Sheila Menon1
, Vidya Bhagat2
1
London College of Clinical Hypnosis Asia, LCCH Asia, 807 Block B Phileo
Damansara 1, Jalan Damansara, Section 16/11 Petaling Jaya Selangor 46350
Malaysia.
2
A.J. Institute of Hospital Management, Mangalore Rajeev Gandhi University,
Mangalore.
*Corresponding Author E-mail: menonsheila@yahoo.com

ABSTRACT:
Neuroscience research has its origins in clinical application but is now emerging as a method to provide better understanding and insights into the cognitive-related aspects that affect people at work and in the workplace. Detailed observation highlights that not one day passes without the mass media referring to neuroscience as the solution to a variety of problems arising from non-clinical disciplines. A broad research approach into the many disciplines defined and prefixed by “neuro” is necessary in order to provide an in-depth understanding of the concepts that underlie
such transformational disciplines as Nneuro-strategy, Neuro-leadership, Neuromarketing, Neuro-economics, and Neuro-education. Purpose: The current study aims at determining a neuro-scientific strategy for conceptualizing healthier work outcomes based on human resource management. Methodology: This study is a qualitative study that uses secondary data from the literature and provides a descriptive analysis of the neuro-scientific approaches toward human resource management in order to predict better workplace outcomes. The method for completing the data search on the database used neuro-scientific predictions about, workers, work outcomes, neuroscientific management, and human resource
management. Results and implications: The study demonstrates and intellectualises that neuro-scientific approaches would provide insights into human resource management which would bring about healthier work outcomes. The study results support the benefit of creating a structured method derived from classical methods of neuroscience in order to investigate a transformational neuroscientific approach and to better understand human responses and strengths through a neuroscientific approach. Conclusion: The study brings new insights to Human
Resource Management at work that enhances the quality of Human Resource Management in the workplace.

KEYWORDS: Neuro-scientific predictions about, workers, work outcomes,
neuroscientific management, and human resource management

INTRODUCTION:

The study of neuroscience has paved the way toward exploring the cognitive depths and this provides a deeper understanding of the cerebral functions and the mechanisms that impact human behaviour in the workplace. Implementing a neuroscience paradigm within human resource management (in organisations) is expected to enhance inspiration and innovation among employees and to transform the organisation into a modern and conducive working environment in which employees experience a feeling of integration and accomplishment in the realization of organisational success. The transformation from the classical type of management where the managers lead through fear and punishment to a non-fearful or less stressful working environment has created a more consensual way of doing things. In this type of environment, employees are
supported to take risks, think laterally and creatively, challenge the status quo and stand up and be counted.

The accumulated knowledge acquired from neuroscientific research has also led to advancement in various settings of social life. In this study, the researchers attempt to explore the findings from within neuroscience and apply these to human resource management in an organised professional context. This approach uses its own techniques to develop best practices in the workplace in order to enhance the quality of human resource management. The linkage of social cognitive neuroscience to human resources development presents a significant opportunity to investigate in more detail the research identified in this study. The emphasis is on the framework in the workplace and by examining the impact that neuroscience claims to have on human resource management a number of opportunities to build more robust and committed personnel have emerged.

These start with the analysis of the brain structure and include evaluating the multiple factors that affect human behaviour in organizational settings through the lens of neuroscience. These human resource management conceptualizations in sectorial human resource policies based on neuroscience can describe human reactions across the board in any organisational setting. They offer a deeper understanding of human behaviour and provide human resource management solutions that range from hiring to training and assessment, job satisfaction, performance management, career management, staff motivation and so on. This fact is revealed in one of the previous studies.1 It is conceptualised that the modern organisation could seek to implement actions that stimulate the reward and pleasure centres of the brain while also making the person experience feelings of acceptance and recognition. Neuroscientists have made comparable progress when investigating the functional neuroanatomical pleasure that contributes to happiness and which is central to the sense of wellbeing. 2

