Strategic human resource management Lecture 1
Boek boselie tentamen Vijf artikelen Guest lecture 60 questions
“…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 (Think of AR)
Competitiveness
Three perspectives (MHRM, IHRM & SHRM)
Stakeholder perspective
Balanced approach -> Balanced; strategy hrm, here and now employess and future
empoloyees money/wellbeing, organisation goals/ personal goals
Organizational change
Acquisitions
Mergers
Reorganizations
-impact on organizations
Strategic alliances
Private equity interventions -impact on employees
Global crisis
Financial crisis
Ageing population
Etc.
Ageing population lost of skills, knowledge sharing is very important. Especially with the youngest
and oldest. Youngest should also support the oldest and visa vie. Oldest have more experience and
younger are more modern
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 manageable by human resource management.
What are my strategic goals; which knowledge and skills do i need, these goals are transported to
translated in recruitment micro strategic.
,Three HRM perspectives
1. Micro HRM – MHRM
covers the sub functions of HR policy and practice including recruitment & selection, induction &
socialization, and training & development.
MHRM is closely related to the studies in Organizational Behaviour and Occupational Psychology
often focused on the impact of single HR practices on employee attitudes and behaviours (Wright &
Boswell, 2002).
- Recruitment, socialization (to get to know everyone). Care provision in important, look at the special
needs.
2. 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 HRM – SHRM
- Tailer made practices for multi nationals. Mobility needs are different for each company. Depending
in the type of sector you work for is best practising
3. Strategic HRM – 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
• A multi-actor perspective (multiple stakeholders including employees, managers, HR
professionals, works councils, trade unions, top management, shareholders, financiers and
government);
- 1e Mutli actor perspective is very important. Trust is very import as wel, what is good for
them and what is good for you.
• A broad societal view with an emphasis on different institutional contexts, for example, on
the level of branches of industry, regions and countries;
- 2e retirement age in china 50 for women for men 55 in NL is 67. Time perspective is
different in each country. Retirement is economical driven (extra babyboom would change it).
• A multi-level perspective including the individual employee perspective and the strategic
organizational perspective
• -Extra: Team level 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.
• Another word for exchange relationship ; Sociologic contract (important)
,Boxall & Purcell (2008)
• HRM covers all workforce groups, including core employees, peripheral employees and
contingent workers;
• HRM involves line and specialist managers, and is not solely aimed at employees;
• HRM is all about managing work and people, collectively and individually;
• HRM is embedded in industries and societies
• All employees are important but usually not fully focused on.
The Balanced Approach
In the strategic balance model, organizational success can only be achieved when financial
performance AND societal performance of an organization are above average in the particular
population in which the organization is operating (Deephouse, 1999).
The Balanced Approach in HRM
• Goals of the individual employee
• Organizational goals
• Societal goals
Video The surprising truth about what motivates us
In the end we know that by having a fun, exciting and collaborative environment, by treating people
like people instead of cogs, we can achieve more, create more and in the end have a greater impact
and benefit on the world and in turn on ourselves.
, Strategic human resource management Lecture 2
Gastcollege Leeuwendaal
‘Every organization should use performance related pay, either linked to individual or team
performance, to increase the overall performance of the firm’ (Pfeffer, 1998)
Best-practice proposition (Pfeffer, 1998): one size fits all in HRM
Supported by empirical research, however criticized for its lack of attention to contextual
factors
Best-fit proposition (Delery and Doty, 1996): HRM’s success depends on the alignment with the
organizational context
Internal context
External context
Understanding of the concept strategy, based on the Best-Fit proposition
Strategy is generally defined by an organization's intention to achieve certain goals through
planned alignment (or fit) between the organization and its environment (De Wit & Meyer,
1998).
The business strategy is composed of multiple strategies that cover multiple silos within the
business, like human resources or marketing (Boxall & Purcell, 2003).
HR strategy is one of the functional silos. Whereas SHRM is focused on the alignment or fit
between the strategy of an organization and the HR strategy of that organization.
