Holistic HRM model (de Prins, 2011 / Barbara Mazur (BB)
Holistic -HRM- model (de prins, 2011)
1. The sociological approach to SHRM (as exemplified by Diversity Management)
o Social
The social system describes the aspects of ethnicity and gender. Connected measures are
aiming at building trust and strengthening equality.
o Psychological
This system is characterized by aspects like education, personality as well as the work style and
mindset of people. These characteristics can be directly linked to leadership practices within
the organization.
o Organizational
The organizational system provides measures for managing different age and ability levels.
o Cultural
The cultural system contains aspects like ideologies or persuasions which are reflected in the
corporate vision, mission, and values within a company. This system level is best managed by
clearly defining diversity management concepts and actions which are communicated to all
employees. Promoting a culture that values critical dialogue, creating awareness for the
connection between diversity and complexity, or measures to overcome stereotypes may be
included in such concepts and actions.
2. The psychological approach to SHRM (as exemplified by Work-Life Balance)
The psychological approach revolves around creating and maintaining a supportive and healthy
work environment, which will in turn enable employees to become more loyal and productive.
3. The strategic approach to SHRM as a source of sustained competitive advantage
Strategic management in regards to HRM revolves around using people (human resources) in order
to create a high quality workforce that can deliver a sustained competitive advantage by being
able to implement value enhancing strategies that differentiates the company from their
competitors.
4. Green HRM
Organizations with a good public image and social reputations attract a larger pool of job seekers
and then can select employees from an applicant pool that includes more high-quality employees.
,Value discipline model (Treacy and Wiersema)
Product leadership
Product leadership gaat om excelleren op productkwaliteit, innovatie en merkmarketing. De focus ligt
op ontwikkeling, innovatie, ontwerp, time-to-market, hoge marges in een korte tijdsperiode.
Kenmerken van deze organisaties zijn:
• Enkele medewerkers worden gestimuleerd in hun talenten
• Fouten maken mag
• Flexibele bedrijfsculturen
• Bedrijfscultuur is gebaseerd op innovatie en resultaten behalen
Customer intimacy
Bij customer intimacy staat uitblinken in klantaandacht en klantenservice centraal. De organisatie past
producten en diensten aan ten behoeve van individuele of bijna-individuele klanten. De focus ligt op
Customer Relations Management (afgekort CRM), het leveren van producten en diensten op tijd en
boven klantverwachting en betrouwbaarheid. Kenmerken van deze organisaties zijn:
• Beslissingsautoriteit voor medewerkers dicht bij de klant
• Lifetime customer value
• Grote variatie in productassortiment
• Dicht bij de klant staan
Operational excellence
Operational excellence gaat om een uitblinkend productieproces met superieure operaties en
uitvoering. De organisatie biedt veelal een redelijke kwaliteit voor een zeer lage prijs. De focus ligt op
efficiency, gestroomlijnde operaties, Supply Chain management, volume is belangrijk. De meeste grote
internationale bedrijven opereren vanuit deze discipline. Kenmerken van deze organisaties zijn:
• Taak georiënteerde visie t.o.v. personeel
• Meetsystemen zijn zeer belangrijk
• Beperkte variatie in productassortiment
• Geen franjes
Hoge mate van standaardisatie
,Managing strategy – Hoofdstuk 9 – Bladzijde 267 t/m 284
Strategic Management (P. 268)
Strategic management is what managers do to develop the organization’s strategies. It’s an important
task involving all the basic management functions—planning, organizing, leading, and controlling.
o Strategy: high level plan to achieve one or more goals under conditions of uncertainty.
Organizational strategies (P. 268)
A corporate strategy is one that determines what businesses a company is in or wants to be in and
what it wants to do with those businesses. It’s based on the mission and goals of the organization and
the roles that each business unit of the organization will play.
Why is strategic management important? (P. 269)
Reason 1. It can make a difference in how well an organization performs
Reason 2. It helps management decide which actions to take in the face of continually changing
situations by using the strategic management process
Reason 3. It helps to make every part of the organization work together towards a common goal
Exhibit 9-1: The Strategic Management Process (P. 270)
Model: Strategy planning (step 1-4) , implementation (step 5) and evaluation (step 6).
Step 1: The mission statement (a statement by a company in order to explain its purpose) (P. 270)
Missie Visie
Waarvoor we staan Waarvoor we gaan
Gericht op organisatie Gericht op omgeving
Wie zijn we? Hoe gaan we met de wereld om?
Identiteit, waarden Toekomst, droom
Vanuit een lang verleden Vanuit de verre toekomst
In principe tijdloos Kan worden bijgesteld
, Step 2: Doing an External Analysis (P. 271)
“What impact might current trends/events have for our business?”
DESTEP analysis
Once the environment has been analysed managers will need to pinpoint opportunities (positive
trends in the external environment) and threats (negative trends in the external environment) for the
business.
Step 3: Doing an Internal Analysis (P. 271)
The internal analysis gives insight to the following:
Resources An organizations assets that are used to develop, manufacture and deliver
products to its customer. (Assets: Financial, Physical, Human, Intangible)
Capabilities An organizations skills and abilities in doing the work activities needed in its
business.
Core-competencies The organizations major value-creating capabilities that determine its
competitive weapons.
Strengths All activities done by the organization which they do well and its unique
resources.
Weaknesses All activities done by the organization which they do poorly and resources that
are needed by not possessed by the organization.
