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Strategic Human Resource Management 25-10-15 14:34Table of Contents
Hoorcolleges; Strategic Human Resource Management ....................... 2
Hoorcollege 1 – 31-08-2015 – Chapter 1; Introduction: SHRM in the
21st century ....................................................................................... 2
Hoorcollege 2 – 04-09-2015 – Chapter 3: HRM and performance ...... 4
Hoorcollege 3 – 07-09-2015 – Chapter 2: HRM and context .............. 7
Hoorcollege 4 – 10-09-2015 - Chapter 4; HR metrics and
measurement .................................................................................. 14
Hoorcollege 5 – 14-09-2015 - chapter 5; Mutual Chains? ................ 20
Hoorcollege 6 – 18-09-2015 – Chapter 6; High-performance work
systems........................................................................................... 24
Hoorcollege 7 – 21-09-2015 - Chapter 7: Selective Recruitment &
Selection ......................................................................................... 28
Hoorcollege 8 – 25-09-2015 – Chapter 8: Performance management
....................................................................................................... 35
Hoorcollege 9 – 28-09-2015 – Chapter 9: Compensation & Benefits 45
Hoorcollege 10 – 02-10-2015 – Chapter 10: Talen Management ..... 47
Hoorcollege 11 – 05-10-2015 – Chapter 11: Employee participation
....................................................................................................... 53
Hoorcollege 14 – 09-10-2015 – Chapter 14: Implementation strategy
....................................................................................................... 62
Hoorcollege 13 – 12-10-2015 – Chapter 13: International HRM ...... 67
Hoorcollege 14 – 16-10-2015 – Chapter 12: HR Roles ..................... 74
, Hoorcolleges; Strategic Human Resource Management
Hoorcollege 1 – 31-08-2015 – Chapter 1; Introduction: SHRM in the
21st century
Zie cursushandleiding voor de cursus informatie.
“..Employees matter and the management of employees (human resource
management) is a potential source for achieving organizational goals.”
Strategic Human Resource Management in the 21st Century
- Impact of organizational change
- Competitiveness (zowel op organisatorisch niveau als op individueel niveau)
- Three perspectives (MHRM, IHRM & SHRM) (MHRM – relatie tussen
werknemers en collega’s/supervisor/managers, IHRM – binnen de organisaties
& SHRM - internationaal)
- Stakeholder perspective
- Balanced approach (je moet alle belangen van de leden van de organisatie
weten te balanceren)
Salaris is tegenwoordig niet meer de voornaamste drijfveer van werknemers.
Erkenning, respect en toewijding zijn steeds belangrijker binnen organisaties.
Je hebt in organisaties steeds meer naast de managers voor organisatorische
zaken, een manager voor human resource management. Het belang van deze
managementvaardigheden worden steeds meer als groot belang geschat. Het
is belangrijk dat je weet om te gaan met het menselijk kapitaal binnen een
organisatie.
Veel managers zijn bang dat als zij investeren in hun werknemers, deze kennis
overgebracht wordt naar de concurrent als de werknemers naar de concurrent
vertrekken. Dit is een voornaamste reden waarom veel managers het moeilijk
vinden om te investeren in zijn of haar werknemers.
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 manageavle by human resource management
Micro HRM (MHRM)
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