Strategic Human Resource Management
Inhoud
Lectures & Chapters book by Boselie ........................................................................................ 2
Lecture 1; Chapter 1. Introduction: SHRM in the 21 st century ............................................... 2
Lecture 2; Chapter 2. SHRM and Context ............................................................................. 4
Lecture 3; Chapter 3. HRM and Performance ....................................................................... 6
Lecture 4; Chapter 4. Human Resource Metrics & Measures ............................................... 8
Lecture 5; Chapter 5. Mutual Gains ..................................................................................... 10
Lecture 6; Chapter 6. High Performance Work Systems ..................................................... 12
Lecture 7; Chapter 7. Selective Recruitment & Selection .................................................... 14
Lecture 8; Chapter 8. Performance Management ............................................................... 16
Lecture 9; Chapter 9. Compensation ................................................................................... 18
Lecture 10; Chapter 10. Talent Management ...................................................................... 19
Lecture 11; Chapter 11. The roots of employee participation ............................................. 21
Lecture 12; Chapter 12. Human Resource Roles ................................................................ 23
Lecture 13; Chapter 13. International Human Resource Management ............................... 25
Lecture 14; Chapter 14. Implementation Strategy ............................................................... 27
Book Communication in Organizations by Van der Molen and Gramsbergen-Hoogland ...... 28
Chapter 7. Performance Evaluation Interview ..................................................................... 28
Chapter 11. Breaking Bad News .......................................................................................... 29
Chapter 15. Conflict management ....................................................................................... 30
Chapter 16. Negotiating........................................................................................................ 30
, Lectures & Chapters book by Boselie
Lecture 1; Chapter 1. Introduction: SHRM in the 21st century
Introduction SHRM
HRM expresses that you not only have to manage your personal but also the resources of
your personal. Sometimes you have to say goodbye to one or another.
SHRM deals with the aliment between the individual goals and organizational goals.
SHRM is important for an employee because at the moment when the money is not an issue
anymore only the meaning out of work. You want to know what kind of employees are in your
company, so you can manage your talent and see if employees are burned out.
Employees matter and the management of employees (HRM) is a potential source for
achieving organizational goals: HR practices (education, training/development,
teambuilding, succession planning, talent management, socialization, selection) →
employees outcome (happy, wellbeing, doing well, turnover, intention to turnover (leaving
the company) → organization outcomes (revenue, profit)
SHRM 21st Century
Before the 21st century a new concept mainly focused on the shift from a manufacturing and
production economy into a service sector asset-based ecnomy: the new economy.
Nowadays organizations are really characterized by a lot of organizational changes.
Snabel spoke about the five I’s (!!!).
1. Internationalization is increasing. Across the globe organizations must deal with an
increasing of internationalization.
2. Individualization is increasing. More and more managers must deal with individual
preferences, needs, infinities. Because people want to feel sure that they can fulfil their
infinity’s in work and in their private life.
3. Informalization. Across the globe we see that organizations become flatter. We have
less high radical levels. So that means that also management functions are changing.
4. Informatization is increasing. Technological changes and ICT.
5. Intensification. Individuals are more network oriented. And they also want to combine
their job goals and family, work life balance.
Organizations must deal with competitiveness in all kinds of levels. Sustainability,
globalization and technology.
Competitive advantage = tells us something about how well the organization is doing in
comparison to others in the same branch of industry or in the same region.
Three HRM perspectives
1. MHRM = Micro HRM: inflow, true flow and outflow. Individual employee development.
Sub-functions of HR, single HR practices.
2. IHRM = International HRM: repatriation (coming back after work in other country),
differences between countries, different in the way how people interact with each other.
3. SHRM = Strategic HRM: Inline the MHRM with the strategy. Linking the HRM to the
business strategy.
Balanced approach: not only look at HRM at a sort term. Protect your employee for the
longer term. Try to balance work at home.
