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BUSINESS AND ORGANIZATION
PLAY YOUR GAME
Play your game is an approach by Epitome Intelligence. The approach employs the latest in the scientific fields to your business' and organization's environment. Our approach will ensure that you exceed the bottom line while ensuring maximum bliss for those involved. Here is what we have to offer.
JOB ANALYSIS
This involves the systematic collection of information about a job. A task-oriented job analysis involves an examination of the duties, tasks, and/or competencies required by the job being assessed while a worker-oriented job analysis involves an examination of the knowledge, skills, abilities, and other characteristics required to successfully perform the work. Information obtained from job analyses are used to create job-relevant selection procedures, performance, appraisals and the criteria they require, and the development of training programs.
PERSONNEL RECRUITMENT AND SELECTION
Adhering to professional standards; we typically work with human resource specialists to design recruitment processes and personnel selection systems.
In Personnel Recruitment; we identify qualified candidates in the workforce and get them to apply for jobs in your organization. We also develop job announcements, place ads, define key qualifications for applicants and screen out unqualified applicants.
Personnel Selection, on the other hand, involves hiring and promoting personnel using evidence-based practices to determine the most qualified. We employ ability tests (e.g., cognitive, physical, or psycho-motor), knowledge tests, personality tests, structured interviews, the systematic collection of biographical data, and work samples to determine the best fit for the given job. The procedure is usually validated, i.e., shown to be job relevant to personnel selection, using content validity, construct validity, and/or criterion-related validity.
PERFORMANCE APPRAISAL AND MANAGEMENT
Performance appraisal or evaluation is the process in which an individual's or a group's work behaviours and outcomes are assessed against managers' expectations for the job for the purpose of making decisions on promotion and compensation, design and validation of personnel selection procedures and performance management.
Performance management is the process of providing performance feedback relative to expectations, and information relevant to improvement (e.g., coaching, mentoring). It may also include documenting and tracking performance information for organizational evaluation purposes.
INDIVIDUAL ASSESSMENT AND PSYCHOMETRICS
This is the measurement of individual differences. Individual assessments help evaluate differences among candidates for employment as well as differences among employees. The constructs measured pertain to job performance. They may be in the form of written tests, aptitude tests, physical tests, psycho-motor tests, personality tests, integrity and reliability tests, work samples, simulations and/or assessment centres.
OCCUPATIONAL HEALTH AND WELL-BEING
Just recently, researchers found that staying vigorous during working hours is associated with better work-related behaviour and subjective well-being as well as more effective functioning in the family domain. Trait vigour and recovery experiences after work were related to vigour at work. Job satisfaction has also been found to be associated with life satisfaction, happiness, well-being and positive affect, and the absence of negative affect.
Other research indicates that among older workers activities such as volunteering and participating in social clubs was related to a decrease in depressive symptoms over the next two years. Research on job changing indicates that mobility between, but not within, organizations is associated with burnout.
WORKPLACE BULLYING, AGGRESSION AND VIOLENCE
We are concerned with the related topics of workplace bullying, aggression, and violence. For example, research found that exposure to workplace violence elicited ruminative thinking which, in turn, is associated with poor well-being. Interpersonal aggressive behaviours is associated with bad team performance. We address such issues and don’t leave until we manage to create a happy and comfortable work environment.
REMUNERATION AND COMPENSATION
Compensation includes wages or salary, bonuses, pension/retirement contributions, and employee benefits that can be converted to cash or replace living expenses. When appropriate we may conduct a job evaluation for the purpose of determining compensation levels and ranges.
TRAINING AND TRAINING EVALUATION
Training involves the systematic teaching of skills, concepts, or attitudes that results in improved performance in another environment. Because many people hired for a job are not already versed in all the tasks the job requires, training may be needed to help the individual perform the job more effectively. Evidence indicates that training is often effective, and that it succeeds in terms of higher net sales and gross profitability per employee.
A training program, geared towards cognitive, skill-based, and affective outcomes, is likely to include a summative evaluation at its conclusion in order to ensure that trainees have met the training objectives and can perform the target work tasks at an acceptable level.