The current study explores the same direction. It discusses the neurological decoding of human resource management and explores human behaviour in working places whilst supporting the overall quality and enhancement of performance. Early neuroscience had its origins in the field of research that was purely associated with the science of medicine and biology, but this has now expanded into other disciplines including the focus on human resource management. In the current scenario, the study of neuroscience has been refocused from the academic sphere to the pragmatic world where it can provide insight into better management of human resources in the various departments of the workplace (HR).
This transformation to an interdisciplinary field of research within the social sciences permits the exploration of the dynamics of human performance. Furthermore, developments in technology have enabled researchers to examine the brain processes and decode the human perception of the world by using a variety of tools such as functional magnetic resonance imaging (MRI), positron emission tomography, electroencephalograms, etc. The accumulating body of knowledge advocates for the utilisation of neuro-techniques by human resources management (HRM) departments. This will assist the HRM as they guide employees towards purposeful actions that support the organisational goals whilst simultaneously satisfying the well-being needs of the personnel. The objective of the study is to assess the depth of neuroscience concerning work outcomes in the effective management of human resources in the workplace.

METHODOLOGY:
This current study is a qualitative study using secondary data from the literature. It provides a descriptive analysis of the approaches grounded in neuroscience which offer insights into the quality enhancement of human resource management in the
workplace outcome. The method for the data search on the database used neuroscientific predictions about, workers, work outcomes, neuroscientific management, and human resource management. A total of 40 articles were collected and after scrutinising these articles 35 articles matching the objectives of the study were selected. The researchers found that the remainder 5 articles were not compatible with the researcher’s hypothetical views and were thus excluded

Figure 1: flowchart data collection

Brain and Behaviour
The relationship between the brain and behaviour is both complex and interdependent. The brain receives and processes information that is both internal and external in order to establish the most appropriate behavioural responses to be triggered at any time. These behaviours lead to environmental consequences that can be experienced as either positive or negative, which can increase or reduce learning outcomes with brain changes, particularly synaptic connections in the brain. Thus, there is a need for understanding the brain behaviour concept since healthy work behaviours in the workplace are appreciated in human resource management and can enhance the quality of work as well as working relations in the workplace. The brain is part of the central nervous system along with the spinal cord, which is composed of the cerebrum, the cerebellum, and the brain stem. The cerebrum is located in the uppermost part of the brain and accounts for two-thirds of the total weight. 3 The brain is split into two hemispheres, with separate functions. The first one controls language, speech, corporal senses, memory, auditory, visual reception, scent, taste, and emotions, and the second one interprets optic and spatial data.

The cerebellum is positioned at the back of the brain and takes up approximately ten per cent of the brain’s volume and over fifty per cent of the total number of neurons. 4 This region receives information from the sensory systems, the spinal cord, and other parts of the brain and modifies the commands, making the movements coordinated and accurate. It is also responsible for maintaining balance, posture, and cognitive functions. The brain stem is known as a relay station between the higher centres and the spinal cord. 5 The significance of brain functions and its control of vital functions, such as breathing, cardiac regulation, consciousness, the sleep cycle, etc., are well understood in literature studies. The brain stem is attached to the spinal cord which is encased in a bony vertebral column and it is this spinal cord that transmits information from the rest of the body to the brain and vice-versa. Depending on the person’s experience, the synapses vary depending on reciprocal interconnections that have been formed over time by the genes and external stimuli that alter the structure and function of the encephalon throughout the lifespan.6
Effective human resource management requires an understanding of the impact of behaviour together with influences from the environment which may include cultural background, experiences, beliefs, and emotions. With every interaction, a change occurs in the cerebral map and new patterns are created for future use. It is this creativity which can be managed and shaped, for the purpose of human resources
and human relationship management.

