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Organizational Psychology Trends in the World

Table of contents:

Anonim

This work starts from analyzing specific data and figures in studies in recent and current companies and institutions, to infer modern trends in Organizational Psychology in Mexico, as well as in other countries that have distinguished themselves by serving as successful reference points, on our object of study, Organizational Behavior (OC).

Therefore, the emphasis is not only "opinion", but "verify" with evidence the points of view about our profession. With these documentary investigations, the model of current and emerging fields and roles of the Psychology professional will be updated, which in its original version, I proposed in our university, in light of the work that we developed for eight years for curricular change.

trends-organizational-psychology-in-the-world

To do this, the results of some research carried out by various firms and associations will be presented, in the bibliography of the last five years (2007 to 2012), from countries such as Brazil, the United States, Canada, Spain and the European Community, which allow establishing some coincidences on the probable future of this specialty of Psychology in companies and institutions. It is proposed to retake a proposal for a three-dimensional model that the author presented, as part of the curricular change works that were carried out for more than eight years in our Faculty, UNAM, and to point out the areas and management processes as conclusions. of people with the highest demand in successful world-class organizations, as well as emerging fields, which have not yet been consolidated in the professional work of our activity,but that will present new challenges, from professionals, executives in Human Resources, teachers and consultants, in the change to improve companies and agencies.

Some results that can be advanced is that the effective application of Psychology in organizations must start from a scientific approach, with comprehensive and objective diagnoses; impact evaluations both in organizations and in the development of individuals, based on quantifiable key management indicators (in English Key Performance Indicators, KPI); on the other hand, to change the role of the areas of Personnel and Human Resources of companies and institutions to a strategic approach (not operational), of innovation (not only of dealing with problems with people on a day-to-day basis); and finally, incorporating new models and methodologies in occupations such as development of competencies (work - vocational, problem solving, learning, ethical conduct - personal, communication and social);Planned organizational change with approaches to quality, job competencies and Cross-Cultural Organizational Psychology

It is clear that the profile of the modern Organizational Psychologist has been conformed for years, with competences from other disciplines and professions. The business world and service institutions, whether public or private, are no longer what they were: globalization, therefore, competing with other foreign firms, advances in technology, not to mention the changes in staff behavior of the various generations that work today, do a professional work of great challenges and future achievements.

ABSTRACT

This work begins with some recent studies that shows the main problems in the field of management people in enterprises or institutions that are the basis to identify probably trends in Organizational Psychology. The emphasis is "evidence" instead of just "personal opinions" without data gathering.

For this in mind, research (2007 to 2012) in some regions of the word, like Spain, European Community, United States, Canada and Mexico have some points of coincidence. The review of a model that was designed by the author in the eight years in the Faculty of Psychology, in the Mexico Autonomous National University explain the dimensions, the traditional fields that psychologists works and the emergent new fields that we need to incorporate in a modern and success professional labor.

In spite of lack of Mexican studies, some results are clears, for example, the need to reinforce a scientist appraisal before - after interventions of human change; specific topics in every of the people management process (impact training evaluation and integrative organizational diagnosis to mentioned some), based on the key performance indicators (KPI's); and the priority in competencies and competences like vocational - labor, problem solving, learning, ethic and personnel behavior, communication and social). New trends appear in a recent Trans cultural Organizational Psychology.

Since years ago, it is clear that the profile of the professional and effective Organizational Psychologist change, with skills and knowledge of distinct disciplines.

The business and service word was change:

globalization, technology research and different generation's behavior are so contrasting forms that imply challenges and future success.

PROBLEMS AND CHALLENGES WITH STAFF IN ORGANIZATIONS

In order to address the current problems in organizations in Mexico and some Latin American countries, we must first mention what global strategies in the past have been used in the business world and in the provision of services.

To do this, it can be outlined in the following sheet, how the great paths of action that organizations have followed have changed over time. In a remote stage, they sought to conquer markets by quantity of offers, under the idea that those who have the capacity to produce more, earn more. It was the time when consumers and customers of products and services had few alternatives to choose from over manufacturers of goods and on the offer of services paid to institutions, or received through social benefits.

This was followed in part by the true world revolution in the struggle for quality. Thus, the business world became convinced that the true conquest is to fight to offer better things in better conditions. Many Mexican organizations and in other territories succumbed to the battle and were reduced in action or disappeared. This was followed by a change in focus on the quality of the service producer, on the needs and focus of the customer and user. One of the secrets was "listening and understanding their expectations as well," and even anticipating these requirements, or exceeding them, in a career where innovation (and therefore people) was one of the pillars of the new strategy.

The organizations, their executives and heads of departments, the human resources areas, learned together, adapted and modified their roles and contributions. But it was becoming more and more evident that unlike in the past, it was not only changes in technology (work procedures, equipment, etc.), large investments in modern equipment, or more anciently, the exploitation of man, which allowed the organizational effectiveness. It was arrived and we are now, before the era of knowledge, skills and its management in people. Intellectual capital, human talent and intangibles acquired greater value in a broad and comprehensive sense.

In this brief review, the administration of people, of course, underwent evolutionary change. From traditional conceptions of more efficient methods (results); greater efficiency (techniques for saving inputs and waste, controlling costs and improving methods); of effectiveness with the combination of both; to an approach of competitiveness for and through the management of human talent, with its two main aspects that I propose:

1) Management of accumulated knowledge: That includes converting the tacit knowledge of people into explicit knowledge, documented, disseminated and learned by others; its organization, storage and permanent updating, which together with the skills and attitudes of the experts, form the competencies that will give way to higher levels of quality, productivity and organizational competitiveness, together with the development and improvement in the quality of life of people. Here, a balance between the existing human talent and the new contributions of the newly recruited staff are valuable. And, the other part is made up of KNOWLEDGE MANAGEMENT.

