Samenvatting Strategic Human Resource Management
Boselie: Strategic Human Resource Management: A Balanced Approach
2e druk, ISBN: 9780077145620
Table of Contents
Hoorcollege 1 – 31-08-2015 – Chapter 1; Introduction: SHRM in the 21st
century ................................................................................................................................................................. 2
Hoofdstuk 1: Introduction: Strategic Human Resource Management in the
Twenty-first Century ................................................................................................................................. 4
Hoorcollege 2 – 04-09-2015 – Chapter 3: HRM and performance ......................... 8
Hoofdstuk 2: Strategic Human Resource Management context. ........................... 10
Hoorcollege 3 – 07-09-2015 – Chapter 2: HRM and context.................................... 17
Hoofdstuk 3: The human resource value chain .................................................................. 25
Hoorcollege 4 – 10-09-2015 - Chapter 4; HR metrics and measurement ...... 29
Hoofdstuk 4: Human resource metrics and measurement ........................................ 36
Hoorcollege 5 – 14-09-2015 - chapter 5; Mutual Chains? ......................................... 46
Hoofdstuk 5: Mutual gains? ............................................................................................................... 49
Hoorcollege 6 – 18-09-2015 – Chapter 6; High-performance work systems
.................................................................................................................................................................................. 53
Hoofdstuk 6: High-performance work systems .................................................................. 57
Hoorcollege 7 – 21-09-2015 - Chapter 7: Selective Recruitment & Selection
.................................................................................................................................................................................. 63
Hoofdstuk 7: Selective recruitment and selection ........................................................... 69
Hoorcollege 8 – 25-09-2015 – Chapter 8: Performance management............. 72
Hoofdstuk 8: Performance management ................................................................................. 83
Hoorcollege 9 – 28-09-2015 – Chapter 9: Compensation & Benefits ................ 88
Hoofdstuk 9: Compensation............................................................................................................... 91
Hoorcollege 10 – 02-10-2015 – Chapter 10: Talen Management ......................... 95
Hoofdstuk 10: Talent management........................................................................................... 102
Hoorcollege 11 – 05-10-2015 – Chapter 11: Employee participation ............ 103
Hoofdstuk 11: Employee participation ................................................................................... 112
Hoorcollege 14 – 16-10-2015 – Chapter 12: HR Roles .............................................. 115
Hoofdstuk 12: Human Resource Roles ................................................................................... 118
Hoorcollege 13 – 12-10-2015 – Chapter 13: International HRM ....................... 123
Hoofdstuk 13: International Human Resource Management................................ 130
Hoorcollege 14 – 09-10-2015 – Chapter 14: Implementation strategy ....... 132
Hoofdstuk 14: Implementation Strategy .............................................................................. 137
,Hoorcollege 1 – 31-08-2015 – Chapter 1; Introduction: SHRM in the
21st century
Zie cursushandleiding voor de cursus informatie.
“..Employees matter and the management of employees (human resource
management) is a potential source for achieving organizational goals.”
Strategic Human Resource Management in the 21st Century
- Impact of organizational change
- Competitiveness (zowel op organisatorisch niveau als op individueel niveau)
- Three perspectives (MHRM, IHRM & SHRM) (MHRM – relatie tussen
werknemers en collega’s/supervisor/managers, IHRM – binnen de organisaties
& SHRM - internationaal)
- Stakeholder perspective
- Balanced approach (je moet alle belangen van de leden van de organisatie
weten te balanceren)
Salaris is tegenwoordig niet meer de voornaamste drijfveer van werknemers.
Erkenning, respect en toewijding zijn steeds belangrijker binnen organisaties.
Je hebt in organisaties steeds meer naast de managers voor organisatorische
zaken, een manager voor human resource management. Het belang van deze
managementvaardigheden worden steeds meer als groot belang geschat. Het
is belangrijk dat je weet om te gaan met het menselijk kapitaal binnen een
organisatie.