MOTIVATION IN WORKPLACE
Work motivation reflects the energy an individual applies "to initiate work-related behaviour, and to determine its form, direction, intensity, and duration". Understanding what motivates an organization's employees, for example the kind of incentive that would be effective for them, is central to this service.
OCCUPATIONAL STRESS
We are involved in the research and the practice of occupational stress and design of individual and organizational interventions to manage and reduce the stress levels and increase productivity, performance, health and wellbeing. Occupational stress can have implications for organizational performance because of the emotions job stress evokes.
OCCUPATIONAL SAFETY
We conduct “stress audits” to determine psychosocial injury hazards like fatigue, workplace violence, workplace bullying, and working night shifts. This helps organizations remain compliant with various occupational safety regulations and develop policies, practices, and procedures aimed at protecting workers' psychological health.
ORGANIZATIONAL CULTURE
Organizational culture is a set of assumptions shared by individuals in an organization; which influence the interpretation and actions that define appropriate behaviour for various situations. Organizational culture has been shown to affect important organizational outcomes such as performance, attraction, recruitment, retention, employee satisfaction, and employee well-being.
GROUP BEHAVIOUR
Group behaviour involves the interactions among individuals in a collective. The individuals' opinions, attitudes and adaptations affect group behaviour and group behaviour, in turn, affects those opinions, etc. The interactions are thought to fulfil some need satisfaction in an individual who is part of the collective. A specific area of research in group behaviour is the team dynamics and team effectiveness.
TEAM EFFECTIVENESS
Organizations often organize teams because teams can accomplish a much greater amount of work in a short period of time than an individual can accomplish. Research has examined the harm workplace aggression does to team performance. We are therefore able to address this issue and provide the right solutions for it.
TEAM COMPOSITION
The selection of individuals to be assigned to specific teams bears on the resulting effectiveness of those teams. Aspects of team composition that should be considered during the team selection process include team members' knowledge, skills, and abilities (KSAs) as well their personalities and attitudes. To achieve high-quality results, we build teams with members having higher skill levels and a diversity of skills.
TASK DESIGN
A fundamental question in team task design is whether or not a task is even appropriate for a team. Those tasks that require predominantly independent work are best left to individuals, and team tasks should include those tasks that consist primarily of interdependent work. When a given task is appropriate for a team, task design can play a key role in team effectiveness.
ORGANIZATIONAL RESOURCES
Organizational support systems affect the team effectiveness and provide resources for teams operating in the multi-team environment. During the chartering of new teams, organizational enabling resources are first identified. Examples of enabling resources include facilities, equipment, information, training, and leadership. Team-specific resources (e.g., budgetary resources, human resources) are typically made available. Team-specific human resources represent the individual contributors who are selected to be team members. Intra-team processes (e.g., task design, task assignment) involve these team-specific resources.
TEAM REWARDS
Organizational reward systems drive the strengthening and enhancing of individual team member efforts; such efforts contribute towards reaching team goals. In other words, rewards that are given to individual team members should be contingent upon the performance of the entire team.
Taking into account company values, company culture, team work and effectiveness; we design elements needed to enable organizational reward systems to operate successfully.
TEAM GOALS
Goals potentially motivate team members when goals contain three elements: difficulty, acceptance, and specificity. Under difficult goal conditions, teams with more committed members tend to outperform teams with less committed members. When team members commit to team goals, team effectiveness is a function of how supportive members are with each other. The goals of individual team members and team goals interact. Team and individual goals must be coordinated. Individual goals must be consistent with team goals in order for a team to be effective.
JOB SATISFACTION AND COMMITMENT
Job satisfaction is often thought to reflect the extent to which a worker likes his or her job, or individual aspects or facets of jobs. Job satisfaction has theoretical and practical utility for the field. It has been linked to important job outcomes including attitudinal variables (e.g., job involvement, organizational commitment), absenteeism, turnover intentions, actual turnover, job performance, and tension. Job satisfaction has been found to be related to life satisfaction, happiness, positive affect, and the absence of negative affect.