It can be defined as the management alternative that starts from the assurance of the experience and knowledge that the organization acquires as a possibility of development; in other words, it seeks to harness collective and historical knowledge, talent, and experience.

2) Management of new competences: Where the administration of collaborative work by horizontal processes, interpersonal learning and high performance teams and results on the one hand, together with the promotion and administration of individual innovations, also allow progress in competitiveness and a sustainable approach to the organization and its staff. Without forgetting two key actions. One of them is organizational learning with respect to local and international world-class companies and institutions (“benchmarking”) and the bilateral use (organization - individual) of personnel who decide to retire.

CURRENT PROBLEMS AND CHALLENGES OF ORGANIZATIONS IN MEXICO IN HUMAN RESOURCES: OUR DEMAND

If we diagnose the situation in Mexico and other regions of the world, the organizational problems with respect to the people, appear in quantity and intensity. Research results in companies and institutions carried out by various professional firms and associations indicate this.

Study one

According to the Study of Human Resources Practices and Trends in Mexico carried out by Aon Intergamma among 300 companies of all sizes and sectors, one of the main concerns among these organizations turned out to be staff turnover, with 49 percent of the companies surveyed Since this situation is onerous for them due to the associated costs that it entails, it also shows that absenteeism, negative public relations, workplace accident rates and theft within the company cause significant losses.

Jorge Ponga, Deputy Director of Human Resources at Aon Intergamma explains that even when companies dedicate time and effort to hiring qualified personnel, the candidates do not always meet the desired requirements, 30 percent of the participants are not satisfied with the skills demonstrated by 54 percent of the candidates believe that they do not meet the required competencies and skills and 36 percent consider that they do not have the attitudes or work habits that are needed. (Pedrero F. 2003; cited by Patiño, H. 2007).

ONE OF THE MOST CRITICAL PROBLEMS IN THE WORLD

“… Job instability is, above all, a human tragedy for workers and their families; but it also represents a waste of productive capacity, since there is a tendency to lose skills as a result of excessive rotation between jobs and long periods of unemployment or

inactivity. … ”

Study two

In a second study in the article "Labor turnover increases in Mexico" published by El Universal in January of this year, it is said that unlike other years, professionals are not loyal to the company; They are willing to leave their country to meet their expectations, highlighted a study by the Deloitte firm. (It does not indicate the population in which the study was conducted). According to the report, more than half of the employees consider their job important, but only 27% value stability, this is relative; «Three or four years are enough to mature within a company and climb positions. When it comes to managerial levels, it is the executives who decide to leave and the company does not wish to fire them ». The new generations have an expectation of staying a maximum of three years in their first job,since they look for a platform to develop and gain experience before emigrating to a better job.

There is therefore greater job rotation. The increasingly frequent loss of stability goes hand in hand with a growth in staff turnover. According to a survey by the Bumeran portal among 200 companies, 55% of those surveyed do not expect to last more than two years in the same job.

Additionally, 20% consider that it will last only six months in their current company, while 25% of the companies consulted plan to retain their employees between 5 and 10 years, and the rest, 21%, estimate to retain them longer. Meanwhile, a study prepared by Manpower based on a survey of more than 4 thousand companies operating in Mexico, found that the average annual rate of staff turnover is 15%. Although in the case of high positions, this reaches 7% per year. For her part, Leni Sánchez, director of Business Development at PPC Worldwide México, added that people no longer wait many years to achieve a promotion; instead, they look for places where they are quickly recognized. Even,more often than not, companies use the services of head hunters to bring skilled people from one organization to another. (Pedrero Fernando and Ulloa Aída 2007; cited by Patiño, H. 2007).

Study three

While in a study by the firm Ernst & Young points out that 80% of fraud in companies are committed by employees. In a survey of 500 companies (60% Mexican and 40% international) it found that more than 90% accepted having suffered or are suffering from some type of fraud. The KPMG1 company conducted a study based on 360 cases around the world and found that the leading cause of fraud in companies is employee greed (47%), followed by poor control and accountability mechanisms on the part of the companies affected. The IDC2 agency indicates that 60% of SMEs are concerned about the loss of information, however, more than 68% admit that they have not done anything to back up their information. (Ulloa Aída 2007; cited by Patiño, H. 2007).

Employees no longer want to earn more money to perform their job, now it is about having a better quality of life. "Until now, the policies for attracting and retaining professionals have gone hand in hand with salary, but a point has come when professionals are willing to give up part of their payroll for the benefit of their leisure," explains José Luis Gugel, director of Deloitte's Human Capital division, according to a study of 318 companies. (Mateos M. 2005; cited by Patiño, H. 2007).

Study four

On the other hand, Hugo Valverde, director of Human Capital in Mexico at Mercer Human Resource Consulting, stated that the worldwide trend, which has been reflected for some years in Mexico, is that the interval to grant increases varies from 12 to 18 months In addition, the companies decided not to grant general increases, but selectively and only to those employees they want to keep within the organization. Companies in Mexico take more time to apply salary increases. A few years ago, companies increased salaries during the first quarter of the year; however, adjustments now apply until the first semester. (Pedrero F. January 2007; cited by Patiño, H 2007).

