HOORCOLLEGE 1 INTRODUCTION TO HRM
HISTORY OF HRM
➢ -1930 : taylorism and scientific management, in order to get work done you need to be very strickt no
idea of human or personal management
➢ 1930- 1960: personnel management : managers had to make sure that workers were productive
o They had to make sure that workers were working efficient/ effective/ sufficient
o Make sure that the quality is good
➢ 1960 - : human resource management : there was a group of psychologist who said that employees
are human and can’t be treated as machines. They have motivations and basic human needs,
connections.
➢ 1970- :strategic human resource management: HRM should be aligned with corporate strategies.
Every HRM practice a company applies should reflect the visions, strategy and entire corporate.
M IN HRM
➢ Traditional HRM aimed form
o Task completion; absenteeism(make sure people show up) ; turnover
➢ Key outcomes now:
o Improve performance & productivity (effectiveness + efficiency)
o Achieve organizational goals (in line with strategic HRM idea)
o Help employees prosper (help them find their own confidence) (e.g. engagement)
o Stimulate positive behaviours
o Fulfil social responsibilities
R IN HRM
➢ Employees as resources
1. Economic resources
a. Knowledge, skills, & abilities
2. Intangible assets
a. Creativity & social capitals
3. Varying asset values
a. Star vs. non-star employees (star performers kunnen een bedrijf drastisch veranderen)
b. Ups and downs of employees
H IN HRM
Treating employees as human
1. Human needs
a. Self- determination theory: we willen allemaal onze eigen keuzes maken en ons eigen leven
leiden: employees willen dit ook.
2. Motivation and emotions
a. Maslow’s motivation hierarchy : explains how people act and what motivations are behind
peoples actions
3. Employee wellbeing
a. Stress, burnout, satisfaction (vraag je zelf deze vragen om te kijken of het goed gaat met de
werknemers)
, 4. Life beyond work
a. Security and health, wellbeing, work- life balance
VOORBEELD STARBBUCKS
• HR policies
o Behandel employees as partners
• HR systems
o Compensation structure
• HR practices
o Salaries above minimum wage
o College achievement plan, coffee master program
o Open forums with senior management
EVIDENCE-BASED HRM
3 stappen
1. Plan HR : welke resources heb je nodig, je moet voorspellingen doen. Als je wilt weten welke HR je wilt
moet je eerste de banen analyseren en kijken wat je nodig hebt
2. Obtain HR: je moet mensen aantrekken voor de banen en de werknemers analyseren om te kijken of
ze geschikt zijn
3. Manage HR: performance controleren en training faciliteren als het nodig is. Werknemers motiveren
HRM NEW CHALLENGES
Globalization: companies are now dealing with partners suppliers concurrents from different countries.
3 kinds of business operations
➢ Offshoring: relocation from your business from your home country to another. Vaak bv productie naar
goedkopere landen.
➢ Outsourcing : heeft niks te maken met locatie het gaat over de ownership of certain business
operations has shifted to your own country to someone elses.
➢ Reshoring: bring jobs back to your own country vaak vanwege kritiek op offshoring. Wanneer ergens
de productie duurder wordt kan dit nodig zijn. Stimuleert lokale economie
Global participation and global employees
,Can be classified in 3 groups.
➢ Parent / home country: the country in which the company’s corporate headquarters is located.
If you hire from your own country is more familiar
o Parent-country nationals
➢ Host country: the country in which the parent country organization seeks to locate (or has already
located) a facility
o Host country nationals
➢ Third country: a country other than the host country or parent country. A company may, but is less
likely to have a facility there.
o Third -country nationals
With globalization company’s can send over employees to different countries. HRM is getting global
Levels of global participation
- Domestic: alleen in home country
- International: ook in host country
- Multinational: meerdere foreign subsidiary
- Transnational: no standard headcounters, more foreign subsidiary’s
How does it challenge HRM in 21st century
➢ Obtain HR: home, host, third-party
o Racial and cultural diversity in labor forces
➢ Performance management: global assignment, expatriation and reparation
o Global assignment and compensation
➢ Training and development
➢ Legislation compliance and labor relations
Changing demographic trends
➢ Racial labor
➢ Female labor (gender diversity)
➢ Aging workforce (age diversity)
Other new challenges
, ➢ Obtain HR
o Succession plans ; female leadership
➢ Performance management:
o Technology challenges
➢ Benefit and compensation
o Pension, health and safety schemes; expat schemes
➢ Legislation and labor relations
o Age discriminations
➢ Diversified employment forms
o SMEs….
o Veel mensen hebben parttime jobs enz.
Omdat mensen veel verschillende banen hebben of parttime werken is het belangrijk om een psychological
contral the hebben. Gaat verder dan een gewoon contract.
Vooral de jongere generaties zijn niet of job security maar zijn zich altijd bewust van de baankansen die er zijn.
Dit is een protean career.