PRODUCTIVE BEHAVIOUR
Productive behaviour is defined as employee behaviour that contributes positively to the goals and objectives of an organization. When an employee begins a new job, there is a transition period during which he or she may not contribute significantly. To assist with this transition an employee typically requires job-related training. In financial terms, productive behaviour represents the point at which an organization begins to achieve some return on the investment it has made in a new employee. We are ordinarily more focused on productive behaviour than job or task performance, including in-role and extra-role performance.
JOB PERFOMANCE
Job perfomance represents behaviours employees engage in while at work which contribute to organizational goals. These behaviours are formally evaluated by an organization as part of an employee's responsibilities. In order to understand and ultimately predict job performance, it is important to be precise when defining the term. Job performance is about behaviours that are within the control of the employee and not about results (effectiveness), the costs involved in achieving results (productivity), the results that can be achieved in a period of time (efficiency), or the value an organization places on a given level of performance, effectiveness, productivity or efficiency (utility).
ORGANIZATIONAL CITIZENSHIP BEHAVIOUR
Organizational citizenship behaviours (OCBs) are another form of workplace behaviour that we are involved with. OCBs tend to be beneficial to both the organization and other workers. Behaviours that qualify as OCBs can fall into one of the following five categories: altruism, courtesy, sportsmanship, conscientiousness, and civic virtue. OCBs have also been categorized in other ways too, for example, by their intended targets (individuals, supervisors, and the organization as a whole. Other alternative ways of categorizing OCBs include "compulsory OCBs," which are engaged in owing to coercive persuasion or peer pressure rather than out of good will. Other research suggests that some employees perform OCBs to influence how they are viewed within the organization. While these behaviours are not formally part of the job description, performing them can influence performance appraisals.
INNOVATION
Innovation is considered, more often than not, a variable of less importance and often a counter-productive one to include in conducting job performance appraisals when irrelevant to the major job functions for which a given job exists. Nonetheless, we see the value of that variable where its consideration would, were its reliability and validity questioned, achieve a statistically significant probability that its results are not due to chance, and that it can be replicated reliably with a statistically significant ratio of reliability.
COUNTERPRODUCTIVE WORK BEHAVIOUR
Counterproductive work behaviour (CWB) can be defined as employee behaviour that goes against the goals of an organization. These behaviours can be intentional or unintentional and result from a wide range of underlying causes and motivations. Some CWBs have instrumental motivations (e.g., theft). It has been proposed that a person-by-environment interaction can be utilized to explain a variety of counterproductive behaviours. For instance, an employee who sabotages another employee's work may do so because of lax supervision (environment) and underlying psychopathology (person) that work in concert to result in the counterproductive behaviour. There is evidence that an emotional response (e.g., anger) to job stress (e.g., unfair treatment) can motivate CWBs.
We address such CWBs to ensure your work environment is safe, motivated and productive.
LEADERSHIP
Leadership can be defined as a process of influencing others to agree on a shared purpose, and to work towards shared objectives.
We use Leader-focused approaches, contingency-focused approaches, and follower-focused approaches to create and sustain effective leadership in an organization that would meet company’s goals and harmonize the work environment.
ORGANIZATIONAL DEVELOPMENT
We are also concerned with organizational change. To advance organization development, we use the survey feedback technique that involves the periodic assessment (with surveys) of employee attitudes and feelings. The results are conveyed to organizational stakeholders, who may want to take the organization in a particular direction. Another tool is the team building technique. Because many if not most tasks within the organization are completed by small groups and/or teams, team building is important to organizational success. In order to enhance a team's morale and problem-solving skills, we help the groups to build their self-confidence, group cohesiveness, and working effectiveness.
TEAM BUILDING
This consists of activities that are aimed at building teams. Various groups subscribe to this particular service. They include corporates, universities’ and schools’ clubs and societies, church groups and other gatherings. The aim of this particular service is to build a bond among individuals. This helps to create an environment of freedom and trust as they work together. They will learn how to identify and work with each other’s abilities as well as how to complement each other. It also makes them comfortable communicating when working together. This enhances the quality of their work and hence the quality of their product be it a good or a service.
In the case of non-business oriented groups it helps to make it easier for them to achieve various specific objectives they may have.
In the particular case of organizations it will encourage the spirit of cooperation and team work as they learn and study as well as boost their confidence in the work place setting. This will make their productivity and creativity enjoyable and much easier.
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