LATIN AMERICA: PRODUCTIVITY, UNEMPLOYMENT AND INCOME

“In Latin America and the Caribbean, productivity has only grown smoothly: 0.6 percent average per year from 1997 to 2007. Unemployment in 2007 was 8.5 percent, slightly less than the 8.9 rate five years earlier. In 2007 8.0 percent of the workforce lived on less than $ 1 a day. A quarter of all workers in the region lived on less than $ 2 a day (ILO, 2008c). A substantial change for most of the countries in Latin America is to create decent job opportunities for the working poor while reducing unemployment ”.

Study five

Despite the high unemployment rate registered in Mexico, 78% of businessmen and employers have difficulty filling vacancies in middle positions due to the lack of trained personnel, revealed a survey by the Human Resources consultancy Manpower. This percentage doubles the world average, which stands at 40% and is 6 times higher than the percentage registered in India, where only 13 percent of employees have problems hiring, processes the report of the consultancy that at the end of January applied the survey of 33,000 businessmen from 23 countries, among them 4,800 Mexicans.

They find that there is an oversupply of low-skilled human resources, when less and less operational manpower is needed. According to a Manpower investigation, but despite this, the company managed to place 445 thousand people in different positions in Mexico, but many of those jobs were temporary and on average lasted only three months. (González, Susana 2006; cited by Patiño, H 2007).

In the State Capitation Forum, Lic. Hernández Sánchez, representative of Lic. Mario de la Cruz

Sarabia.- Secretary of Economic Development of Tabasco, mentioned in her presentation Training, Labor and Development that recent research shows us that 15% of the Business owners obtain constant training, most of the time self-financed, because for them the task of training is also an attitude that is taken as a company, and not just the hiring of consultants. 60% still consider training as an expense and 25% begin to invest in knowledge because they exclude the scope of it, there is intransigence to changes and they do not know what they and their staff require to improve their performance. (Hernández S. 2007; cited by Patiño, H. 2007).

Juan Pablo Ventosa, President of Epise says that in general, companies need to measure the return on investment in staff training and increase needs assessments. (Ulloa Aída 2007; Op cit.).

Study six: Management by Quality (horizontal)

Mexican companies, especially those that work in sectors with high levels of competition such as finance or consumption, need to strengthen an integral vision of the processes related to the visibility of information, agility of change and response, productivity and customer satisfaction. According to Deloitte specialists, most companies manage their businesses through isolated functions, in fact, less than 5 percent of medium and large companies in Mexico have horizontal process management methodologies. Among the main problems derived from an isolated administration by functions, instead of being comprehensive, stand out the lack of alignment between operational requirements, inefficiency, duplication of actions, which implies higher costs,lack of knowledge of workers about key processes ranging from customer contact to logistics and finance; operational delays, as well as long periods of time to respond to change. In the case of companies in sectors such as consumption, with large inventories and operations in different places, common challenges stand out, such as the need for key areas such as purchasing and accounting to have detailed and updated information on the situation of payments or acquisitions, as well as identify resources and problem activities within the process or automation of redundant manual activities. ("The economist". July, 2007; cited by Patiño, H. 2007).as well as long periods of time to respond to change. In the case of companies in sectors such as consumption, with large inventories and operations in different places, common challenges stand out, such as the need for key areas such as purchasing and accounting to have detailed and updated information on the situation of payments or acquisitions, as well as identify resources and problem activities within the process or automation of redundant manual activities. ("The economist". July, 2007; cited by Patiño, H. 2007).as well as long periods of time to respond to change. In the case of companies in sectors such as consumption, with large inventories and operations in different places, common challenges stand out, such as the need for key areas such as purchasing and accounting to have detailed and updated information on the situation of payments or acquisitions, as well as identify resources and problem activities within the process or automation of redundant manual activities. ("The economist". July, 2007; cited by Patiño, H. 2007).as well as identifying problematic resources and activities within the process or automating redundant manual activities. ("The economist". July, 2007; cited by Patiño, H. 2007).as well as identifying problematic resources and activities within the process or automating redundant manual activities. ("The economist". July, 2007; cited by Patiño, H. 2007).

Study Seven: Training and Best Practices

According to the article “Few resources for training”, published by El Universal in July 2003, only one in 10 companies in the country have implemented some action to develop best practices within their organization, and it is these that will be competitive in the long term, warned the Mexican Association in Human Resources Management (AMEDIRH). According to a study carried out between May and June, among more than 3,500 companies in Mexico, it was detected that only about 350 are concerned with developing strategic improvements in people and improving their human capital, which will ultimately be what it will make the difference between being competitive or not in the market.

Carlos Paredes, General Director of AMEDIRH, said that many companies are unaware of the importance of contracting with indicators that allow knowing the contribution of their staff and therefore few invest, but in the long run they will lose competitiveness. He stressed that as companies invest in quality processes in human resource management, they will achieve a substantial improvement and will have a return on investment in a year and a half. He explained that investments in staff training have a return between 30% and 60% during the first year and between 80% and 120% in three years…

More than 70% argue that HR "fails" to align its plans, budget and effort with the execution of the Organization's Strategy.

Only 20% see the HR role as a "strategic partner", the rest with a "Personnel Administrator".

He noted that the companies that are adopting these practices include: 3M, Avantel, Bimbo, Nextel, Nacional Provincial, Pfizer, Banco Santander, Casas GEO, Mabe, Comex, Estafeta, Delphi, Televisa, and in the Government sector the Ministry of the Interior, Federal Electricity Commission, Infonavit and the Municipality of León. (Pedrero F. July, 2003; cited by Patiño, H 2007).