Holistic -HRM- model (de prins, 2011)
1. The sociological approach to SHRM (as exemplified by Diversity Management)
o Social
The social system describes the aspects of ethnicity and gender. Connected measures are
aiming at building trust and strengthening equality.
o Psychological
This system is characterized by aspects like education, personality as well as the work style and
mindset of people. These characteristics can be directly linked to leadership practices within
the organization.
o Organizational
The organizational system provides measures for managing different age and ability levels.
o Cultural
The cultural system contains aspects like ideologies or persuasions which are reflected in the
corporate vision, mission, and values within a company. This system level is best managed by
clearly defining diversity management concepts and actions which are communicated to all
employees. Promoting a culture that values critical dialogue, creating awareness for the
connection between diversity and complexity, or measures to overcome stereotypes may be
included in such concepts and actions.
2. The psychological approach to SHRM (as exemplified by Work-Life Balance)
The psychological approach revolves around creating and maintaining a supportive and healthy
work environment, which will in turn enable employees to become more loyal and productive.
3. The strategic approach to SHRM as a source of sustained competitive advantage
Strategic management in regards to HRM revolves around using people (human resources) in order
to create a high quality workforce that can deliver a sustained competitive advantage by being
able to implement value enhancing strategies that differentiates the company from their
competitors.
4. Green HRM
Organizations with a good public image and social reputations attract a larger pool of job seekers
and then can select employees from an applicant pool that includes more high-quality employees.
,Value discipline model (Treacy and Wiersema)
Product leadership
Product leadership gaat om excelleren op productkwaliteit, innovatie en merkmarketing. De focus ligt
op ontwikkeling, innovatie, ontwerp, time-to-market, hoge marges in een korte tijdsperiode.
Kenmerken van deze organisaties zijn:
• Enkele medewerkers worden gestimuleerd in hun talenten
• Fouten maken mag
• Flexibele bedrijfsculturen
• Bedrijfscultuur is gebaseerd op innovatie en resultaten behalen
Customer intimacy
Bij customer intimacy staat uitblinken in klantaandacht en klantenservice centraal. De organisatie past
producten en diensten aan ten behoeve van individuele of bijna-individuele klanten. De focus ligt op
Customer Relations Management (afgekort CRM), het leveren van producten en diensten op tijd en
boven klantverwachting en betrouwbaarheid. Kenmerken van deze organisaties zijn:
• Beslissingsautoriteit voor medewerkers dicht bij de klant
• Lifetime customer value
• Grote variatie in productassortiment
• Dicht bij de klant staan
Operational excellence
Operational excellence gaat om een uitblinkend productieproces met superieure operaties en
uitvoering. De organisatie biedt veelal een redelijke kwaliteit voor een zeer lage prijs. De focus ligt op
efficiency, gestroomlijnde operaties, Supply Chain management, volume is belangrijk. De meeste grote
internationale bedrijven opereren vanuit deze discipline. Kenmerken van deze organisaties zijn:
• Taak georiënteerde visie t.o.v. personeel
• Meetsystemen zijn zeer belangrijk
• Beperkte variatie in productassortiment
• Geen franjes
Hoge mate van standaardisatie
,Managing strategy – Hoofdstuk 9 – Bladzijde 267 t/m 284
Strategic Management (P. 268)
Strategic management is what managers do to develop the organization’s strategies. It’s an important
task involving all the basic management functions—planning, organizing, leading, and controlling.
o Strategy: high level plan to achieve one or more goals under conditions of uncertainty.
Organizational strategies (P. 268)
A corporate strategy is one that determines what businesses a company is in or wants to be in and
what it wants to do with those businesses. It’s based on the mission and goals of the organization and
the roles that each business unit of the organization will play.
Why is strategic management important? (P. 269)
Reason 1. It can make a difference in how well an organization performs
Reason 2. It helps management decide which actions to take in the face of continually changing
situations by using the strategic management process
Reason 3. It helps to make every part of the organization work together towards a common goal
Exhibit 9-1: The Strategic Management Process (P. 270)
Model: Strategy planning (step 1-4) , implementation (step 5) and evaluation (step 6).
Step 1: The mission statement (a statement by a company in order to explain its purpose) (P. 270)
Missie Visie
Waarvoor we staan Waarvoor we gaan
Gericht op organisatie Gericht op omgeving
Wie zijn we? Hoe gaan we met de wereld om?
Identiteit, waarden Toekomst, droom
Vanuit een lang verleden Vanuit de verre toekomst
In principe tijdloos Kan worden bijgesteld
, Step 2: Doing an External Analysis (P. 271)
“What impact might current trends/events have for our business?”
DESTEP analysis
Once the environment has been analysed managers will need to pinpoint opportunities (positive
trends in the external environment) and threats (negative trends in the external environment) for the
business.
Step 3: Doing an Internal Analysis (P. 271)
The internal analysis gives insight to the following:
Resources An organizations assets that are used to develop, manufacture and deliver
products to its customer. (Assets: Financial, Physical, Human, Intangible)
Capabilities An organizations skills and abilities in doing the work activities needed in its
business.
Core-competencies The organizations major value-creating capabilities that determine its
competitive weapons.
Strengths All activities done by the organization which they do well and its unique
resources.
Weaknesses All activities done by the organization which they do poorly and resources that
are needed by not possessed by the organization.