Veel managers zijn bang dat als zij investeren in hun werknemers, deze kennis
overgebracht wordt naar de concurrent als de werknemers naar de concurrent
vertrekken. Dit is een voornaamste reden waarom veel managers het moeilijk
vinden om te investeren in zijn of haar werknemers.
Organizational Change and Competitive Advantage
The relevance of optimal coping with change is embedded in the concept of
competitive advantage
Competitive advantage:
• is important for organizational survival
• and is at least partly manageavle by human resource management
Micro HRM (MHRM)
, Veel experts die binnen deze expertise werken hebben een achtergrond met
psychologie.
“covers the sub functions of HR policy and practice including recruitment &
selection, induction & socialization, and training & development”
MHRM is closely related t the studies in Organizational Behaviour and
Occupational Psychology often focused on the impact of single HR practices on
employee attitudes and behaviours
International HRM (IHRM)
is concerned with HRM in multinational companies (MNCs) and HRM across
borders (Brewster, 2004). IHRM is focused on issues such as the transferability
of HR practices across business units in different countries, the optimal
management of expatriates and the impact of different institutional country
contexts on human resource management.
Strategic Human Resource Management (SHRM)
Focuses on issues of linking HRM to the business strategy, designing high
performance work systems and adding value through good people
management in an attempt to gain sustained competitive advantage (Delery &
Doty, 1996). The concept of ‘fit’ plays a central role within SHRM.
Three perspectives in studying SHRM Practices.
1. A multi-actor perspective -> (multiple stakeholders including employees,
managers, HR professionals, works councils, trade unions, top management,
shareholders, financiers and government);
2. A broad societal view -> with an emphasis on different institutional
contexts, for example, on the level of branches of industry, regions and
countries
3. A multi-level perspective -> including the individual employee perspective
and the strategic organizational perspective
Paauwe (2004)
- Human resources are something more than just ‘resources’;
- Human resource management is not concerned solely with financial
performance;
- Human resource management focuses on the exchange relationship between
employee and organization;
- And the shaping of the employment relationship takes place in an era of
continuous tension between the added value and moral values.
Boxall & Purcell (2008)
Boselie: Strategic Human Resource Management: A Balanced Approach
2e druk, ISBN: 9780077145620
Table of Contents
Hoorcollege 1 – 31-08-2015 – Chapter 1; Introduction: SHRM in the 21st
century ................................................................................................................................................................. 2
Hoofdstuk 1: Introduction: Strategic Human Resource Management in the
Twenty-first Century ................................................................................................................................. 4
Hoorcollege 2 – 04-09-2015 – Chapter 3: HRM and performance ......................... 8
Hoofdstuk 2: Strategic Human Resource Management context. ........................... 10
Hoorcollege 3 – 07-09-2015 – Chapter 2: HRM and context.................................... 17
Hoofdstuk 3: The human resource value chain .................................................................. 25
Hoorcollege 4 – 10-09-2015 - Chapter 4; HR metrics and measurement ...... 29
Hoofdstuk 4: Human resource metrics and measurement ........................................ 36
Hoorcollege 5 – 14-09-2015 - chapter 5; Mutual Chains? ......................................... 46
Hoofdstuk 5: Mutual gains? ............................................................................................................... 49
Hoorcollege 6 – 18-09-2015 – Chapter 6; High-performance work systems
.................................................................................................................................................................................. 53
Hoofdstuk 6: High-performance work systems .................................................................. 57
Hoorcollege 7 – 21-09-2015 - Chapter 7: Selective Recruitment & Selection
.................................................................................................................................................................................. 63
Hoofdstuk 7: Selective recruitment and selection ........................................................... 69
Hoorcollege 8 – 25-09-2015 – Chapter 8: Performance management............. 72
Hoofdstuk 8: Performance management ................................................................................. 83
Hoorcollege 9 – 28-09-2015 – Chapter 9: Compensation & Benefits ................ 88
Hoofdstuk 9: Compensation............................................................................................................... 91
Hoorcollege 10 – 02-10-2015 – Chapter 10: Talen Management ......................... 95
Hoofdstuk 10: Talent management........................................................................................... 102
Hoorcollege 11 – 05-10-2015 – Chapter 11: Employee participation ............ 103
Hoofdstuk 11: Employee participation ................................................................................... 112
Hoorcollege 14 – 16-10-2015 – Chapter 12: HR Roles .............................................. 115
Hoofdstuk 12: Human Resource Roles ................................................................................... 118
Hoorcollege 13 – 12-10-2015 – Chapter 13: International HRM ....................... 123
Hoofdstuk 13: International Human Resource Management................................ 130
Hoorcollege 14 – 09-10-2015 – Chapter 14: Implementation strategy ....... 132
Hoofdstuk 14: Implementation Strategy .............................................................................. 137
,Hoorcollege 1 – 31-08-2015 – Chapter 1; Introduction: SHRM in the
21st century
Zie cursushandleiding voor de cursus informatie.