Study eight: Safety and Hygiene

Calculations by the International Labor Organization (ILO) indicate that 270 million accidents at work occur every year, of which 355 thousand are fatal, and according to their analysis the mortality rate in developing countries is 5 to 7 times higher in industrialized countries. The economic cost of occupational accidents and work-related illnesses demand a sum equivalent to 4 percent of world GDP and limits that labor inspection activities and information coupled with the application of regulations reduce the number of accidents and increase productivity. (Gómez M. 2007; cited by Patiño, H. 2007).

According to a study "Private equity funds: a look at the national market" conducted by Deloitte and the Mexican Association of Private Capital (AMEXCAP), from 2004 to 2005, private investment funds grew 20 percent; and in the period from 2005 to the end of 2006, the increase is expected to be 84 percent. The prospects for the following years are favorable, to the extent that the country has positive financial indicators. (Alfonso, Maria Elena (2006); cited by Patiño, H (2007).

Let's see the following sheet that summarizes some results:

This is also the result of the old, now polarized phenomenon of generational shock. On the one hand, it is clear that the new generations bring with them different behaviors, the product of different values ​​and this, in turn, is the product of different educations both at home and at school. Without wanting to expand on this topic, suffice it to say, for example, that all of us who belong to the generation that were born in the 50's. and 60's we have positive and negative differences with the generations, for example that were born in the 70's to 90's and I mean in recent years because they are the people who are either already inserted in the productive apparatus, or who are about to do so, currently studying levels of Baccalaureate, Preparatory and Vocational. To these various manifestations of trends in the behavior of the workforce,of human talent, they have been given their names to identify them: "ninis", etc.

Within the aforementioned decades, my generation (to mention some data), was present in great social movements, from wars such as those in Vietnam, the end of the "hippie" movement, the fight for gender equality, questions, for example, of Anti Psychiatry, in addition to the evolutions in the ways of working in companies, from individual work and the culture of the "top scorer" to the best player, to that of high-performance teams, including self-directed. Without forgetting, the formation of the first large free trade blocs, which formalized the first blocks of market globalization; the appearance of computers and their tremendous and dizzying evolution as an indispensable work tool, and the list would go on.

The second block referred to, they are already born with the computer and information technology and its versatility (sometimes vice) for managing the Internet, smartphones, contrasts us. Group work and education is common and globalization in her point of view is something that always existed.

All of this, these generations working together in organizations poses tremendous challenges for Psychology in organizations. Crashes or attacks between them (we hear about "the old and the new without forgetting those in the middle"), disintegration, rivalry, as if you couldn't get the best of them.

Thus, we have a clearer picture of "today", from a guiding element in the work of Organizational Psychology: from the user of our services. They are the executives, middle managers and general managers of the area, to whom we can provide interventions that allow them to achieve their mission, manage their area, and therefore the management of people. Ultimately they are responsible, with the Psychologist and other related professionals, as methodological mentors. But we also have end users, staff, people and their accumulated talent, with their problems to solve, to ultimately fulfill the other half of our work: to promote development and quality of life in organizations. This is what distinguishes us from other approaches and disciplines.

Let's spend time to review our profession from the current need to improve intervention methodologies.

LACK OF STRENGTHENING A SCIENTIFIC APPROACH TO PSYCHOLOGY IN LATIN AMERICAN ORGANIZATIONS

“What legitimizes the“ expert ”power of the Work and Organization Psychologist is his scientific base and a professional practice based on proven, prudent experience and inspired by deontological principles… This is the main way in which a professional in Work and Organizational Psychology contributes to the achievement of more humane and productive organizations, to improve work in them and to enhance the quality of work life and the involvement of the organization's members in its project and mission. " (General Council of Official Associations of Psychologists of Spain, 2009)

It is clear that according to these Spanish specialists, there are two aspects or dimensions that guarantee a professional practice of Psychology in companies and institutions. An approach based on science and on the other hand, the moral duties and responsibilities of our performance, which has serious practical implications for the professional. To comment on some, let us mention that, it is not possible to conceive of carrying out change interventions to improve individuals, groups and public and private organizations, without starting from a diagnosis, objective and comprehensive, in order to move on to strategies, processes, methods, techniques and intervention tools and finally reach a third phase of evaluation and control towards continuous improvement.

But this is neglected for many reasons that it is not the objective to analyze (but which I will mention in the conference). It is easy to fall into vices, for example, in Personnel Training and Development, giving courses and directing learning-teaching actions “because an executive or a client requested it”, without starting from the detection of the needs of the competencies that the personnel requires; It is simple, to conduct work team integration sessions “because there were problems among their members”, without investigating the real causes and origin (root) of those conflicts; it is quick to some extent, promoting a person to a higher position, without investigating the results of their work "because the organization so decided." And like these examples, many more, in the various productive functions of human resource management,more recently called Human Talent Management ”.

What do these practices have in common? That they do not start from a systematic prior evaluation, to ensure the effectiveness of the actions taken as interventions, they do not start from the causes and variables of non-compliance, from the gaps in unproductive work and much less, no idea is had, of the impact and losses financial measures of such measures that not only do not remedy the problem, but sometimes increase it, and in addition, cause injustices with the people.

This situation is not exclusive to Organizational Psychology in Mexico. For example, a recent study of the profession in Brazil revealed the following: “… the competencies that most need to be developed, among these professionals, are those of carrying out organizational and group psychological process diagnoses, coordinating such processes and conducting research in general." (Gondim, 2009).

