Human Resource Management B&M EBB617B05 (EBB617B05)
Institution
Rijksuniversiteit Groningen (RuG)
In addition to all lecture notes, this document also contains additional concepts to clarify some parts, plus a link to the slides of the guest lecture (without sound).
Human Resource Management B&M EBB617B05 (EBB617B05)
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Human Resource Management
Dikgedrukt= Kopje of hoofdstuk
Onderstreept= Betekenis
Schuingedrukt= Belangrijk
*tussen sterretjes*= Komt uit het boek, niet uit het college
VB./ Ex.= Voorbeeld / example
Lecture 1
Exam 40 mc questions and 2-4 essay questions
((40 x 1.5) + 40) : 10 = grade exam
( ass 1 + presentations) x Peer evaluation x participation rate ((30+10) x 105% x100%) : 4
Exam is 60% ass 40%
Starbucks has a coffee shop on every corner of the streets. The turnover rate of people
leaving is quite low. Starbucks manages HRM very well.
History
-1930: Taylorism and scientific management
1930-1960: Personal management
1960-: Human resource management
1970-: Strategic human resource management
Human resource management= is the department of a business organization that looks after
the hiring, management and firing of staff. HRM focuses on the function of people within the
business, ensuring best work practices are in place at all times.
The main role of HR: In simplest terms, the HR (Human Resources) department is a group
who is responsible for managing the employee life cycle (i.e., recruiting, hiring, onboarding,
training, and firing employees) and administering employee benefits.
Strategic human resource management= is the connection between a company's human re-
sources and its strategies, objectives, and goals. The aim of strategic human resource man-
agement is to: Advance flexibility, innovation, and competitive advantage. Develop a fit for
purpose organizational culture.
M in HRM
Means management. Traditional HRM aimed for: Task completion, Absenteeism, Turnover.
The key outcomes are:
- Improve performance & productivity (effectiveness + efficiency)
- Achieve organizational goals
- Help employees prosper (FE. Engagement)
- Stimulate positive behaviors
- Fulfill social responsibilities
R in HRM
Employees as resources:
1. Economic resources; Knowledge, skills and abilities
2. Intangible assets; Creativity and social capitals
3. Varying asset values; star vs. non-star employees, ups and downs for employees.
You can’t directly measure or evaluate these resources, but the networks of all your
employees are super important. Also, the state of mind of employees is important. It varies a
lot, but is based upon moods, performance etc.
H in HRM
1. Human needs; self-determination theory
2. Motivation and emotions; Maslow’s motivation hierarchy (fundamental framework that
explains what emotions are behind the way of acting)
3. Employee wellbeing; stress, burnout, satisfaction
4. Life beyond work; security and health, wellbeing, work-life balance
Starbucks:
HR policies; employees as partners. So they are paid above minimum wage, they provide a
lot of learning possibilities.
,HR systems; compensation structure.
HR practices; Salaries above minimum wage. College achievement plan, coffee master
program. Open forumes with senior management.
They really help them grow, promote and develop.
Essential HRM functions (evidence based HRM)
Plan HR? Job analysis and HR forecasting (how many people and skills are you looking for?)
Obtain HR? HR hiring/staffing (how do we find them? What selecting process are you using?)
Manage HR? HR assistent and training, HR motivation (how do we manage performance and
check their performance? How do we motivate our employees?)
The most valid performance interviews are designed around each candidate’s unique
background? Structure interviews, where all employees get the same questions. Gets a
higher validity than unstructured. Better to interview them with a standardized set of
questions.
Intuition-based or evidence-based?
HR professionals average of 57% correct answers out of 39 questions. It is really
underwhelming, for people that work in this field for so long already. So, evidence-based HR
practices is the key for good HRM!
New challenges
1. Globalization
Globalization= the process by which businesses or other organizations develop international
influence or start operating on an international scale. Facing rivals from different countries,
but also customers from different countries. It is done by three strategies: offshoring,
outsourcing and reshoring.
