Human resource management in overheidsorganisaties (F000811)
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Summary EVERYTHING THERE - HRM i/d public sector (BPM - 2024/25!)
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Human resource management in overheidsorganisaties (F000811)
Institution
Universiteit Gent (UGent)
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Human resource management in overheidsorganisaties (F000811)
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HRM IN DE PUBLIEKE OVERHEID
,Inhoud
Les 1 ............................................................................................................................................................. 2
1 - History of HRM ...................................................................................................................................... 2
2 – Gastles ................................................................................................................................................. 2
2.1 – The current state of the labor market ............................................................................................... 2
2.2 - Employer branding as a strategy to attract and retain public employees ............................................ 2
2.3 – How to build an attractive employer brand ....................................................................................... 3
Performance management ............................................................................................................................ 5
1 – ‘Performance’ in private and public organizations ................................................................................... 5
2 – The PM cycle ......................................................................................................................................... 6
The world of Executive Search & How to manage your own career (start)? (Reflections of a Headhunter) .......... 9
1 - Executive Search ................................................................................................................................... 9
2 – Career advice ..................................................................................................................................... 11
Public sector peculiarities ............................................................................................................................ 12
1 - Degrees (gradaties) of publicness ........................................................................................................ 12
2 - Model employer .................................................................................................................................. 12
3 – NMP ................................................................................................................................................... 12
4 – Peculiarites of HRM in the public sector ............................................................................................... 13
4.1 Goals.............................................................................................................................................. 13
4.2 Constraints ..................................................................................................................................... 13
4.3 Motivation ...................................................................................................................................... 13
Selection..................................................................................................................................................... 16
1 – Step 1 – Pre-step ................................................................................................................................. 16
Training & development ............................................................................................................................... 21
Artikel Team training .................................................................................................................................... 25
Gastles – Hudson ........................................................................................................................................ 26
Gest lecture – City of Ghent ......................................................................................................................... 28
Reward ....................................................................................................................................................... 28
Employee well-being – Leadership................................................................................................................ 32
1 – Leadership models ............................................................................................................................. 32
2 – Article ................................................................................................................................................. 34
Well-being – Sustainable HRM ..................................................................................................................... 36
1 - Framework De Stefano......................................................................................................................... 36
2 – Sustainable HRM ................................................................................................................................ 36
3 – Remaining quadrants .......................................................................................................................... 38
4 – Article ................................................................................................................................................. 39
1
,Les 1
1 - History of HRM
History timeline:
- They focused on control
- Time and motion studies: focus was on efficiency.
• In these studies the employees needed to leek at the supervisor to know how to perform a task
• Hawtorn factory: an experiment showd that when you give attention to your employee, they will
work beter
- The roaring 60: wellbeing of the employee is important
- HR nog: is a strategic partner because eployees support the organization to reach their goals.
The role of AI in HR
= AI scans the basics, but we need a human person to check and control.
2 – Gastles
Recruitment and employer branding
2.1 – The current state of the labor market
There is a great demand for employees:
- Werknemers gaan hun werk zelf gaan verlaten: de werkgevers hebben dus problemen om werknemers
te vinden en om er te houden.
→ Er is hoge vraag: door veel vrije vacatures en demografische evoluties
→ Ze hebben ook problemen om ze te houden: er zijn veel mogelijke jobs dus kunnen werknemers snel
wisselen en voor werkgevers is dit financieel niet goed want zo verliezen ze hun investeringen in die
werknemer.
= Er is nu dus echt een ‘war on talent’
Waarom zijn werknemers belangrijk?
→ kijk je via resource-based theory : management theory that posits that organizations can gain competitive
advantage through the effective management of their internal resources and capabilities. De werknemers
worden hier als de resources gezien en het competitieve voordeel.
→ om toch die werknemers te houden moet de werkgever doen aan ‘employer attractiveness’
2.2 - Employer branding as a strategy to attract and retain public employees
Employer branding
Employer branding: the process of creating, communicating, and managing an attractive, authentic and
distinctive employer image among both current and potential employees.
Employer brand: The package of functional, economic, and psychological benefits associated with working in
the organization, aligned with the organization’s identity.
→ consists of individuals perceptions regarding the distinctive, core, and differentiating characteristics of the
organization as an employer.
Waarom is employer branding belangrijk?
- Attracting new talen → kwantiteit & kwaliteit, het zorgt ervoor dat de kandidaten de job sneller gaan
aanvaarden.
2
, - Om talent in je organisatie te houden → meer mensen blijven en zijn minder afwezig, hogere
productiviteit/loyaliteit/gelukkiger, …
- Het managen van je bestaande employer brand
- Je bespaart kosten in termen van het recruteren van kandidaten en ‘spillover effects’.
In marketing, creating a unique and positive brand image increases the likelihood that a particular service or
product will be chosen over others.
- However, employer branding is not just marketing; it is the beginning of a relationship, as the image
carries a promise that must be fulfilled throughout the hired employee's career.
Both in marketing and recruitment:
- competition between different organizations to attract individuals
→ Consumers/applicants often have limited and vague information about the
different alternatives, that’s why their choices and decisions can be influenced
Important: applicants and employees’ perceptions of the employer image.
- Is a crucial determinant for attractiveness of the company
- Important for employer branding
- How to do that? To be attractive → shed a light on the company’s added value and why they are different.
2.3 – How to build an attractive employer brand
‘How do you build an attractive, authentic and distinctive employer brand and have an effective employer
branding strategy? ‘
Step 0: Preparatory phase
= includes a well-defined mission and vision, objectives and core values
- The collaboration between HR professionals, marketers, and communication specialists
- It bridges these areas: promoting the employer brand (marketing) to potential and current employees
(Human Resources) in a transparent, engaging, and authentic manner (communication).
- It is crucial for the success of employer branding
- Important: employer brand must be consistent with corporate, product and financial image
What are they outcomes of step 0?
- Attracting more candidates (84%)
- Increasing employee retention
- Reducing the time-to-fill job vacancies
In general you must think about:
- Clear defined goals
- Target audience
- Financial resources
- Competitors
3
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