But assuming that it is based on an investigation, a study and a previous diagnosis, the other custom is not to evaluate the effectiveness of the actions. In this way, there are no quantifiable indicators of improvement in quality - productivity or work, or the progress and development of staff in their working life. A comprehensive evaluation includes the levels of: degree of satisfaction of users and clients of the functions and processes of Human Resources, learning and change in people, impact on results of the work process and areas or departments, cost - benefit of the actions and finally, impact on society and the individual of the organization, including his family. But it is more comfortable, to stay only, in the first level of the five mentioned, that is,in asking or surveying about people's opinions. How simple, how fast, how unprofessional.

Summing up our position so far: “A good preparation of the professional in scientific research allows him to“ distinguish facts from opinions in their applications and allows him to innovate existing theories and techniques ”(Belar and Perry, 1992). The question arises immediately, it requires the use of models that allow studying the organization from a systems approach, that allow taking into account its various components that avoid not taking into account any of them and that facilitate analyzing their interactions, mutual dependencies and effects, under both qualitative and quantitative approaches. Under a temporal perspective that takes into account the past, present and strategic prospects for the future.

TOWARDS A COMPREHENSIVE ORGANIZATIONAL DIAGNOSIS

For reasons of time and space, as well as not deviating from the central objectives of this conference, I will not elaborate on aspects such as the deficiencies of organizational diagnoses, either due to a lack of quantifiable data, protagonists who intervene, and aspects or themes that are neglected. Instead, I'll just mention what they should gather.

A successful organizational diagnosis should be comprehensive, longitudinal, innovative and carried out in high-performance teams by processes (horizontal administration): "Comprehensive, as long as there is a complete study of the organization in its various sub-systems, with special care in the Psychosocial, this is your personal and your interaction. Longitudinal, as long as it not only sees the past, with a reactive approach to past and present problems, but also proactive, to the future and a broad horizon that supports strategic plans; scientific that not only includes qualitative evaluations, but quantifiable, valid and reliable measurements (getting out of just “organizational climate” with people). Finally innovative, as long as it incorporates improvements in the methods, techniques and tools that are used, some from the USA, others from Japan,but improved by Latin Americans and especially by Mexicans, as we will put for your consideration. " (Patiño, PH, 2012)

To comply with the first characteristic of taking into account all organizational subsystems (integral), a brief explanation of a model is provided below:

The second term organizational diagnosis is longitudinal, it must take into account the trends in the results of the institution or company in the past, the problems in the present and the potential problems in the future derived from the forecast of them with respect to vision and plans, by subsystem, and its repercussions on others (union of the two models).

Third, it must be innovative by incorporating advances and discoveries with the constant change, improvement of models and management control technology. To comply with this, a methodology is proposed that I applied in its first version in 1993 in organizations such as Kraft Foods de México (from the Phillip group

Morris International) for more than five years, Transportation Ferroviaria Mexicana (TMM group), Telcel, Consorcio Ara, Petróleos Mexicanos and companies in the Dominican Republic. Its second version, which we will comment on later, was updated in 2010 in Cancerology and Perinatology Research Institutes and in 2011 the experiences with the Federal Commission for the Protection of Sanitary Risks (Cofepris), in a multidisciplinary study in which other Faculties and Institutes participated. research:

EXAMPLES OF DIAGNOSTIC RESULTS (2011)

315 both driving forces (Strengths - Opportunities) and constraining forces (Weaknesses - Threats) were detected: 52% Weaknesses and 20%

Strengths.

Average compliance percentage with internal customers and external users ranging from 67% to 89%.

Number of causes of non-compliance from 21 to 204: Average of root causes

21.6%, empirically confirming the Pareto principle, with the use of Ishikawa.

Causes attributable to personnel 14 to 57.

On average Administrative Subsystem 38%, Psychosocial Subsystem (Human Talent) 32% and Technological 20%.

Annual non-quality costs for non-compliance: $ 294 thousand to figures that amount to millions of pesos.

Quality and productivity initiatives or projects: 1 to 16 with actions from 5 to 82.

Annual Estimated Return on Investment: $ 1.oo to $ 377.oo for each peso invested.

“By way of synthesis, the process that was followed and is detailed in the respective section, included teamwork with experts: presentation of each method / technique and information gathering instruments, b) resolution by Cofepris technical experts, c) advisory and individual and team coaching on self-application tools, d) information quality review in plenary, e) field validation of results (other techniques and / or methods including sampling with internal - external users), f) filling final report with preliminary conclusions from the perspective of the institution's staff and, e) Print, sign and new cycle with the following tool… Another conclusive data and collateral result is that the group of experts who participated at the strategic - tactical - operational level, learned,that the diagnosis is itself, it is "an intervention" and that it is part of the successful competencies that they must have, as key personnel of such an impressive institution in Mexico…… the model, process, techniques (or methods) and tools used (with instruments of self-application of immediate feedback in statistics generated immediately), they favored understanding that a) an area must be analyzed strategically and comprehensively (quantified Swot provided by a photograph), b) the starting point in quality, productivity and continuous improvement is the evaluation of compliance based on evaluation parameters of the internal - external user (gaps that were obtained for the first time by a catalog of products and services expected by external - internal users), c) investigate all causes, their interaction, classification,purification until reaching the root causes, d) study the negative effects of non-compliance and the costs of non-quality, including its economic repercussion that always reaches external users, as mentioned by authors such as Taguchi and Ouchi, and d) although a good diagnosis It implies (as the literature indicates), having more than 50% of the problems solved, it is not complete, without the pro-positive vision of having projects to improve quality, productivity and competitiveness, which even include cost studies - projected profit. " (Patiño, H. et al. Op.cit. 2011)and d) although a good diagnosis implies (as the literature indicates), having more than 50% of the solved problems, it is not complete, without the pro-positive vision of having projects to improve quality, productivity and competitiveness, which even include projected cost-benefit studies. " (Patiño, H. et al. Op.cit. 2011)and d) although a good diagnosis implies (as the literature indicates), having more than 50% of the solved problems, it is not complete, without the pro-positive vision of having projects to improve quality, productivity and competitiveness, which even include projected cost-benefit studies. " (Patiño, H. et al. Op.cit. 2011)