Three perspectives in studying SHRM practices
1. Multi-actor perspective: multiple stakeholders
2. Broad societal view: different institutional contexts
Inhoud
Lectures & Chapters book by Boselie ........................................................................................ 2
Lecture 1; Chapter 1. Introduction: SHRM in the 21 st century ............................................... 2
Lecture 2; Chapter 2. SHRM and Context ............................................................................. 4
Lecture 3; Chapter 3. HRM and Performance ....................................................................... 6
Lecture 4; Chapter 4. Human Resource Metrics & Measures ............................................... 8
Lecture 5; Chapter 5. Mutual Gains ..................................................................................... 10
Lecture 6; Chapter 6. High Performance Work Systems ..................................................... 12
Lecture 7; Chapter 7. Selective Recruitment & Selection .................................................... 14
Lecture 8; Chapter 8. Performance Management ............................................................... 16
Lecture 9; Chapter 9. Compensation ................................................................................... 18
Lecture 10; Chapter 10. Talent Management ...................................................................... 19
Lecture 11; Chapter 11. The roots of employee participation ............................................. 21
Lecture 12; Chapter 12. Human Resource Roles ................................................................ 23
Lecture 13; Chapter 13. International Human Resource Management ............................... 25
Lecture 14; Chapter 14. Implementation Strategy ............................................................... 27
Book Communication in Organizations by Van der Molen and Gramsbergen-Hoogland ...... 28
Chapter 7. Performance Evaluation Interview ..................................................................... 28
Chapter 11. Breaking Bad News .......................................................................................... 29
Chapter 15. Conflict management ....................................................................................... 30
Chapter 16. Negotiating........................................................................................................ 30
, Lectures & Chapters book by Boselie
Lecture 1; Chapter 1. Introduction: SHRM in the 21st century
Introduction SHRM
HRM expresses that you not only have to manage your personal but also the resources of
your personal. Sometimes you have to say goodbye to one or another.
SHRM deals with the aliment between the individual goals and organizational goals.
SHRM is important for an employee because at the moment when the money is not an issue
anymore only the meaning out of work. You want to know what kind of employees are in your
company, so you can manage your talent and see if employees are burned out.
Employees matter and the management of employees (HRM) is a potential source for
achieving organizational goals: HR practices (education, training/development,
teambuilding, succession planning, talent management, socialization, selection) →
employees outcome (happy, wellbeing, doing well, turnover, intention to turnover (leaving
the company) → organization outcomes (revenue, profit)
SHRM 21st Century
Before the 21st century a new concept mainly focused on the shift from a manufacturing and
production economy into a service sector asset-based ecnomy: the new economy.
Nowadays organizations are really characterized by a lot of organizational changes.
Snabel spoke about the five I’s (!!!).
1. Internationalization is increasing. Across the globe organizations must deal with an
increasing of internationalization.
2. Individualization is increasing. More and more managers must deal with individual
preferences, needs, infinities. Because people want to feel sure that they can fulfil their
infinity’s in work and in their private life.
3. Informalization. Across the globe we see that organizations become flatter. We have
less high radical levels. So that means that also management functions are changing.
4. Informatization is increasing. Technological changes and ICT.
5. Intensification. Individuals are more network oriented. And they also want to combine
their job goals and family, work life balance.
Organizations must deal with competitiveness in all kinds of levels. Sustainability,
globalization and technology.
Competitive advantage = tells us something about how well the organization is doing in
comparison to others in the same branch of industry or in the same region.
Three HRM perspectives
1. MHRM = Micro HRM: inflow, true flow and outflow. Individual employee development.
Sub-functions of HR, single HR practices.
2. IHRM = International HRM: repatriation (coming back after work in other country),
differences between countries, different in the way how people interact with each other.
3. SHRM = Strategic HRM: Inline the MHRM with the strategy. Linking the HRM to the
business strategy.
Balanced approach: not only look at HRM at a sort term. Protect your employee for the
longer term. Try to balance work at home.
Three perspectives in studying SHRM practices
1. Multi-actor perspective: multiple stakeholders
2. Broad societal view: different institutional contexts
