Knowledge clips summary notes Human Resource Management (6013B0521Y)
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Course
Innovation Management (6012B0425Y)
Institution
Universiteit Van Amsterdam (UvA)
Providing an in-depth summary of all the knowledge clips given for weekly lectures of the class Human Resource Management at Uva. It is made through bullet-points
- Human resource management: set of policies practices and systems which influence
company’s behavior
- Also a set of systems supposed to maximize company’s performance by helping
employees achieve organizational goal
- Analysis and design of work, HR planning, recruiting, selection, training and
development, compensation, performance management, employee relations (still
goes beyond these activities)
- HRM does not only happen within the HR department
- HRM is not just limited to administrative tasks, more strategic importance of HRM
nowadays
2. What is Human Capital and its importance for a company’s comparative advantage?
- Economic lens of human capital
- Business lens of strategic HRM
- Human capital: knowledge, abilities, skills and other talents that individuals possess,
that are crucial for companies’ activities and for creating economic value
- Human capital: unique bc it is not an object but rather a living being with bargaining
power, desires and psyche
- Human capital gained interest as a strategic resource in the 90s (the resource-based
view)
HC can be used as a sustainable resource and be a competitive advantage for
companies (internal resource can lead to a competitive advantage of it is valuable,
rare, inimitable (individuals might only be able to perform certain tasks within a
certain space) and organized (their resource can only be competitively advantageous
if the company unlocks their potential and efficiency through certain practices))
HC can be valuable as it is directly related to the company’s output (individuals
stand behind the daily activities, innovation and production of the company)
3. What is strategic HRM?
- The pattern of planned HR deployments and activities intended to enable an
organization and achieve its goals
- HR activities are seen as bundles/ systems of coherent practices that enhance
opportunities and abilities of employees to achieve strategic goals of the organization
- Strategic HRM: everything is seen as a system of an organization. Examining how all
practices support one another (horizontal alignment creates synergies)
, some practices can jeopardize one another but some can enhance one another
(individual incentives vs. preference for teamwork)
- Historical view: some practices are universally good for all organization
Pfeffer:
1. Employment security
2. Selective hiring
3. Self-managed teams
4. High compensation contingent on company preference
5. Extensive training
6. Reduction of status difference
7. Extensive information sharing about the organization
- This evolved into High Performance work systems (HPWS): a system which creates
an environment in a business that allows an employee greater involvement and
responsibility
bundled around and enhance employee abilities, motivation & opportunities (positive
impact on employee retention and company performance)
- Best fit view: the most important success factor is the fit between strategy and HR
system (strategic fit between practices and strategies within the organization)
assessing the strategic fit: content, process (is the HR function involved in the
strategy formulation), implementation (are HR practices implemented in the
organization)
+ adaptation? (focus on the degree of support of change and reaction when
implementing HR systems in the ongoing changing environment)
4. Strategic link & HR product lines
- Value of strategic lines in HR (many see HR as administrative support)
HR is handling payrolls and finding new people
- Some people outsource activities to third parties or not having an HR department
- Not all HR practices are not equally valuable to the company
but control over performance evaluation and hiring can be critical to the company’s
success
- Various degrees of HR involvement: authoritative linkage, one way linkage, two-way
linkage, integrative linkage (HR becomes a strategic partner and equally contributes
to implementation and planning of strategic goals)
5. Shared services model:
- Centralization of HR functions and major routines
- Centers of expertise or excellence, service centers and business partners
- Digitalization and use of databases to learn about workforce patterns
- Service model: a service center where there is a central unit for HR-related
administrative and transactional tasks that employees, retirees and business-unit
managers access through online portals
,- Common themes in HR: tailoring to specific individuals
digitalization gives you contextual experience
service lines that have personas in mind through a knowledge database (send
consultants, introduce more training)
- Digitalization changes the role of HR by having HR professionals and business HR,
no field HR (more talk about adding value as HR)
COE role (center of excellence) within the organization (more like an information,
analytics and strategic partner within the organization with an individual approach
with employees)
- Business HR: strategic (more important) competencies:
how to program, analytics and project management
moving away from the transactional capability
6. Evidence-based HRM
- Implementing a HR practice or hiring, this is an evidence-based choice because it
makes a big impact on outcomes, success of the company, team dynamics,...
- Evidence-based management: making decisions through conscientious, explicit and
judicious use of the best available evidence from multiple sources to increase the
likelihood of a favorable outcome
- Looks into gathering data from: scientific data, internal data, data from experts, data
from stakeholders (helps decrease risk of potential bias)
do not rely on tradition, anecdotal data or personal assumptions
- Structuring evidence-based decision-making:
1. Asking
2. Acquiring
3. Appraising
4. Aggregating
5. Applying
6. Assessing
- Involving more parties in the decision-making process and consistently evaluating the
outcomes
- Digitized data: lots of data which can hide a lot of valuable insights
= people analytics can help the analysis-driven approach and gain more insights on
things like a low retention rate, or what is the driver of the employment engagement
rate
- Evidence-based management + people analytics is great to implement this in practice
7. How people analytics help HR?
- HR analytics: a data-driven approach to (HRM) managing people at work to analyze
critical questions about employees at work
- Combining HR information systems and performance management systems
, - It helps HRM by helping it make better decisions using data, test effectiveness of
interventions, move to a strategic role
- Record keeping is insufficient to give strategic value
- Turning data into insight helps HR be more involved on a strategic level and helps
with organization
8. The link between the company’s culture and HR
- One critical aspect towards business success is the company’s culture
- Corporate culture: shared values, attitudes and standards that guide everyone within
the organization. Emphasizes of what really matters and influences employee’s
behaviors
power relations
espoused values (normative statements) vs. enacted values
- Look at the actual results of the company
- Changing the culture is a long-term process (training sessions, diverse recruitment,
parting ways with those with the unmatched values, leading through example)
Current trends in HR:
- Work from home
- Upskilling and reskilling
- Focus on well-being (pandemic and work-life balance)
- Resignation vs. quiet quitting (slowly giving up in the workplace) vs. quiet firing
(pushing employees out of the job without formal notification) & big tech layoffs
- AI job autonomation
- Speed of change is increasing and many companies are not prepared
Tutorial 1:
National culture, industry culture, corporate culture (HRM + strategy)
Integrative linkage is HR’s role in a company’s strategy formulation
HRM can provide information to reach the company’s goals through people
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