As part of the strategy chosen by the Faculty of Psychology, we opted for a participatory diagnostic modality, that is, we selected several members of expert groups for each area of ​​the institution, clearly communicating the characteristics of the study (the origin, methodology, roles and results to achieve), creating the need for change (which some people state as “sensitization” and included self-discovery practices about the need to be better and successful benchmarks with another counterpart institution in Brazil), training its members in each of the five techniques and methods (generate learning communities that facilitate the technological assimilation of the methodology), empowering them to freely use their skills or accumulated experience and,as any closure of the human process, giving them recognition for their work and commitment (includes symbolic acknowledgments that favor behavior of pride and involvement in future actions and initiatives of planned organizational change).

Finally, the organizational diagnosis as a fourth characteristic must be carried out in high-performance teams, that is, trained under the same method of continuous improvement, problem analysis and innovation areas, facilitated by an expert who also acts as a facilitator. in the psychosocial processes of human interaction of leadership, communication, conflict management and evolution dynamics in the team stages.

These include discarding conventional fixed ideas; think how to do something and not why it cannot be done; not looking for perfection; not make excuses, but question current practices; and seek the "wisdom of ten people instead of the knowledge of one." By teaching Kaizen philosophy to people and training them in the use of basic tools to continually improve. This process-oriented approach encourages constant communication between employees and managers. ” (Evans and Lindsay, 2008).

THE OFFER OF ORGANIZATIONAL PSYCHOLOGY IN SOME LATIN AMERICAN COUNTRIES

In a bibliographic investigation carried out in magazines and newspapers of Psychology on Organizational Behavior in Brazil between the years 1996 to 2009, a total of 488 were detected, of which 17 types were classified as follows (Borges and Prado, 2010 op. cit.):

Topics in current bibliography in Organizational Psychology (1996 to 2009)

  1. Affection at WorkLearning as a result of training and developmentSocial interactions in teams and organizationsWell-being and health at workIdentity and meaning of work and its productsKnowledge of workPsychological contractsAttitudes towards organizational changesProductive performance of individuals, managers and teams 10th. Organizational culture

The remaining seven topics decrease with frequency percentages from 1.8 to.6%, and are those of organizational climate, deviations in behavior at work, decision-making and judgments at work, motivation, absconding and hiding at work (“ elusive ”in Portuguese), finally, creativity and problem solving. The theme that stands out is "Affection at work."

In other graphs of the cited South American authors, it can be seen how this topic of actions in Organizational Psychology has grown in publications from 2000 to 2009, the date on which I concluded this extensive bibliographic research and that we would like, there were many more in Mexico.

The next topic in frequency, which occupies both professors, consultants, and executives who write about topics in this South American country, is learning, that is, training and development as formal modalities, and which is not surprising, if we take into account, on the one hand, the accelerated degree of change in organizations and technological advances whose curve steepens every time, more to make them more intense and frequent. We know well that regardless of the planned change modality (Total Quality Management, older versions such as Organizational Development or more recent versions such as Six Sigma and the Competency Management approaches, especially with the European and Mexican model), it will not be surprising that all of them involve organizations that learn,as a common component for its effective intervention.

MEXICO: Training and Selection, (2) however the labor market is occupied by other professionals of which the LAE is the most frequent. (3)

Díaz, P. Maiky (2000). What can the Psychologist offer to the company? Faculty of Psychology, University of Havana: Revista Cubana de Psicología, vol.17, no. two.

Cardona, D. María del Carmen, O. (2004), The Work Psychologist, Occupational Situation. Thesis Faculty of Psychology, National Autonomous University of Mexico.

Heredia, V. Fourth investigation of Training in Mexico. Treatment of Results by Patiño, PHS (2012) reported in the Diploma Project in Training and Development by Competences 2013. Continuing Education Division (DEC), Faculty of Psychology, National Autonomous University of Mexico (UNAM)

On the other hand, a parallel with Mexico is that, in fact, recent research points to this area of ​​the psychologist's work in organizations as the one with the highest occupation and demand, together with Personnel Selection. Since 1978, when the biggest change was made in the Legislation on Education and Training, it caused both positive and undesirable consequences, on the other hand. Thus, the demand increased to spectacular levels, and the most positive thing was that a large part of companies and institutions, mainly small and medium-sized, that did not have a greater dedication to it, began to train personnel (although not out of conviction but out of discipline and obligation). The counterpart of this greater legal insistence, and that occurs as a response to excessive demand, as indicated by the economy: the supply grew so much,of individuals and corporations, many of whom became instructors and "supposed specialists" overnight, with poor performance and results. The problem was that some had (and still have) a very low level of quality, and actions had to be taken to professionalize the occupation of instructor, facilitator and mentor, from checking training, experience, to their certification under the norms and standards of labor competencies of the National Council for Standardization and Certification of Labor Competence. The occupation and the level of "commercialism" had to be cleaned up.and actions had to be taken to professionalize the occupation of instructor, facilitator and mentors, from verifying training, experience, to their certification under norms and standards of labor competencies of the National Council for Standardization and Certification of Labor Competence. The occupation and the level of "commercialism" had to be cleaned up.and actions had to be taken to professionalize the occupation of instructor, facilitator and mentors, from verifying training, experience, to their certification under norms and standards of labor competencies of the National Council for Standardization and Certification of Labor Competence. The occupation and the level of "commercialism" had to be cleaned up.