The Harvard Approach
Boek boselie tentamen Vijf artikelen Guest lecture 60 questions
“…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 (Think of AR)
Competitiveness
Three perspectives (MHRM, IHRM & SHRM)
Stakeholder perspective
Balanced approach -> Balanced; strategy hrm, here and now employess and future
empoloyees money/wellbeing, organisation goals/ personal goals
Organizational change
Acquisitions
Mergers
Reorganizations
-impact on organizations
Strategic alliances
Private equity interventions -impact on employees
Global crisis
Financial crisis
Ageing population
Etc.
Ageing population lost of skills, knowledge sharing is very important. Especially with the youngest
and oldest. Youngest should also support the oldest and visa vie. Oldest have more experience and
younger are more modern
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 manageable by human resource management.
What are my strategic goals; which knowledge and skills do i need, these goals are transported to
translated in recruitment micro strategic.
,Three HRM perspectives
1. Micro HRM – MHRM
covers the sub functions of HR policy and practice including recruitment & selection, induction &
socialization, and training & development.
MHRM is closely related to the studies in Organizational Behaviour and Occupational Psychology
often focused on the impact of single HR practices on employee attitudes and behaviours (Wright &
Boswell, 2002).
- Recruitment, socialization (to get to know everyone). Care provision in important, look at the special
needs.
2. 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 HRM – SHRM
- Tailer made practices for multi nationals. Mobility needs are different for each company. Depending
in the type of sector you work for is best practising
3. Strategic HRM – 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
• A multi-actor perspective (multiple stakeholders including employees, managers, HR
professionals, works councils, trade unions, top management, shareholders, financiers and
government);
- 1e Mutli actor perspective is very important. Trust is very import as wel, what is good for
them and what is good for you.
• A broad societal view with an emphasis on different institutional contexts, for example, on
the level of branches of industry, regions and countries;
- 2e retirement age in china 50 for women for men 55 in NL is 67. Time perspective is
different in each country. Retirement is economical driven (extra babyboom would change it).
• A multi-level perspective including the individual employee perspective and the strategic
organizational perspective
• -Extra: Team level 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.
• Another word for exchange relationship ; Sociologic contract (important)
,Boxall & Purcell (2008)
• HRM covers all workforce groups, including core employees, peripheral employees and
contingent workers;
• HRM involves line and specialist managers, and is not solely aimed at employees;
• HRM is all about managing work and people, collectively and individually;
• HRM is embedded in industries and societies
• All employees are important but usually not fully focused on.
The Balanced Approach
In the strategic balance model, organizational success can only be achieved when financial
performance AND societal performance of an organization are above average in the particular
population in which the organization is operating (Deephouse, 1999).
The Balanced Approach in HRM
• Goals of the individual employee
• Organizational goals
• Societal goals
Video The surprising truth about what motivates us
In the end we know that by having a fun, exciting and collaborative environment, by treating people
like people instead of cogs, we can achieve more, create more and in the end have a greater impact
and benefit on the world and in turn on ourselves.
, Strategic human resource management Lecture 2
Gastcollege Leeuwendaal
‘Every organization should use performance related pay, either linked to individual or team
performance, to increase the overall performance of the firm’ (Pfeffer, 1998)
Best-practice proposition (Pfeffer, 1998): one size fits all in HRM
Supported by empirical research, however criticized for its lack of attention to contextual
factors
Best-fit proposition (Delery and Doty, 1996): HRM’s success depends on the alignment with the
organizational context
Internal context
External context
Understanding of the concept strategy, based on the Best-Fit proposition
Strategy is generally defined by an organization's intention to achieve certain goals through
planned alignment (or fit) between the organization and its environment (De Wit & Meyer,
1998).
The business strategy is composed of multiple strategies that cover multiple silos within the
business, like human resources or marketing (Boxall & Purcell, 2003).
HR strategy is one of the functional silos. Whereas SHRM is focused on the alignment or fit
between the strategy of an organization and the HR strategy of that organization.
The Harvard Approach