It is helpful to have a brief overview of the anatomical aspects of neuroscience in order to conceptualise their benefit to human resource management. The human brain can be roughly separated into three areas: the forebrain, midbrain and hindbrain each with multiple parts. Collectively they control various functions including the perception of sensory data from touch, vision and sound, and regulate speech, reasoning, emotions, learning, and the fine control of movement. The limbic system is responsible for the safety of the individual. Memories and experiences relevant to safety are encoded in this region and activated in order to push individuals towards repetitive safe actions and to disregard change. The neocortex is the region that is the most consciously accessed. This region is responsible for rational thought, learning, decision-making, empathy, and creativity.7 Studies in this area have revealed that the human brain consists of billions of neurons. One of the studies approximates that this region has 100 billion neurons that interact through trillions of synaptic connections and function both as single units and as larger groups.8 The state of one’s brain forms physical pathways of thought which have been shaped by the environment within which it has developed. This has significance for interpreting the way that a person will react to challenges in the workplace. The brain functions, the state of the individual mind, the individual’s innate mental state and the emotional state that can be nurtured are important aspects of human resource management in the workplace. Each component influences aspects of the human brain responses and has behavioural consequences in the workplace. It has been conceptualised that both brain and behaviour are influenced by various aspects of human life in the workplace. One of the literature studies evidences the influence of cultural imprinting of rituals, traditions, and the habits of its members on human behaviour. 9 Another study reveals that culture is reflected in every individual’s actions, attitudes, and positioning within specific environments.10 Another piece of information disclosed in the literature shows that culture shapes beliefs and values, thereby setting a person’s self-determination by constructing his personal identity. This has a significant influence on the individual’s reactions and highlights that it is both environmental and biological factors that form
the brain and behaviour.11 The external environment is in a constant state of change and this, in turn, influences one’s mental state. According to Heraclitus, yielding to change is in reality a continuous gesture. An individual exists within the framework of environmental fluctuations. Their experiences and exposure to such changes are the only constant and this determines the person’s concept and attitudinal behaviours within their
current reality. Taking this context, the constant experience for the individual is that their environment is always in a state of flux and it is their response to this environment that will determine their concepts and attitudinal behaviours in the current reality. This means that each individual’s own experiences, beliefs, and emotions will influence the various aspects of the human brain responses and behaviour in the workplace.

The way a person identifies with work-related behaviours that are gained through experience is processed, assimilated, accommodated, and moderated as an ongoing process that is continually being refined and which in turn transforms the mental structures of the brain for further use. Previous literature has revealed the fact that the formation of one’s identity through various experience-based tasks results in a higher correlation between studied brain variables and behaviour. 12 It is a well-conceptualised fact that experiences alter the circuitry in a person’s brain and these create neural pathways that influence people to behave in particular ways and or decisions when confronted by ambiguous and conflicting situations. The patterns that are laid down in the brain and the associated behavioural responses that are likely to be repeated are the consequence of the person’s experiences when similar situations arise. People tend to respond habitually to external stimuli. Ivan Pavlov conducted an experiment in which he paired a sound stimulus with the act of feeding a dog. Pavlov was able to demonstrate that once the association has been established, the dog would salivate in response to the sound irrespective of whether the food was presented.13

One of the studies focusing on instinctive behaviours that help in the growth of mesolimbic dopaminergic pathways reveals that stimuli that are associated with senses lead to instinctive behaviours. This concept demonstrates the flexibility of neural pathways and can be incorporated for better performance of people in the workplace. One of the studies reveals that positive engagement and empowerment at work activities improve the neural plasticity 14 of the brain through the processing of new and rich information in the brain. This in turn leads to people performing
their tasks with better efficacy at their workplace. It is also evidenced in the studies that negative experiences affect the prefrontal cortex which is seen to increase the appearance of learning disabilities, behavioural and emotional abnormalities, and other disorders. 15 Studies from the literature have also revealed that experiences associated with strong emotional circumstances 16 can establish considerably influence over positive or negative behaviours. This makes it an important consideration for human resource management in the workplace. Researchers in one
of the studies have revealed that emotional events, above neutral, are remembered strongly and are retained for long periods of time.17 The evidence from the previous literature has revealed that emotions are an important element of decision-making when the choice is given.18

Negulescu (2014) reveals that most decisions are influenced by the feelings and intuitions triggered by association to a specific situation.19 This study also evidenced that anticipation of a feeling towards a situation will emerge again in a similar circumstance.20 This is because the patterns of neural connections have already been created, and any decision adopted will contribute cumulatively to the same emotions influencing the decisions of future events. It is important to consider the abovementioned evidence in human resources policies since they have a direct impact on behavioural and influencing behavioural change in the workplace. The knowledge that behaviours can be influenced through identified facts is information for HRM when implementing specific strategies. Cognitive bias influences the individual’s beliefs and may result in distortions which affect the thought process. Cognitive bias is conceptualised as sometimes being a form of error when the brain attempts to heuristically take information from the surrounding environment. The previous studies identify a wide range of environmental factors that could potentially create enduring effects on brain circuits and behavioural reactions. One of the studies revealed that the parental and educational factors that contribute to the formulation of behaviour also rely on a limited number of heuristic principles and that these create shortcuts in assessing
probabilities and predictions 21 which could potentially contribute to cognitive biases in the workplace. Even though these mental shortcuts allow people to solve problems and make judgments quickly and efficiently in certain circumstances it is inevitable that they can also lead to errors that interfere with a person’s judgement without them being aware of the impact. It may require deep reflection to identify these cognitive biases, which is generally not feasible within a work context. Nonetheless, it is important to note that if unidentified cognitive biases may hinder the work process and developing a better awareness of the impact of the various external stimuli on cerebral alterations can be useful. There is a long list of potential contributors including societal, cultural, emotional and cognitive biases, experiences and memories, as well as educational and parental aspects. Individually and collectively these can influence the functions of the brain and contribute to an individual’s responses and behaviours towards specific workplace contexts. Contingent on the situation at work, changes that take place and promote or obstruct the creation of neurons and the respective physiological growth of the brain have value in HRM.

Collective Practices of Human Resources with Neuroscience in the Workplace

Organisational development and transformation require human resource development in the workplace. The main practices of human resources development include the recruitment, retention, motivation, and managed commitment of the workforce. In the current scenario, neuroscience has inspired new advancements in human resource development in the workplace. This is expressed through supporting
and improving the effectiveness of human resource management policies and providing insights that empower employees to achieve peak
performance. Adjustments can also be made to the process of recruitment which is an essential process of human resources management and developing human resources policies that are designed to encourage peak performance in the workplace and organisational context. Such changes are a challenging task but they can be improved through supplemental processes grounded in neuroscience designed to enhance or develop effective hiring procedures. One study found that the reptilian part of the brain, which has a direct impact on dopamine hormones, facilitates access to the unconscious mind. 22. It is important in human resource management to recognise that even people with stable
emotional resources can become disturbed because of underlying intra-psychic unconscious processes. This fact, evidenced by neuroscience can be used to strategize procedures to improve the hiring procedure. The previous study draws from neuroscience data to evidence methods for
improving the interview process. The first is by incorporating familiar rituals that increase serotonin levels and help people relax. Incorporating this neuroscience principle introduces calm gestures and relax job applicants which often produces better results and outcomes. The previous study evidences that a warm handshake or any culturally and socially appropriate behaviour can increase oxytocin, the neuromodulator that helps people form bonds in the workplace. 23

Neuroscience provides insights into the way people operate at an emotional and psychological level which can provide the basis for better integration of people in the workplace. One study evidenced that a good initial encounter can be easily established at the interview stage by offering a comfortable seating arrangement with a warm comforting drink. This influences the initial impressions formed 24 and leads to the feeling of trust.25. Understanding the fact that emotional experiences establish a neuronal connection at the emotional and cognitive levels is helpful for HRM who can incorporate the appropriate context from the start of the recruitment process. Training is a useful human resource method that helps employees stay updated with the qualifications and competencies necessary to cope effectively with transformational changes within the organization. Regular training provides a number of benefits including an overall improvement of the employees’ ability to
successfully learn new procedures. It also aids employee retention and improves performance and job satisfaction. One literature study has highlighted the value of training as the solution to problems related to the weakening of neural connections. These occur as a natural consequence of ageing or when skills have not been used for a period. The weakening of neural connections may lead to a lack of attention, fatigue, and a reduced ability to process information. 26

Training programmes, workshops, study visits, and so on, challenge the brain and promote the creation of new neural pathways. This facilitates personal development and growth, the acquisition of better knowledge, and leads to employee satisfaction. Environment plays a role and there is evidence that the intervals between the training sessions in a better acoustic synchronised environment amplification of cognitive functions and promote the reorganisation of neural pathways and also neuroplasticity. 27 Perception alters human awareness.28 Colours can therefore be used during the training sessions for eye stimulation since the correct selection and impactful colour can influence feelings, attention, and behaviour throughout the learning period.29 The previous studies on personal education have revealed that green colour enhances concentration 29 orange upsurges perception30 blue enhances performance and alertness.31 HRM frequently uses reward strategies based on the person’s needs.

