HRM Summary
Lecture 1
− Human resource management:
the policies, practices, and systems that influence employees’ attitudes, behaviour,
performance
is 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, 1995)
− HRM practices:
“Programs, processes and techniques that actually get operationalized
in the unit” (Wright & Boswell, 2002, pp. 263-264)
• ‘Things that happen’
• Concrete ways in which people are managed in the organization
• Certain level of facticity
“The actual, functioning, observable activities, as experienced by
employees” (Boselie et al., 2005, pp. 74)
• Actual practices and experiences
• Observable
5 core aspects
1. Employee relations and collective communication
• Employee relations:
overarching employment or collective workforce policy (ex
bargaining* (the traditional focus of industrial relations), and
expression of the collective voice of employees)
*a voluntary process used to determine terms and conditions of work
and regulate relations between employers
• Current trends/challenges:
o Tele-working (WFH)
o e-HRM (automated)
• Importance for employee commitment and retention
o e.g. exchange theory (cost vs benefit of social interaction)
2. Recruitment and selection
, • Recruitment
to determine present and future staffing needs in conjunction with job
analysis and human resource planning
• Selection (linked but separate practice after recruitment)
the identification of the most suitable person from a pool of applicants
• Current trends and challenges
o War for talent
o Unemployment vs tight labour markets (no match)
• Global examples comparative
3. Performance management
• Performance management
o Conversations between line manager and employee about
priorities and their achievements
o HR designed process designed to align the workforce with the
strategy
• Current trends and challenges:
HRM analytics
• Effects on outcomes
Expectancy theory (effort based on expected rewards)
4. Rewards
People are largest single operating cost item of most
• to increase commitment/engagement/motivation
• Current trends and challenges
o Bonuses
o Performance related pay
o Pay differences
• Effects on outcomes
o Motivation theory (what drives a person to a goal)
o Efficiency wage theory (enough $ for productiveness/retention)
• Non-financial rewards
o Learning/development
, o Work environment
• Direct financial rewards
o Use of pay/incentives (performance pay) →
Manual employees
Clerical employees
•Non-direct financial rewards
o Perquisites/benefits
5. Training and development
• Training
Planned and systematic modification of behaviour through learning
events, programs and instruction which enable individuals to achieve
the levels of knowledge, skill and competence to carry out their work
effectively.
• Development
Growth/realisation of a person’s ability and potential through the
provision of learning and educational experiences.
• Current trends and challenges
o Talent management
o Employability
o Learning organisation
• Effects on outcomes
psychological contract theory (certain commitment/cooperation
between employees and employers, e.g. work - pay)
Lecture 2
HRM in context: Gaining insight in various theories, perspectives and
models on the relationship between HRM and (national) context
• Theoretical perspectives:
o Best fit versus best practice
o Universalistic, contingent, configurational and contextual perspectives
o Contextually based human resource theory
• Empirical application:
, o CRANET
Three approaches to HRM
• Cross-cultural HRM
HRM across cultures
• International HRM:
Issues related to the management of Human Resources in MNC’s
• Comparative HRM:
Differences/similarities in HRM across countries
Current developments
• Covid
Shortage/difficulties personnel (sick, uncertainty)
• Globalisation
A growing extensity, intensity and velocity of global interactions associated with
deepening impact, such that the effects of distant events can be highly significant
elsewhere
• Management should be international/outward-looking
• Compare/learn from different nations and cultures
• MNCs need international management skills and knowledge transfer to subsidiaries
• Strategic and governmental processes are international and global
Best practice perspective
• Set of HRM practices that leads to superior organizational performance
o Related to so-called High Performance Work Systems (ideal combination of
practices)
Best fit perspective
• Importance of fit between HRM practices and internal and external context
o Effect of HRM practices dependent on for example fit with organizational
strategy
Google
• Output based
• No hierarchy
• Informal
• 360 job hiring
A lot of jobs are output based