Something very interesting in this aspect that as a trend is presented in the future, for the professional in Organizational Psychology, for the executives and officials of the organizations, as well as for consultants and managers of the areas of Personnel and Human Resources, is that in training and Personnel development will remain important and priority in organizations, but the phenomenon that we can observe, based on data from field studies and bibliographic research, is that there is a tendency to specialize interest in specific subtopics.

In this "people management", the authors cite in the South American sister country that some researchers in their Master's and Doctorate theses have found in Personnel Selection, subtopics or specific aspects that need to be investigated, such as the predictive validity of effectiveness in performance and permanence of the personnel of the processes and techniques; in training, the temporary cycles of transference of diverse competitions and organizational levels of the participants, to the reality of the work. For example, it is not the same time that a secretary requires in some skill such as fingering, after finishing her training program and giving expected results, as the time it takes for an executive to demonstrate that they have learned to plan strategically). And on the subject of performance management,It is pointed out that the emphasis continues to be on work evaluation, not in the previous phase of performance and results planning or in the subsequent follow-up, monitoring and improvement of work (Queiroga, 2009; Cohelo Jr, 2009; and Ferreira, 2009)

The third most frequently documented topic theoretically and practically that of "Social interactions" there is no doubt that when we include we assume, conflict, negotiation techniques, group interaction, etc., is something that will never lose validity, it is inherent to the human being and In some cases, it is even convenient to provoke differences in the face of prolonged states of stability that diminish creativity and innovation in products, services and more effective forms at work.

Researchers such as Aguinis and Kraiger, 2009 (cited by Brazilian authors Borges and Prado), point out that these benefits “may include improvement in individual performance and in variables that are related to it, either directly (example innovation and tacit skills, adaptive expertise, technical and self-monitoring skills, cross-cultural adjustment) or indirectly (examples empowerment, communication, planning and coordination of tasks in teams). They may also include benefits for improving organizational performance (examples of profitability, profits, effectiveness, productivity, income from economic benefit obtained per employee) and for other results directly linked to that performance (examples of cost reduction, quality improvement and quantity) or indirectly (examples overtime,reputation of the organization, social capital). "

TRANSCULTURAL ORGANIZATIONAL PSYCHOLOGY AS ONE OF THE EMERGING FIELDS

Interest in these cross-cultural aspects is increasing, according to some studies from Ibero-American countries. And this trend is understandable. Among the reasons are, what began as globalization, a term that they coined to refer to the markets for products and services, now manifests itself in a technological, political, social and logically globalization in organizations. Another reason is the impact that multinational corporations have on the countries where they operate, such as the Mexican Bimbo, Grupo Modelo, América Movil, to name a few.

Two cases to comment. A great friend of mine and colleague who is the Deputy Director of Training and Development, a few days ago commented to me “how difficult it is to send national executives to other countries and that they face a series of obstacles and problems caused by the difference in values ​​and different personnel management practices. One more reason is that from the academic levels in the various universities, we increasingly try to promote international subjects, subjects and experiences, as part of the comprehensive training and professionalization of graduates. The current Director of Human Resources for Latin America, told me about serious problems of working as a Mexican in a more segregated Latino community and region.

FIVE DIMENSIONS OF HOFSTEDE'S CULTURAL THEORY

Individualistic / collective: Degree to which individuals see for themselves versus staying integrated into a group (usually the family).

Power distance: Degree to which less powerful members of an organization accept and expect an unequal distribution of power.

Uncertainty avoidance: Degree to which members of a culture feel comfortable in unstructured situations.

Masculinity / femininity: Distribution of emotional roles between genders, where the male role is "rough" and the female is "tender"; Male cultures tend to emphasize achievement and technical performance while female cultures emphasize interpersonal relationships and communication.

Long-term versus short-term orientation: Degree to which members of a culture expect to meet their material, social, and emotional needs, either immediately or delayed.

“Three recent international reviews of research in CO (acronym for Organizational Behavior translation of the article in Portuguese by the author of this work), all chosen for subtopics, were related to the effect on work (Brief & Weiss, 2002), cognition in organizations (Hodgkinson & Healey, 2008) and cross-cultural CO (Gelfand & cols., 2007)… ”Cited by Borges - Andrade and Prado Cecília, 2010)

