13.1: مقدمة لعلم النفس الصناعي التنظيمي
- Page ID
- 198221
أهداف التعلم
- اكتشف علم النفس الصناعي والتنظيمي
في يوليو 2012، ياهو! ، واحدة من أكبر وأقدم شركات الويب، أعلنت عن تعيين ماريسا ماير في منصب الرئيس التنفيذي. ياهو! كافحت لتعريف نفسها والتفوق في الصناعة لعدة سنوات، وكان تعيين ماير، أحد كبار المسؤولين التنفيذيين في Google، خبرًا كبيرًا. من بين قراراتها العديدة، في فبراير 2013، أعلنت ماير أنه لن يُسمح للموظفين بالعمل عن بُعد. يمثل العمل عن بُعد العديد من الابتكارات الإدارية التي تم إجراؤها في السنوات الأخيرة، إلى حد كبير من قبل شركات التكنولوجيا. يعكس العمل عن بُعد اعتقاد الشركات بأن الموظفين مسؤولون ويحفزون أنفسهم وربما يعملون بشكل أفضل عندما يُتركون بمفردهم. كما أنه يؤثر على التوازن بين العمل والأسرة، على الرغم من أن الطريقة غير واضحة حتى الآن. ويعكس العمل عن بعد الاتجاه العام لزيادة التداخل بين الوقت الذي يقضيه العمال في العمل والوقت الذي يقضونه خارج العمل.
عكس هذه السياسة في Yahoo! أثار الجدل والكثير من الأسئلة حول ما يعنيه ذلك. ظلت ماير صامتة إلى حد كبير بشأن أسبابها وراء القرار، باستثناء القول بأنه كان يهدف إلى تحسين الشركة. أخيرًا تناولت قرارها بإيجاز في مؤتمر Great Place to Work لعام 2013 (Tkaczyk، 2013) بالقول، من بين أمور أخرى، إنه في حين أن «الناس يكونون أكثر إنتاجية عندما يكونون بمفردهم، إلا أنهم أكثر تعاونًا وابتكارًا عندما يكونون معًا». ومن المثير للاهتمام، بعد وقت قصير من ياهو! التغيير، ألغت شركة Best Buy لتجارة الإلكترونيات الاستهلاكية أيضًا العمل عن بُعد كخيار لموظفيها. هل سيؤدي التغيير إلى Yahoo! أكثر ابتكارًا أم أكثر إنتاجية؟ كيف أثر التغيير على الموظفين في الشركة، وخاصة الآباء العاملين وأولئك الذين يعتنون بالأقارب المسنين؟ هل تم إدخال التغيير بالطريقة الأكثر فعالية؟ هذه أسئلة تتم دراستها بشكل شائع من قبل فرع علم النفس يسمى علم النفس الصناعي والتنظيمي.
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