SHRM/ Strategic Human Resource Management (MANBCU008A)
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Lectures SHRM including notes complete
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Course
SHRM/ Strategic Human Resource Management (MANBCU008A)
Institution
Radboud Universiteit Nijmegen (RU)
Book
Strategic Human Resource Management
Complete document with the slides of all 14 SHRM lectures, written in academic year and comments from the lecturers have also been added (partly in red, but also integrated)
SHRM/ Strategic Human Resource Management (MANBCU008A)
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MAN-BCU008A - STRATEGIC HUMAN MANAGEMENT - LECTURE 1 – 06-09-2021
Course manual:
Each article forms the basics of a presentation which will be represented in the working group. Look at
Brightspace to look when which group has to present in the working group meeting.
You have to write a reflection report on your own communication skills. Before the class starts, you write a
little preparatory reflection report as an assignment. You make learning objectives for every class and it is
important to share this with you subgroup. What do you want to get out of this working group meeting? What
are your experiences?
Exam:
• Book Boselie
• Book ‘Communication in organizations’
• Lectures
Important for your own reflection is that you are not only in the observing role, but play the main character
too. See course manuals for the details.
SHRM was called ‘personnel management’, but that was not the best name. SHRM explains that you are not
only manage you personnel, but also the resources of that personnel.
SHRM deals with the alignment within organizational goals and individual goals.
Nowadays we see more and more CHRO’s (Chief Human Resources Officer) at top levels from companies. It is
important to manage employees for the value of the organization.
HR Practices: education, training and development, teambuilding, succession planning, talent management,
socialization, selection, recruitment, outplacement (corporate social responsibility, sometimes people consider
leaving who you don’t want to leave)
Employee outcomes: happy, performance, well-being, intention to turnover (grey absence when an employee
is considering leaving the company).
‘’…employees matter and the management of employees (human resource management) is a potential source
for achieving organizational goals.’’
Strategic Human Resource Management in the 21th Century
• Impact of organizational change;
• Competitiveness;
• Three perspectives (MHRM, IHRM, SHRM);
• Stakeholder perspective;
• Balanced approach (not looking at HRM on a short term, but also protect your human resources for
the longer term).
This is not in the textbook, but really important for the exam. Schnabel has characterized the 21th Century
by the five ‘I’s’:
• Internationalization;
• Individualization; (managers have to deal with individual preferences, etc.)
• Informalization; (organization are becoming more flat, so less formal)
• Informatization; (technological measures, ICT)
• Intensification; (individuals are more network-intented, they want to combine the benefits of striving
to their career goals in relation to a job, protecting work-life balance).
,Organizational change
Organizational Change and Competitive Advantage
‘’The relevance of optimal coping with change is embedded in the concept of competitive advantage.’’
Competitive Advantage:
• Is important for organizational survival;
• And is at least partly manageable by human research management.
Three HRM perspectives
Micro HRM – MHRM Infect deals with the inflow, throughflow and outflow of people in an organization.
Focuses on the individual employee.
Covers the sub functions of HR policy and practice including recruitment & selection, induction & socialization
and training and development.
MHRM is closely related to the studies in Organizational Behaviour and Occupational Psychology often focused
on the impact of single HR practices on employee attitudes and behaviours (Wright & Boswell, 2002).
International HRM – IHRM The way people interacted to each other, etc.
Is concerned with HRM in multinational companies (MNCs) and HRM across borders (Brewster, 2004). IHRM is
focused on issues such as the transferability of HR practices across business units in different countries, the
optimal management of expatriates and the impact of different institutional country contexts on human
resource management.
Strategic HRM -SHRM Multi-stakeholder perspectives.
• A multi-actor perspective: multiple stakeholders including employees, managers, HR professionals,
work councils, trade unions, top management, shareholders, financiers and government.
• A broad societal view: with an emphasis on different institutional contexts, for example on the level
of branches of industry, regions and countries;
• A multi-level perspective: including the individual employee perspective and the strategic
organizational perspective.
Paauwe (2004):
• Human resources are something more than just ‘resources’
• Human resource management is not concerned solely with financial performance;
• Human resource management focuses on the exchange relationship between employee and
organization;
• And the shaping of the employment relationship takes place in an era of continuous tension between
the added value and moral values.
,Boxall and Purcell’s (2008) argue that: HRM has to be focused on each and every employee.
• HRM covers all workforce groups, including core employees, peripheral employees and contingent
workers;
• HRM involves line and specialist managers, and is not solely aimed at employees;
• HRM is all about managing work and people, collectivity and individuallyl
• HRM is embedded in industries and societies.
The Balanced Approach;
In the strategic balance model, organizational success can only be achieved when financial performance and
societal performance of an organization are above average in the particular population in which the
organization is operation (Deephouse, 1999)
, MAN-BCU008A - STRATEGIC HUMAN RESOURCE MANAGEME NT - LECTURE 2 – 10-09-
2021
Dr. Peters is studying the following HRM-practices in het research, for example:
• Work from home;
• Employer happiness;
• Work-life balance;
• Well-being.
The book says about this chapter:
- The more fit (Alignment), the better! Fit is one of the key words in this chapter.
- How does the environment impact the organization? To define you HR strategy, you need to have
knowledge of the organization’s environment.
- What is the relevant in light of our purpose (WHY are we here as an organization?), mission (HOW can
we accomplish the purpose?), and vision (WHAT is the result of our efforts in the market?) These
elements should be in count when developing the strategy and the strategy should be linked to HRM.
- ‘Enactment’ is needed Scan the environment, see what is going on, which trends do you need to
vision and what is going to happen in the future and how can we act on this? If you don’t find the link
with the environment, you may disperform.
- Misfits cost a lot of money and reduce individual and societal well-being
More about fit. Fit is a key word within the book. Synonyms could be ‘link’: ‘’There must be a link between
strategy and HRM’ or ‘alignment’: ‘You need to align all the things being done in HRM with the strategy’.
HRM does matter and contribute to the economic performance in the organization, but also on the well-being
in the organization.
Example: ‘’Pilots Airline EasyJet on strike for the third time in a year’’ They do not agree with the labour
conditions. Take in account that you do good HRM and avoid this kind of strikes.
Fit-theory: understanding ‘The Shaping of Employment Relations and (S)HRM in relation to Performance.
Multiple Fits in HRM:
• Internal/horizontal fit: the fit between the HRM practices.
• Vertical/strategic fit: the fit between the strategy and the market environment and the HR practices
• Institutional fit: the fit who relates to all things that are not directly influenced by the market but are
influenced by regulations and other things
• Organizational fit:
• Person-environment fit (see Chapter 7): important concept, relates to the idea that you have to find
alignment.
Fit is an important concept in HRM.
Understanding the concept of strategy How can we achieve our goals?
Strategy = An organization’s intention to achieve certain goals through planned alignment or fit between the
organization and its environment.
• Goal-based strategy: based on the organization’s vision (what) and mission (how), inspired by its
purpose, beliefs and values (=why)
• Strategic formulation: the process of forging a cohensive integrated set of strategies designed to deal
with the environment and achieve the business strategic goals
• Strategy implementation: the actions the organization takes to execute the strategy it has
formulated.
You have to scan the environment all the time and maybe change the strategy while going.
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