Psychological contract: the mutual beliefs, perceptions, and informal obligations between an employer and an
employee that are distinct from the formal employment contract
Protean career: a career that is driven by the individual and not by the organization
- Security vs. employability
- Proactive and preventive moves
New challenges: business sustainability & social responsibility
Other new challenges : technology
- Outsource (HRO)
o Payroll and taxes training and more
- Digitalize HR services
MAJOR HRM FUNCTIONS
HISTORY OF HRM
➢ -1930 : taylorism and scientific management, in order to get work done you need to be very strickt no
idea of human or personal management
➢ 1930- 1960: personnel management : managers had to make sure that workers were productive
o They had to make sure that workers were working efficient/ effective/ sufficient
o Make sure that the quality is good
➢ 1960 - : human resource management : there was a group of psychologist who said that employees
are human and can’t be treated as machines. They have motivations and basic human needs,
connections.
➢ 1970- :strategic human resource management: HRM should be aligned with corporate strategies.
Every HRM practice a company applies should reflect the visions, strategy and entire corporate.
M IN HRM
➢ Traditional HRM aimed form
o Task completion; absenteeism(make sure people show up) ; turnover
➢ Key outcomes now:
o Improve performance & productivity (effectiveness + efficiency)
o Achieve organizational goals (in line with strategic HRM idea)
o Help employees prosper (help them find their own confidence) (e.g. engagement)
o Stimulate positive behaviours
o Fulfil social responsibilities
R IN HRM
➢ Employees as resources
1. Economic resources
a. Knowledge, skills, & abilities
2. Intangible assets
a. Creativity & social capitals
3. Varying asset values
a. Star vs. non-star employees (star performers kunnen een bedrijf drastisch veranderen)
b. Ups and downs of employees
H IN HRM
Treating employees as human
1. Human needs
a. Self- determination theory: we willen allemaal onze eigen keuzes maken en ons eigen leven
leiden: employees willen dit ook.
2. Motivation and emotions
a. Maslow’s motivation hierarchy : explains how people act and what motivations are behind
peoples actions
3. Employee wellbeing
a. Stress, burnout, satisfaction (vraag je zelf deze vragen om te kijken of het goed gaat met de
werknemers)
, 4. Life beyond work
a. Security and health, wellbeing, work- life balance
VOORBEELD STARBBUCKS
• HR policies
o Behandel employees as partners
• HR systems
o Compensation structure
• HR practices
o Salaries above minimum wage
o College achievement plan, coffee master program
o Open forums with senior management
EVIDENCE-BASED HRM
3 stappen
1. Plan HR : welke resources heb je nodig, je moet voorspellingen doen. Als je wilt weten welke HR je wilt
moet je eerste de banen analyseren en kijken wat je nodig hebt
2. Obtain HR: je moet mensen aantrekken voor de banen en de werknemers analyseren om te kijken of
ze geschikt zijn
3. Manage HR: performance controleren en training faciliteren als het nodig is. Werknemers motiveren
HRM NEW CHALLENGES
Globalization: companies are now dealing with partners suppliers concurrents from different countries.
3 kinds of business operations
➢ Offshoring: relocation from your business from your home country to another. Vaak bv productie naar
goedkopere landen.
➢ Outsourcing : heeft niks te maken met locatie het gaat over de ownership of certain business
operations has shifted to your own country to someone elses.
➢ Reshoring: bring jobs back to your own country vaak vanwege kritiek op offshoring. Wanneer ergens
de productie duurder wordt kan dit nodig zijn. Stimuleert lokale economie
Global participation and global employees
,Can be classified in 3 groups.
➢ Parent / home country: the country in which the company’s corporate headquarters is located.
If you hire from your own country is more familiar
o Parent-country nationals
➢ Host country: the country in which the parent country organization seeks to locate (or has already
located) a facility
o Host country nationals
➢ Third country: a country other than the host country or parent country. A company may, but is less
likely to have a facility there.
o Third -country nationals
With globalization company’s can send over employees to different countries. HRM is getting global
Levels of global participation
- Domestic: alleen in home country
- International: ook in host country
- Multinational: meerdere foreign subsidiary
- Transnational: no standard headcounters, more foreign subsidiary’s
How does it challenge HRM in 21st century
➢ Obtain HR: home, host, third-party
o Racial and cultural diversity in labor forces
➢ Performance management: global assignment, expatriation and reparation
o Global assignment and compensation
➢ Training and development
➢ Legislation compliance and labor relations
Changing demographic trends
➢ Racial labor
➢ Female labor (gender diversity)
➢ Aging workforce (age diversity)
Other new challenges
, ➢ Obtain HR
o Succession plans ; female leadership
➢ Performance management:
o Technology challenges
➢ Benefit and compensation
o Pension, health and safety schemes; expat schemes
➢ Legislation and labor relations
o Age discriminations
➢ Diversified employment forms
o SMEs….
o Veel mensen hebben parttime jobs enz.
Omdat mensen veel verschillende banen hebben of parttime werken is het belangrijk om een psychological
contral the hebben. Gaat verder dan een gewoon contract.
Vooral de jongere generaties zijn niet of job security maar zijn zich altijd bewust van de baankansen die er zijn.
Dit is een protean career.
Psychological contract: the mutual beliefs, perceptions, and informal obligations between an employer and an
employee that are distinct from the formal employment contract
Protean career: a career that is driven by the individual and not by the organization
- Security vs. employability
- Proactive and preventive moves
New challenges: business sustainability & social responsibility
Other new challenges : technology
- Outsource (HRO)
o Payroll and taxes training and more
- Digitalize HR services
MAJOR HRM FUNCTIONS