The rewards can be tangible or non-tangible. It is important to conceptualise that such rewards contribute to the secretion of dopamine in order to stimulate the pleasure centres of the brain. Environment is another important factor to consider when examining the factors that influence performance. One study evidences that a purpose built green-certified workplace that emulates the natural environment increases cognition, reduces sick days and improves the quality of sleep. 32. This area of research provides evidence that the inclusion of valuable facets such as natural light, the air quality inside the building and the regulation of thermal conditions where the people work will have a positive impact on employee well-being. These factors have an important bearing for both organisational performance and job satisfaction with the added benefit of
reducing diseases and mental fatigue. 32

Another method which may offer benefit for the optimization of cerebral functions is electroencephalography (EEG), a biofeedback method often used by psychologists as part of their treatment plan. Through clinical intervention, this method could be extended to human resource management. 33 One of the supporting studies on healthy participants shows that training which is based on a reward system teaches the brain how to function within a more optimal range and can enhance cognitive performance. Another study revealed that information on the difference between biofeedback and neurofeedback can be useful in human resource development. 34. The previous literature reveals that concepts developed for working subconsciously helps people to gain control over their physiological activity and which consequently can improve health, sleep patterns, and mental lucidity. 35 Another piece of evidence suggests that increasing attention span allows the practitioner to modify the neural mechanisms underlying behaviour.36. One literature study uses neuroimaging tools and behavioural research to provide the empirical and conceptual basis for the role of hypnosis in this field. The study published by Frith et al over a decade ago analyses the claim that the neural correlates of conscious experience should reflect conditions where the identical physical stimulus elicits a similar behavioural response without accompanying conscious awareness.37. This suggests that neural correlates of conscious experience require specific or contrast conditions to enhance conscious awareness in order to further enhance the quality work.

One of the previous study evidences that hypnosis assists brain activity as demonstrated by functional magnetic resonance imaging (fMRI), positron-emissiontomography (PET) and electroencephalography (EEG). The research shows that hypnosis inhibits the reaction of the fear circuitry structures and offers the therapeutic value of hypnosis as a tool that can be used in human resource enhancement in work place. 38 This literature study uses brain imaging to compare both explicit and implicit memory for items learned during induced amnesia and after cancelling the amnesia among hypnotized subjects. It clearly reveals the neural activity specifically associated with conscious remembering and also the unconscious aspects of memory. 39. Thus, the hypnosis procedure can be well strategized to benefit human resource management. All that remains is to begin the work seriously in different domains of HRM in the workplace. 39.

Neuroscience identifies the part of the central nervous system that underlies aspecific behaviour, for cognitive process and upholding the psychological state well known as neural substrate.T he current study further analyses the literature to demonstrate that hypnosis can be used for making adjustments to the subjects’ cognitive and affective mental states, which can influence the neural substrates of experience, thought, and action.39 The insights drawn from the study provide an extremely useful basis to support scientific neuro-hypnotism in HRM in the workplace. This structured use of hypnosis is particularly well-suited for identifying the neural correlates of conscious and unconscious perception and memory, and of voluntary and involuntary action. Hypnotic suggestibility is part of the broader psychological trait of direct verbal suggestibility. The recent scientific approach appreciates its strength as a research tool in cognitive science and in cognitive neuroscience. In particular, the Harvard group scale is described and identified as a commonly utilised measure of direct verbal suggestibility in hypnotic contexts and frequently used in psychological research.40. The study reveals that insights drawn from strategic approaches using neuro-hypnotism in HRM in the workplace may be useful. Experimental studies with their application in this area are suggested for a better appreciation of hypnosis in the area of HRM.

Neuroscience identifies the part of the central nervous system that underlies a specific behaviour, for cognitive process and upholding the psychological state well known as neural substrate. The current study further analyses the literature to demonstrate that hypnosis can be used for making adjustments to the subjects’ cognitive and affective mental states, which can influence the neural substrates of experience, thought, and action.39 The insights drawn from the study provide an extremely useful basis to support scientific neuro-hypnotism in HRM in the workplace. This structured use of hypnosis is particularly well-suited for identifying the neural correlates of conscious and unconscious perception and memory, and of voluntary and involuntary action. Hypnotic suggestibility is part of the broader psychological trait of direct verbal suggestibility. The recent scientific approach appreciates its strength as a research tool in cognitive science and in cognitive neuroscience. In particular, the Harvard group scale is described and identified as a commonly utilised measure of direct verbal suggestibility in hypnotic contexts and frequently used in psychological research.40. The study reveals that insights drawn from strategic approaches using neuro-hypnotism in HRM in the workplace may be useful. Experimental studies with their application in this area are suggested for a better appreciation of hypnosis in the area of HRM.