- Offshoring= the practice of basing some of a company's processes or services overseas, so
as to take advantage of lower costs. Basically, relocation from your country to lower cost
countries.
- Outsourcing= obtain (goods or a service) by contract from an outside supplier. Has nothing
to do with the location, but only with the ownership of your business. For example. If coffee
beans production doesn’t give you a high revenue, but selling does. The focus will change to
selling them.
- Reshoring= the practice of transferring a business operation that was moved overseas back
to the country from which it was originally relocated.
Global participation and employees
* Parent/home country= the country in which the company’s corporate headquarters is located.
Parent-country nationals.
* Host country= the country in which the parent country organization seeks to locate (or has
already located) a facility. Host-country
nationals. Sometimes need to hire people
locally.
* Third country= a country other than the
host country or parent country. A company
may, but is less likely to have a facility
there. Third-country nationals. People with
total different cultural backgrounds.
Levels of global participation
Having one headquarters, may not ensure
control over all subsidiaries. There can be
multiple head quarters.
* Domestic: Firms have a one0country
market and serve primarily one set of
customers. The firm does not develop
products for other countries’ markets and
management does not have to be culturally sensitive, other than to local customers and
employees.
International: New firms enter the company’s markets, causing the firm to also search for
new markets. Generally, the company will enter only a few other countries’ markets in this
, stage, initially by exporting goods or services from the home-country location and at some
point expanding production to those secondary countries. Units in each country tend to be
managed independently in an international division, so divisional managers must have some
cultural sensitivity where other managers don’t.
Multinational: As country competition gets more intense, firms need to become more
efficient and lower product/service costs. Multinational company (MNC) usually has partial or
full ownership of the operations in another country a separate independent business facility
(facilities or offices). They begin to source the various types of capital resources from
wherever they are the lowest cost to the firm. They also tend to standardize more of their
processes, also to increase efficiency. Operations across countries become more integrated,
again lowering overall costs. Management has to begin to understand the cultural issues in
all countries in which they operate and act in accordance with those local cultures.
Transnational: Transnationals are a type of MNC that eliminates artificial geographical
barriers without having a real single national headquarters. IBM changed its structure from
country-based to industry groups to transcend boundaries. Competition continues to
increase across country markets and product life cycles shorten to the point that the
company needs continual innovation. At this point, the company has to begin competing on
a global scale, sourcing every input in a lowest-cost environment and providing ‘state of the
art, top quality products and services.’ In this stage, we need transnationally competeren
managers, which Adler identified as managers who are culturally sensitive; they have the
ability to work with people of other cultures as equals.
*
How does it challenge HRM in 21st century?
Obtain HR at home host, third party countries. Racial and cultural diversity in labor forces are
a must. Performance management: global assignment, expatriation and reparation. Global
assignment and compensation. Or how to relocate people.
By training and development, to make them differ from others. And by legislation compliance
and labor relations.
2. Demographic change trends
- Racial diversity= Having a variety of individuals and points of view represented in the depart-
ment.
- Femal labor (gender diversity)= refers to the extent to which a person's gender identity, role,
or expression differs from the cultural. Norms prescribed for people of a particular sex.
- Aging workforce (age diversity)= the ability to accept all different types of ages within a busi-
ness environment. Companies have to adjust to an aging population in various ways.
Asian workforce has increased the retirement age. This means that other continents should
also increase their age in order to be more in balance with the abilities of other continents.
How does it challenge HRM in 21st century?
Obtain HR: Succession plans; female leadership.
Performance management: technology challenges, how can older people still learn new
technology as fast as younger generations.
Benefit and compensation: Pension, health and safety schemes (expat schemes).
Legislation and labor relations: age discrimination, also not discriminating each other for the
different cultures related to different ages.
3. Diversified employment forms
- SMEs, NGOs, start ups and entrepreneurship.
- Part time, self employment and portfolio working.
How does it challenge HRM in 21st century?
Psychological contract= the mutual beliefs, perceptions and informal obligations
between an employer and 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.
4. Business sustainability and social responsibility
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