nature of the workplace behavioural phenomena HR is trying to shape and which practices or approaches are most likely to help do this.
As discussed in several of our previous reports – including Evidence-Based HR: A New Paradigm and Driving Organisational Performance: HR’s Critical Role – the HR function’s effectiveness depends on being able as accurately as possible to identify HR-relevant business issues and actions that will help resolve those issues.
The insights provided by work psychology research help us do both these things, taking us beyond the usually unhelpful notion of ‘best practice’ and instead to practices relevant to our business context and the specific issues our business faces.
“Behaviour IS business. All organisational results are the product of human behaviour.”
Daniels & Bailey (2014)
The main purpose of HR is to help the business achieve its objectives. It does this largely through trying to shape and change employee behaviour so that it is directed towards meeting those objectives.
Often, HR practices are quite broad (e.g., compensation and benefits, development opportunities, employee value propositions, wellbeing programmes) and are put in place in an attempt to shape or influence a potentially very wide and usually unspecified range of general employee behaviours (e.g., job performance, discretionary effort, loyalty) that are thought to relate broadly to organisational success.
This paper is authored by Prof Rob Briner, CRF Associate Research Director and sponsored by APS.
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