We will present results related to ORBETEC research at the MCAA general assembly. It will be an opportunity to present our research, from the field of human resources and the psychology of work and organizations, to an international and non-specialized scientific community.


 “Kaptol Zagreb 090609 pano“, by Roberta F., licensed CC-BY-SA-3.0.

Déprez, G., Odoardi, C., Cangialosi, N., & Battisstelli, A. (2020). Organizational behaviour with new technologies (ORBETEC): a psychological HRM model proposition for industry 4.0. Poster presentation at MCAA General Assembly and Annual Conference, March 28-29, Zagreb, Croatia.

Abstract: The last decade was marked by an acceleration of transformations in all types of organization (public and private, production and services), generated mainly by the massive introduction of new information and communications technologies, robotics and related technologies (Schwab, 2016). Nowadays, we are fully in what is called the “4th Industrial Revolution” (Brynjolfsson & Mcafee, 2015), that is no longer merely a process of change, like the previous industrial revolutions. It transforms in depth the organizations, their methods of production of goods and services, and related work conditions (Parker, Morgeson, & Johns, 2017).
This reality makes organizations evolve into “4.0 Industry”, thereby affecting all jobs, workforces, customers and management (Ross, 2016). Technological and technical aspects represent some of the driving forces behind Industry 4.0. However, it is commonly believed that “people remain and continue to remain the main actors of Industry 4.0” (PE 571.379, Nevejean, 2016, p.15). In this new context, employees behave differently, adopt new ways of working and using technologies.
In view of the organizational and societal changes related to industry 4.0, we hypothesize that it is necessary to rethink the managerial approach in these industries while focusing on the development of innovation processes. Based on the Ability-Motivation-Opportunity framework (Bos-Nehles, Renkema, & Janssen, 2017), and proactivity literature (Grant & Ashford, 2008), our research aims to explore the different key management policies and practices that can promote the development of 4.0 skills and proactive behavior in order to ensure a constant organizational innovation process.
At this point, the proposed general model focuses on development of essential HRM strategic areas as organizational development (organizational and Work design), professional development (workforce recruitment/staffing/career), competence development (training and development), and compensation/reward. The presentation of empirical sub-models will allow discussion of the link between proactivity, innovation and HRM for Industry 4.0.

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