(See my account for more!) A perfect summary with all the information needed to pass the exam. At the first chance of the exam HRM & Organizational Structures an 8.2 obtained on the basis of this summary. Contains Ch. 1 to Ch. 12.
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Chapter 1 Foundations of OB and HRM………………………………………………………………………………………………2
Chapter 2 What is work all about?..........................................................................................................5
Chapter 3 Recruitment and selection…………………………………………………………………………………………………8
Chapter 4 The Individual and the organization…………………………………………………………………………………12
Chapter 5 Encouraging and managing performance…………………………………………………………………………16
Chapter 6 Leadership: Managing leaders and leading management………………………………………………..20
Chapter 7 Culture and change…………………………………………………………………………………………………………24
Chapter 8 Strategy: Creating purpose……………………………………………………………………………………………..28
Chapter 9 Structure: Fit for purpose………………………………………………………………………………………………..32
Chapter 10 Learning and development……………………………………………………………………………………………37
Chapter 11 Well-being and engagement…………………………………………………………………………………………42
Chapter 12 Future-proof workplaces………………………………………………………………………………………………44
International HRM Part 1……………………………………………………………………………………………………………….46
International HRM Part 2………………………………………………………………………………………………………………50
School Hanzehogeschool Groningen, University of Applied Sciences
Studie Technische Bedrijfskunde
Vak HRM & Organizational Structures (Leerjaar 2, Thema 8)
Titel People, Management & Organizations (1ste druk)
Auteur Anna Sutton
ISBN 9781137605047
,FOUNDATIONS OF OB AND HRM
1 Foundations of OB and HRM
Introduction
Key subjects:
- Organizational Behaviour & HRM
- Some history, some theory
- Very important model: Harvard Model
Why relevant for IEM?
Because as a manager/entrepreneur or advisor it’s important to understand how you can use the
asset ‘people’ to achieve business goals.
Organizational Behaviour
Introducing Organizational Behaviour (OB)
• Organizational Behaviour (OB) is the multidisciplinary study of how people behave in
organizations and how the organizations themselves behave
• Efficiency vs Complexity
Early work focused on efficiency of production (Weber and Taylor)
• Increase workers productivity could be done using his five principles of scientific
management (Taylor)
1. The manager should organize the work and do all the ‘Thinking’. The worker should ‘just
work’.
2. The manager should precisely define how the worker should do the work, using scientific
methods.
3. The best person should be selected for each job.
4. Workers should be trained properly.
5. Workers’ performance should be monitored.
Later developments incorporated complexities of the human element (Parker Follett and Mayo)
• Are happy workers productive? (→ Read box on page 7)
• Experiment with different light strengths in a factory (was the first experiment about
employees)
Modern OB
• Relatively young field of study
• Multidisciplinarity
o Draws on psychology, sociology, management studies, political science, economics,
each with own assumptions and approaches
• Levels of analysis
o Challenge in predicting elements in OB: individual, group, organizational levels all
interact
o Ecological fallacy (a fault in reasoning made when we assume something about an
individual based on something we know about a group)
What is the key focus of Organizational Behaviour (OB)? (question to answer)
- Studying how people behave in organizations and how the organizations themselves behave
,Human Resource Management
HRM: a short history
• HR functions originally carried out by supervisors
Late 1800s: specialists for administrative and welfare functions
• Personnel management combined these functions
Tension between organizational efficiency and employee welfare remains
• HRM emerged in 1980s with the Harvard model (Beer et al, 1984)
• Employee welfare and organizational efficiency are still at the heart of HRM.
The Harvard Model (it explains to you how HRM can contribute to organizational goals and
success)
Stakeholder Interest
and Situational Factors
Will Influence HRM Policy choices organizations
made
Should be able to mention HR outcomes!
Examples HR outcomes
- Employee commitment
- Employee motivation
- Employee satisfaction
- Etc.
HR policies will influence HR outcomes.
HR outcomes, (on the long run) will influence
organizational outcomes as well
What does the Harvard Model make clear AND how can the use of this model help you as Industrial
Engineer? (Question to answer) (Need to know on exam)
- It contributes to organizational goals and successes
- That HR policies will influence HR outcomes and that HR outcomes influence organizational
outcomes as well
The principles of HRM
Defining HRM today
• HRM’s mission is to contribute to the organization’s survival by stabilizing a system of labour
management that is cost-effective and socially legitimate.
• Boxall et al. (2007a) identify three broad (but overlapping) areas:
• Micro HRM (In Companies, issues around managing individuals such as
recruitment, training & development)
• Strategic HRM (Organizational goals)
• International HRM (Multinational companies)
• HR activities center around the employee lifecycle:
- Recruitment and selection - Induction / joining
- Retention - Separation
, An Analytical approach to HRM
Hard and soft HRM
- Hard: quantitative, managing the ‘human resources’ in the same way as other factors and
emphasizing the business strategy
- Soft: emphasizes human interactions, focusing on communication, leadership and motivation
The unitarist view
- seeing the organization as a single entity with one goal and claiming that employee and
organizational interests are one and the same.
Combining OB and HRM
3 challenges OB and HRM share:
1) Individual or organization (both OB and HRM are concerned with how people behave at work
and how organizations can be structured or organized in order to promote organizational
success and individual well-being)
2) Theory or application (one of the president challenges in learning about OB and HRM is to
strike a balance between theories and practical applications)
3) Link with performance (both the OB and HRM literature rely on an implicit assumption that
learning about and understanding these fields better will help to improve work performance,
whether of the individual or the organization)
Concluding & looking forward
Short summary
➢ In this chapter OB and HRM are being introduced.
➢ The relationship between these fields of study and organizations is being stressed.
➢ The Harvard Model is being introduced: showing how HRM can influence organizational
success.
Why relevant for IE?
Because as a manager/entrepreneur or advisor it’s important to understand how you can use the
asset ‘people’ to achieve business goals.
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