"The different cultures of the world have been differentiated, according to the author Hofstede, among other dimensions, as individualistic (degree to which people are self-sufficient) or collectivist (degree to which people feel they are members of a group). From this differentiation, it is well visualized how some groups of workers, and others, are motivated or retained in radically different ways. Countries like the USA, Australia, the UK and the rest of European countries, with the exception of Portugal and the Eastern countries, show high indices of individualism in their cultures and weak labor relations. In contrast, Latin American countries, such as Guatemala, Ecuador, Panama, Brazil, and Asian countries, such as Japan, China or Thailand, show high rates of collectivism, large families and integrated labor groups.These cultural differences are translated, therefore, into different motivational strategies, materialized in work autonomy, individualized awards or evaluation for individual performance in traditionally mercantilist countries, or, on the other hand, group work, attention to employee loyalty for their organization and the evaluation by group objectives in those that were, or are today, countries with the greatest interventionism. " (Castillo, 2009)the attention to the loyalty of the employee for his organization and the evaluation by group objectives in those that were, or are today, countries with greater interventionism. " (Castillo, 2009)the attention to the loyalty of the employee for his organization and the evaluation by group objectives in those that were, or are today, countries with greater interventionism. " (Castillo, 2009)

CONCLUSIONS

Let's start by answering a question that we frequently ask ourselves, what does an Organizational Psychologist do? That is, what can this specialty of Psychology do, which increasingly increases its importance and impact in various work settings, organizations. Let us take into account that its object of study is the human being in these organizational contexts, as well as large multinational corporations, small companies producing goods and services, banks, telecommunications and cell phones, oil companies and automobiles, for example. Or, in institutions, both government agencies, trade unions, NGOs, hospitals and research institutes, to name a few.

AREAS OF CONCENTRATION OF PSYCHOLOGISTS

Landy, FJ and Conte, JM (2005). Industrial psychology. Introduction to industrial and organizational psychology.

Mexico: Ed Mc Graw – Hill.

Selection and location Development of tests. Test validation.

Analysis of positions.

Identification of managerial potential.

Defense of evidence against legal claims. Organizational development

Analysis of the organizational structure.

Maximize employee satisfaction and effectiveness.

Facilitation of organizational change.

Training and development

Determination of training and development needs.

Design and implementation of technical and administrative training programs.

Training evaluation.

Career planning. Performance evaluation

Development of performance measures.

Measurement of the economic benefits of performance.

Introduction of performance measurement systems.

Quality of life at work

Identification of factors associated with job satisfaction.

Reduction of stress in the work environment.

Redesign posts make them more meaningful. Psychological engineering

Design of work environments.

Optimization of person-machine effectiveness.

Design of safe environments.

Now, if we change the question to What should a successful Psychologist do as a specialist in organizational behavior? The situation changes, because after reviewing the demands of organizations, evolutionary trends in the world of business and services, both public and private; employers and service users (responsible for organizations and work areas as well as the staff themselves with their differences in groups and generations), emerging fields have to do with: social and ecological sustainability, planned organizational change via approaches and successful approaches, as well as globalization of multinational ways of working and teams.

EMERGING PROCESSES OF MANAGEMENT OF PEOPLE IN ORGANIZATIONAL PSYCHOLOGIST IN REVISED COUNTRIES TRANSCULTURAL PSYCHOLOGY QUALITY, PRODUCTIVITY, COMPETITIVENESS (EXAMPLE SIX SIGMA) MANAGEMENT BY COMPETENCES (MEXICAN - EUROPEAN, EUROPEAN AND AMERICAN EFFECTIVE RUSSIAN ECOLOGICAL, EUROPEAN, AND AMERICAN EFFECTIVE PSYCHOLOGY MODELS)

Updated from Patiño, PHS (2012) et al. UNAM, Department of Work Psychology, Version: April 04, 2003

These emerging fields in the study and practice of modern management of human talent in organizations. For example, some of us have had the opportunity to work for large corporations, within which there is a need to work with multidisciplinary work teams, which in themselves, pose competencies that involve applying knowledge, skills and special attitudes towards and with other professionals.. In addition to this, work projects in multinationals lead to living professionally with people from different countries, therefore, of cultural practices of human interaction at work, whose differences also demand additional skills that must be learned.

Product of years of carrying out diagnoses in this field and labor market, of analyzing their current problems, the roles and roles of Organizational Psychology in other countries more advanced than ours in Latin America, and, by business and service trends in the world, we can conclude that this professional can be: a) Internal specialist to organizations (methodological expert and instructor), b) Executive in the areas and departments of Personnel, Human Resources, recently called Human Talent Management, c) Professor or teacher, and, d) Consultant or external advisor, adopting versions also in “couch” roles, mentor in medium and long-term processes. Diagramming it would give us a third axis on "roles" as shown in the following graph:

Updated from Patiño, PHS (2012) et al. UNAM, Department of Work Psychology, Version: April 04, 2003

In these great professional roles, stopping doing things that in the past were accepted practices, in the traditional processes of selection, training, safety and hygiene, etc. and applying more successful approaches with a firmer, more logical scientific perspective, with a greater impact on results: in the organization and in the individual.

WHERE DO ORGANIZATIONAL PSYCHOLOGISTS WORK?

TYPE OF ORGANIZATIONS

Muchinsky, P. (2007). Psychology Applied to Work. Mexico: Cengage Learning, p. 4 with data from the Society for Industrial and Organizational Psychology of its members as of 2004.

To finalize this work. In this "should be" different from what "was or is", Based on the above and according to these revised statistics, the model that was proposed nine years ago for the training of the Organizational Psychologist at UNAM was updated, keeping mostly current, due to current and inferred future trends. Next, the sheet that synthesizes and represents the main conclusions of the work is presented.

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As a complement to this document, the following video conference Organizational Psychology a fashion or a need is suggested, given by Dr. Pablo Luna Gutiérrez, in which a synthesis of the history of this branch of psychology is made and some of its fundamental themes.

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Organizational Psychology Trends in the World