Lecture 1
− Human resource management:
the policies, practices, and systems that influence employees’ attitudes, behaviour,
performance
is 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, 1995)
− HRM practices:
“Programs, processes and techniques that actually get operationalized
in the unit” (Wright & Boswell, 2002, pp. 263-264)
• ‘Things that happen’
• Concrete ways in which people are managed in the organization
• Certain level of facticity
“The actual, functioning, observable activities, as experienced by
employees” (Boselie et al., 2005, pp. 74)
• Actual practices and experiences
• Observable
5 core aspects
1. Employee relations and collective communication
• Employee relations:
overarching employment or collective workforce policy (ex
bargaining* (the traditional focus of industrial relations), and
expression of the collective voice of employees)
*a voluntary process used to determine terms and conditions of work
and regulate relations between employers
• Current trends/challenges:
o Tele-working (WFH)
o e-HRM (automated)
• Importance for employee commitment and retention
o e.g. exchange theory (cost vs benefit of social interaction)
2. Recruitment and selection
, • Recruitment
to determine present and future staffing needs in conjunction with job
analysis and human resource planning
• Selection (linked but separate practice after recruitment)
the identification of the most suitable person from a pool of applicants
• Current trends and challenges
o War for talent
o Unemployment vs tight labour markets (no match)
• Global examples comparative
3. Performance management
• Performance management
o Conversations between line manager and employee about
priorities and their achievements
o HR designed process designed to align the workforce with the
strategy
• Current trends and challenges:
HRM analytics
• Effects on outcomes
Expectancy theory (effort based on expected rewards)
4. Rewards
People are largest single operating cost item of most
• to increase commitment/engagement/motivation
• Current trends and challenges
o Bonuses
o Performance related pay
o Pay differences
• Effects on outcomes
o Motivation theory (what drives a person to a goal)
o Efficiency wage theory (enough $ for productiveness/retention)
• Non-financial rewards
o Learning/development
, o Work environment
• Direct financial rewards
o Use of pay/incentives (performance pay) →
Manual employees
Clerical employees
•Non-direct financial rewards
o Perquisites/benefits
5. Training and development
• Training
Planned and systematic modification of behaviour through learning
events, programs and instruction which enable individuals to achieve
the levels of knowledge, skill and competence to carry out their work
effectively.
• Development
Growth/realisation of a person’s ability and potential through the
provision of learning and educational experiences.
• Current trends and challenges
o Talent management
o Employability
o Learning organisation
• Effects on outcomes
psychological contract theory (certain commitment/cooperation
between employees and employers, e.g. work - pay)
Lecture 2
HRM in context: Gaining insight in various theories, perspectives and
models on the relationship between HRM and (national) context
• Theoretical perspectives:
o Best fit versus best practice
o Universalistic, contingent, configurational and contextual perspectives
o Contextually based human resource theory
• Empirical application:
, o CRANET
Three approaches to HRM
• Cross-cultural HRM
HRM across cultures
• International HRM:
Issues related to the management of Human Resources in MNC’s
• Comparative HRM:
Differences/similarities in HRM across countries
Current developments
• Covid
Shortage/difficulties personnel (sick, uncertainty)
• Globalisation
A growing extensity, intensity and velocity of global interactions associated with
deepening impact, such that the effects of distant events can be highly significant
elsewhere
• Management should be international/outward-looking
• Compare/learn from different nations and cultures
• MNCs need international management skills and knowledge transfer to subsidiaries
• Strategic and governmental processes are international and global
Best practice perspective
• Set of HRM practices that leads to superior organizational performance
o Related to so-called High Performance Work Systems (ideal combination of
practices)
Best fit perspective
• Importance of fit between HRM practices and internal and external context
o Effect of HRM practices dependent on for example fit with organizational
strategy
• Output based
• No hierarchy
• Informal
• 360 job hiring
A lot of jobs are output based