“..Employees matter and the management of employees (human resource
management) is a potential source for achieving organizational goals.”
Strategic Human Resource Management in the 21st Century
- Impact of organizational change
- Competitiveness (zowel op organisatorisch niveau als op individueel niveau)
- Three perspectives (MHRM, IHRM & SHRM) (MHRM – relatie tussen
werknemers en collega’s/supervisor/managers, IHRM – binnen de organisaties
& SHRM - internationaal)
- Stakeholder perspective
- Balanced approach (je moet alle belangen van de leden van de organisatie
weten te balanceren)
Salaris is tegenwoordig niet meer de voornaamste drijfveer van werknemers.
Erkenning, respect en toewijding zijn steeds belangrijker binnen organisaties.
Je hebt in organisaties steeds meer naast de managers voor organisatorische
zaken, een manager voor human resource management. Het belang van deze
managementvaardigheden worden steeds meer als groot belang geschat. Het
is belangrijk dat je weet om te gaan met het menselijk kapitaal binnen een
organisatie.
Veel managers zijn bang dat als zij investeren in hun werknemers, deze kennis
overgebracht wordt naar de concurrent als de werknemers naar de concurrent
vertrekken. Dit is een voornaamste reden waarom veel managers het moeilijk
vinden om te investeren in zijn of haar werknemers.
Organizational Change and Competitive Advantage
The relevance of optimal coping with change is embedded in the concept of
competitive advantage
Competitive advantage:
• is important for organizational survival
• and is at least partly manageavle by human resource management
Micro HRM (MHRM)
, Veel experts die binnen deze expertise werken hebben een achtergrond met
psychologie.
“covers the sub functions of HR policy and practice including recruitment &
selection, induction & socialization, and training & development”
MHRM is closely related t the studies in Organizational Behaviour and
Occupational Psychology often focused on the impact of single HR practices on
employee attitudes and behaviours
International HRM (IHRM)
is concerned with HRM in multinational companies (MNCs) and HRM across
borders (Brewster, 2004). IHRM is focused on issues such as the transferability
of HR practices across business units in different countries, the optimal
management of expatriates and the impact of different institutional country
contexts on human resource management.
Strategic Human Resource Management (SHRM)
Focuses on issues of linking HRM to the business strategy, designing high
performance work systems and adding value through good people
management in an attempt to gain sustained competitive advantage (Delery &
Doty, 1996). The concept of ‘fit’ plays a central role within SHRM.
Three perspectives in studying SHRM Practices.
1. A multi-actor perspective -> (multiple stakeholders including employees,
managers, HR professionals, works councils, trade unions, top management,
shareholders, financiers and government);
2. A broad societal view -> with an emphasis on different institutional
contexts, for example, on the level of branches of industry, regions and
countries
3. A multi-level perspective -> including the individual employee perspective
and the strategic organizational perspective
Paauwe (2004)
- Human resources are something more than just ‘resources’;
- Human resource management is not concerned solely with financial
performance;
- Human resource management focuses on the exchange relationship between
employee and organization;
- And the shaping of the employment relationship takes place in an era of
continuous tension between the added value and moral values.
Boxall & Purcell (2008)
