Class notes

SHRM Summary

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Course
Strategic Human Resource Management (760009B6)

Institution
Tilburg University (UVT)

This is a short but clear summary of all lectures and knowledge clips that are given in this course. The accompanying articles are not summarized separately, but are incorporated here and there in the document!

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Uploaded on December 12, 2021
Number of pages 15
Written in 2021/2022
Type Class notes
Professor(s) Jeske van beurden
Contains All classes

shrm summary
tilburg university
lectures
knowledge clips
short summary
human resources
strategic human resource management

Institution
Tilburg University (UVT)
Education
Bachelor Personeelwetenschappen
Course
Strategic Human Resource Management (760009B6)

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Theme 1: BLACK BOX DEBATE
Lecture 1

Success is not always the same as profit.

Relative success= As long as you are doing better than your competitors you will in the end still
survive and doing fine.

Key aspects of HRM can have a significant positive impact on organizational success
 Debate about the nature of this relationship
 How/why? Black box debate
 When? Contingency perspective/best practice-best fit debate
 For whom? Dark-side perspective
 Differentiated workforce
 Who? HR devolution

HRM exists of:
1) skill: careful recruitment and selection, extensive training and development
2) empowerment: encouragement of participation, extensive communication
3) motivation: extensive performance management, extensive pay and benefits
 Performance management= increase the effort that employees want to put in your company
and link this to promotion possibilities

Describe organizational success: within different contexts, different indicators of success matter. It
depends on the sector and context which strategy works best.

The more HR practices you offer the higher your operational and financial outcomes even though the
outcomes differ a bit.

Relationship between HRM and profit is cross-sectional: you can’t say for sure which influences what

Knowledge clip 1

Blackbox debate= The idea that the adoption by organizations of a more
sophisticated set of HR practices has a positive impact on performance. But it is
unclear how many steps there are in the link between these HR-practices and
performance which is called the black box debate.
Impact of HRM on organizational performance: 3 theories
1. Resource based view – Barney: organizations can build advantages
based on resources that are valuable, rare, imperfectly imitable and non-
substitutable
 Capable of delivering superior competitive results, not easily obtained by competitors,
hard to copy and hard to replace.
 Different types of resources within organizations: organizational, physical and human
resources.
 Human resource advantage can consist of the following:
 Human capital advantage= a situation where there is a stock of exceptional
human talent working within the organization, whose knowledge, abilities and
skills match the strategic needs of the firm.
 Human process advantage= the presence of difficult-to-imitate, historically
evolved processes within the organization, such as intense forms of co-
operation between people.

,  The RBV logic provides a rationale for how HR practices positively affect
organizational performance by building a better human capital pool and by
stimulating better processes within the organization.
2. AMO framework – Applebaum: people perform well if they have the ability, motivation and
opportunity to do so.
 Ability= the employee can perform well on the job because he/she possess the
necessary knowledge and skills which can be influenced by HR for example training
 Motivation= employees perform well on the job because they want to perform well.
Career opportunities and extensive rewards motivate employees to perform well.
 Opportunity= having the opportunity to perform well. HR practices such as enabling
participation in decision making.
 The AMO provides a argument for how HR practices impact organizational
performance by increasing employees’ ability, motivation and opportunity to produce
high performance.
3. SHRM process model – Nishii & Wright: highlights the distinction between HR practices
that senior managers intend to implement in the organization, the practices that are actually
implemented by line managers and employees’ perceptions of these implemented practices.
 Also explains why there is sometimes a disconnect between those three; line managers
may have lack of time or skills to do so, employees can interpret the same practices in
different ways because of factors.
 So this model addresses the question of how HR practices impact organizational
performance by looking at how these practices are implemented in the workplace, and
how employees experience and respond to them.
 Based on these 3 theories, we can conclude that employees (HR) play a key role in explaining the
impact of HR practices on organizational performance.

Lecture 2

Holy grail of SHRM: HRM  organizational performance. How many boxes are there in between and
what is in these boxes?  black box debate

Resource based view: about explaining why some organizations do better than others. Two streams
of literature:
1. Industrial organization view:
 Focus is on the outside of the organization, and based on the environment you decide
your position in this field.
 Resources are homogeneous and mobile
 No sustained competitive advantage
 5-stage model – Porter: based on the 5 forces you have to determine your strategy and
position in the field.
2. Resource based view:
 Always let your internal strengths be your guidance, so built your competitive
advantage on employees etc.
 You look inside the organization
 Advantage is sustainable:
 Valuable: it should be able to add value and help organizations to be more
effective and efficient.
 Rare: the resources should not be easily obtainable
 Inimitable: people cannot copy it easily
 Unique path
 Social complexity
 Causal ambiguity
 Non-substitutable: others are not able to use another thing to get to the same
success.

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