lOMoARcPSD|15781725
Lectures
Organisational
Behaviour
Lecture 1 Introduction OB and HRM
General information
Healthcare: dynamic, demanding and challenging
We need more healthcare with the same or less recourses.
What is OB and HRM?
What is organizational behaviour?
“A field of study that investigates the impact that individuals, groups, and structure have on
behavior within organizations, for the purpose of applying such knowledge toward improving
an organization’s effectiveness.”
What is Human Resource Management?
Human:
- Employement relationship employer and
employee Resource:
- Human capital; employees as resources to achieve organizational succes
through knowledge, skills and competencies
Management:
- Activities to let employees act is a desired way in order to achieve
organizational succes
(Boselie, 2002)
The management of work and people towards desired ends (Boxall et al., 2007)
HRM involves management decisions related to policies and practices that together shape
the employment relationship and are aimed at achieving individual, organizational, and
societal goals (Boselie, 2010)
Strategic HRM (SHRM)
“Strategic human resource management is defined as the pattern of planned human
resource deployments and activities intended to enable an organization to achieve its goals.
It involves all of the activities that are implemented by an organization to affect the
behavior of individuals in an effort to implement the strategic needs of a business.”
, lOMoARcPSD|15781725
This was not always, from Traditional Personnel Management to HRM
A shift from the department to shared responsibility of the managers etc.
Major developments in HRM
• Managing talent
• Managing work-life balance
• Managing change and cultural transformation
• Becoming a learning organization
• Improving leadership development
HRM approaches
Hard HRM:
- Added values: employees are the resources
- Input vs output
- Creating added
value Soft HRM:
, lOMoARcPSD|15781725
- Employees are really important: they work for large amount of hours for this
organization, so it is important how they feel and how they interact on each
other.
- Moral values, not only on economics
Foundation models of (S)HRM
• Michigan model (Fombrun et al., 1984): Narrow
- Hard HRM
- McGregor: Theory X
- Incentived to perform
- Organizational strategy and mission are central
• Harvard model (Beer et al., 1984): Broad
- Soft HRM
- McGregor: Theory Y
- HRM facilitates
- Employees are central
- Multiple performance measures
, lOMoARcPSD|15781725
You want them both: hard and soft HRM.
Tony’s chocolonely has this vision:
- They have fair chocolate
- Mission is 100% slavery free
- Marketshare in the Netherlands of 18% (high for young company)
- That makes them special
HR bundles/systems
Lectures
Organisational
Behaviour
Lecture 1 Introduction OB and HRM
General information
Healthcare: dynamic, demanding and challenging
We need more healthcare with the same or less recourses.
What is OB and HRM?
What is organizational behaviour?
“A field of study that investigates the impact that individuals, groups, and structure have on
behavior within organizations, for the purpose of applying such knowledge toward improving
an organization’s effectiveness.”
What is Human Resource Management?
Human:
- Employement relationship employer and
employee Resource:
- Human capital; employees as resources to achieve organizational succes
through knowledge, skills and competencies
Management:
- Activities to let employees act is a desired way in order to achieve
organizational succes
(Boselie, 2002)
The management of work and people towards desired ends (Boxall et al., 2007)
HRM involves management decisions related to policies and practices that together shape
the employment relationship and are aimed at achieving individual, organizational, and
societal goals (Boselie, 2010)
Strategic HRM (SHRM)
“Strategic human resource management is defined as the pattern of planned human
resource deployments and activities intended to enable an organization to achieve its goals.
It involves all of the activities that are implemented by an organization to affect the
behavior of individuals in an effort to implement the strategic needs of a business.”
, lOMoARcPSD|15781725
This was not always, from Traditional Personnel Management to HRM
A shift from the department to shared responsibility of the managers etc.
Major developments in HRM
• Managing talent
• Managing work-life balance
• Managing change and cultural transformation
• Becoming a learning organization
• Improving leadership development
HRM approaches
Hard HRM:
- Added values: employees are the resources
- Input vs output
- Creating added
value Soft HRM:
, lOMoARcPSD|15781725
- Employees are really important: they work for large amount of hours for this
organization, so it is important how they feel and how they interact on each
other.
- Moral values, not only on economics
Foundation models of (S)HRM
• Michigan model (Fombrun et al., 1984): Narrow
- Hard HRM
- McGregor: Theory X
- Incentived to perform
- Organizational strategy and mission are central
• Harvard model (Beer et al., 1984): Broad
- Soft HRM
- McGregor: Theory Y
- HRM facilitates
- Employees are central
- Multiple performance measures
, lOMoARcPSD|15781725
You want them both: hard and soft HRM.
Tony’s chocolonely has this vision:
- They have fair chocolate
- Mission is 100% slavery free
- Marketshare in the Netherlands of 18% (high for young company)
- That makes them special
HR bundles/systems
