Human resource management practices
Lecture 1
Core themes:
. Five core HRM practices and systems of HRM practices
. Compare HRM practices across countries
. Current trends and challenges organisations are facing
. Understanding the effects based on OB theories
. International HRM
Human resource management
• The policies, practices, and systems that in uence employees’ attitudes, behaviour,
performance
• A distinctive approach to employment management which seeks to obtain
competitive advantage through the strategic deployment of a highly committed and
skilled workforce, using an array of cultural, structural and personnel techniques.
(Storey, )
• Strategic HRM, a way to increase organisational performance
Tools strategic HRM
HRM practices
• Programs, processes and techniques that actually get operationalised in the unit
(Wright & Boswell, , p. - )
• Things that happen in the organization
• Concrete ways in which people are managed in the organization
• Certain level of facticity
• The actual, functioning, observable activities, as experienced by the employees
(Boselie et al., , p. )
Page of
22
3
4
5
7
1 1995 2005 2002
74 263 264 fl
, • Actual practices and experiences
• Observable
Focus on ve HRM practices
. Employee relations and collective communication
. Recruitment and selection
. Performance management
. Rewards
. Training and development
Introducing the practices and linking them to the core themes:
. Comparative HRM
. Current trends and challenges
. Understanding effects based on OB theories
1. Employee relations and collective communication
• Employee relations concerns matters of overarching employment or collective
workforce policy, such as bargaining (the traditional focus of industrial relations), and
expression of the collective voice of employees. So it’s about how workers can
collectively be represented.
• E.g. unions
• Current trends and challenges
• Changing nature of work
• e-HRM
• Importance of employee relations and collective communication for employee
commitment and retention
• E.g. exchange theory
2. Recruitment and selection
• One of the purposes of recruitment is to determine present and future staf ng needs
in conjunction with job analysis and human resource planning
• Selection - A linked but separate practice after recruitment - then involves the
identi cation of the most suitable person from a pool of applicants
• Current trends and challenges
• War for talent
• Unemployment versus tight labour markets
Page of
12
5
3
4
7
2 fi fi fi
, • Comparative HRM: recruitment practices
• Comparative HRM: selection practices
3. Performance management
• The name given to the formal conversations between line manager and employee
about priorities and their achievements
• HR designed process that is designed to align the workforce with the strategy/ goals
of the organization
• E.g. by means of performance appraisal: Collect data and monitor, predict what
kind of activities might relate to higher performance.
• Current trends and challenges
Page of
72
3
, • HRM analytics
• Effects on outcomes
• Expectancy theory
4. Rewards
• People are the largest single operating cost item of most businesses
• Using rewards to motivate employees and/ or engender their active commitment or
engagement
• Current trends and challenges
• Bonuses
• Performance related pay
• Pay differences
• Effects on outcomes
• Motivation theory
• Ef ciency wage theory
• Total reward consists of:
• Monetary versus non-monetary (e.g., recognition)
• Comparative HRM: Performance related pay
Page of
72fi
4
Lecture 1
Core themes:
. Five core HRM practices and systems of HRM practices
. Compare HRM practices across countries
. Current trends and challenges organisations are facing
. Understanding the effects based on OB theories
. International HRM
Human resource management
• The policies, practices, and systems that in uence employees’ attitudes, behaviour,
performance
• A distinctive approach to employment management which seeks to obtain
competitive advantage through the strategic deployment of a highly committed and
skilled workforce, using an array of cultural, structural and personnel techniques.
(Storey, )
• Strategic HRM, a way to increase organisational performance
Tools strategic HRM
HRM practices
• Programs, processes and techniques that actually get operationalised in the unit
(Wright & Boswell, , p. - )
• Things that happen in the organization
• Concrete ways in which people are managed in the organization
• Certain level of facticity
• The actual, functioning, observable activities, as experienced by the employees
(Boselie et al., , p. )
Page of
22
3
4
5
7
1 1995 2005 2002
74 263 264 fl
, • Actual practices and experiences
• Observable
Focus on ve HRM practices
. Employee relations and collective communication
. Recruitment and selection
. Performance management
. Rewards
. Training and development
Introducing the practices and linking them to the core themes:
. Comparative HRM
. Current trends and challenges
. Understanding effects based on OB theories
1. Employee relations and collective communication
• Employee relations concerns matters of overarching employment or collective
workforce policy, such as bargaining (the traditional focus of industrial relations), and
expression of the collective voice of employees. So it’s about how workers can
collectively be represented.
• E.g. unions
• Current trends and challenges
• Changing nature of work
• e-HRM
• Importance of employee relations and collective communication for employee
commitment and retention
• E.g. exchange theory
2. Recruitment and selection
• One of the purposes of recruitment is to determine present and future staf ng needs
in conjunction with job analysis and human resource planning
• Selection - A linked but separate practice after recruitment - then involves the
identi cation of the most suitable person from a pool of applicants
• Current trends and challenges
• War for talent
• Unemployment versus tight labour markets
Page of
12
5
3
4
7
2 fi fi fi
, • Comparative HRM: recruitment practices
• Comparative HRM: selection practices
3. Performance management
• The name given to the formal conversations between line manager and employee
about priorities and their achievements
• HR designed process that is designed to align the workforce with the strategy/ goals
of the organization
• E.g. by means of performance appraisal: Collect data and monitor, predict what
kind of activities might relate to higher performance.
• Current trends and challenges
Page of
72
3
, • HRM analytics
• Effects on outcomes
• Expectancy theory
4. Rewards
• People are the largest single operating cost item of most businesses
• Using rewards to motivate employees and/ or engender their active commitment or
engagement
• Current trends and challenges
• Bonuses
• Performance related pay
• Pay differences
• Effects on outcomes
• Motivation theory
• Ef ciency wage theory
• Total reward consists of:
• Monetary versus non-monetary (e.g., recognition)
• Comparative HRM: Performance related pay
Page of
72fi
4
