HR session 1
What is Human Resource Management and Organisational Behaviour?
- HRM and OB are two interconnected fields of study that aim to improve
organisational effectiveness by optimizing the performance of employees
HRM = management of an organisation’s human resources, including recruitment, selection,
training and development, performance management, compensation and employee
relations.
Goal = create a motivated and committed workforce that is aligned with the organisation’s
goals and objectives
OB (organisational behaviour) = focuses on the study of human behaviour in the workplace
and how it affects organisational performance. OB examines individual and group behaviour,
motivation, communication, leadership and decision-making.
Goal = improve organisational effectiveness by understanding and managing human
behaviour in the workplace.
HRM and OB are interrelated because they both deal with people in the workplace.
HRM provides the policies and practices that shape employee behaviour, while OB provides
the theoretical foundation for understanding that behaviour. Together they can help
organisations create a work environment that fosters employee engagement, productivity
and innovation.
The what and why of HRM & OB:
- HRM & OB lies at the core of entrepreneurial excellence
- HRM & OB determines a company’s competitive advantage
- HRM & OB determines are virtuous
Performance management (systems):
performance management = a continuous process of identifying, measuring, and developing
the performance of individuals and workgroups and aligning performance with the strategic
goals of the organisation
It is the centrepiece of HR manager’s attention, because it is said to:
Improve individual or group effectiveness and performance
Improve organisational effectiveness and performance
, Develop knowledge, skills and competencies of
employees
Enhance human potential and personal growth
Criticisms on Performance Management:
- The formula for effective PM remains elusive
- It is not clear that PM leads to more effective organisations
- Surplus on practical recommendations shortage on evidence
- Performance aggregation is blindly assumed
Performance management = organisational control
- Is embedded in the broader hierarchy and structure of organisations and executed as
means to implement strategic goals
- Serves
(1) Goal-setting
(2) Monitoring
(3) Feedback
(4) Rewarding/learning/correcting functions
- Can be formal/informal and targeted towards inputs/processes/outputs
- Is configurational
Primary HR activities
1. Work design & workforce planning
2. Managing employee competencies
3. Managing employee attitudes & behaviours
, What can we infer about the effectiveness of organisational control:
1. It is a matter of “right” mix within the control system architecture
HR language/parlance: internal/external fit of HR practices
OB parlance: internally consistent configuration of control elements
2. It is a matter of how relevant actors involve
How managers enact (vaststellen) “The controller”
How employees react as “The controlled”
3. It is a matter of contextualisation
- No best practices (breathing is a best practice but not underwater)
Reliance on formal or informal control:
Administrative information and HRM control:
What is Human Resource Management and Organisational Behaviour?
- HRM and OB are two interconnected fields of study that aim to improve
organisational effectiveness by optimizing the performance of employees
HRM = management of an organisation’s human resources, including recruitment, selection,
training and development, performance management, compensation and employee
relations.
Goal = create a motivated and committed workforce that is aligned with the organisation’s
goals and objectives
OB (organisational behaviour) = focuses on the study of human behaviour in the workplace
and how it affects organisational performance. OB examines individual and group behaviour,
motivation, communication, leadership and decision-making.
Goal = improve organisational effectiveness by understanding and managing human
behaviour in the workplace.
HRM and OB are interrelated because they both deal with people in the workplace.
HRM provides the policies and practices that shape employee behaviour, while OB provides
the theoretical foundation for understanding that behaviour. Together they can help
organisations create a work environment that fosters employee engagement, productivity
and innovation.
The what and why of HRM & OB:
- HRM & OB lies at the core of entrepreneurial excellence
- HRM & OB determines a company’s competitive advantage
- HRM & OB determines are virtuous
Performance management (systems):
performance management = a continuous process of identifying, measuring, and developing
the performance of individuals and workgroups and aligning performance with the strategic
goals of the organisation
It is the centrepiece of HR manager’s attention, because it is said to:
Improve individual or group effectiveness and performance
Improve organisational effectiveness and performance
, Develop knowledge, skills and competencies of
employees
Enhance human potential and personal growth
Criticisms on Performance Management:
- The formula for effective PM remains elusive
- It is not clear that PM leads to more effective organisations
- Surplus on practical recommendations shortage on evidence
- Performance aggregation is blindly assumed
Performance management = organisational control
- Is embedded in the broader hierarchy and structure of organisations and executed as
means to implement strategic goals
- Serves
(1) Goal-setting
(2) Monitoring
(3) Feedback
(4) Rewarding/learning/correcting functions
- Can be formal/informal and targeted towards inputs/processes/outputs
- Is configurational
Primary HR activities
1. Work design & workforce planning
2. Managing employee competencies
3. Managing employee attitudes & behaviours
, What can we infer about the effectiveness of organisational control:
1. It is a matter of “right” mix within the control system architecture
HR language/parlance: internal/external fit of HR practices
OB parlance: internally consistent configuration of control elements
2. It is a matter of how relevant actors involve
How managers enact (vaststellen) “The controller”
How employees react as “The controlled”
3. It is a matter of contextualisation
- No best practices (breathing is a best practice but not underwater)
Reliance on formal or informal control:
Administrative information and HRM control:
