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FULL SUMMARY Managing People strategically (6314M0117Y)
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FULL SUMMARY MPS (Managing People strategically)
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Managing People StrategicallyWeek 1- Introduction to Managing People Strategically
A) Human Resource Management (HRM) versus Strategic Human
Resource Management (SHRM).
B) Strategic Approaches in HRM
C) Clustering Human Resource Practices (HRPs)
D) Strength of the HR system
E) HR Architecture and Workforce Segmentation
- Bowen, D. E., & Ostroff, C. (2004). Understanding HRM–firm performance linkages:
The role of the “strength” of the HRM system. Academy of Management Review,
29(2), 203-221.
- Buller, P. F., & McEvoy, G. M. (2012). Strategy, human resource management and
performance: Sharpening line of sight. Human Resource Management Review, 22(1),
43-56.
- Gerhart, B., & Feng, J. (2021). The resource-based view of the firm, human resources,
and human capital: Progress and prospects. Journal of Management, 47(7), 1796-
1819.
- Lepak, D.P. & Snell, S.A. (1999). The human resource architecture: Toward a theory of
human capital allocation and development. Academy of Management Review, 24, 31-
48.
- Wright, P. M., & Ulrich, M. D. (2017). A road well-travelled: The past, present, and
future journey of strategic human resource management. Annual Review of
Organizational Psychology and Organizational Behavior, 4(1), 45-65.
Week 2- Managing performance and Motivation
A) HRM Process Model
B) Intended HR vs. Actual HR practices
C) Actual versus perceived HR practices
D) Perceived HRM versus Employee outcome & behaviour
E) Manager’s role in enhancing engagement and improving
performance
F) Positive Psychological Capital (PPC)
- Buller, P. F., & McEvoy, G. M. (2012). Strategy, human resource management and
performance: Sharpening line of sight. Human Resource Management Review, 22(1),
43-56.
- Gruman, J. A., & Saks, A. M. (2011). Performance management and employee
engagement. Human Resource Management Review, 21(2), 123-136.
- Guest, D. E., & Bos-Nehles, A. C. (2013). HRM and performance: The role of effective
implementation. HRM and performance: Achievements and challenges (pp. 79-96).
- Newman, A., Ucbasaran, D., Zhu, F. E. I., & Hirst, G. (2014). Psychological capital: A
review and synthesis. Journal of Organizational Behavior, 35(S1),S120-S138.
- Nishii, L. H., & Paluch, R. M. (2018). Leaders as HR sensegivers: Four HR
implementation behaviors that create strong HR systems. Human Resource
Management Review, 28(3), 319-323.
Week 3 - Managing Diversity
1
, A) What is diversity?
B) The Importance of Diversity and Inclusion
C) Process for Organizational Diversity – getting & managing diversity.
D) Getting to diversity – Cognitive biases and (self))-stereotypes.
E) Managing diversity
- Avery, D. R. (2011). Support for diversity in organizations: A theoretical exploration of
its origins and offshoots. Organizational Psychology Review, 1(3), 239-256.
- Buengeler, C., Leroy, H., & De Stobbeleir, K. (2018). How leaders shape the impact of
HR's diversity practices on employee inclusion. Human Resource Management
Review, 28(3), 289-303.
- Galinsky, A. D., Todd, A. R., Homan, A. C., Phillips, K. W., Apfelbaum, E. P., Sasaki, S.
J., ... & Maddux, W. W. (2015). Maximizing the gains and minimizing the pains of
diversity: A policy perspective. Perspectives on Psychological Science, 10(6), 742-748.
- Van Knippenberg, D., De Dreu, C. K. W., & Homan, A. C. (2004). Work group diversity
and group performance: An integrative agenda. Journal of Applied Psychology, 89(6),
1008-1022.
Week 4 – Managing Creativity and Innovation
A) Measuring Creativity and Innovation
B) Psychological Safety
C) 3 Components of Creativity
D) Brainstorming and Threats to Group Creativity
E) Dark Side of Creativity and Innovation
F) Managing creativity
- Amabile, T. M., & Pratt, M. G. (2016). The dynamic componential model of creativity
and innovation in organizations: Making progress, making meaning. Research in
Organizational Behavior, 36, 157-183.
- Anderson, N., Potočnik, K., & Zhou, J. (2014). Innovation and creativity in
organizations: A state-of-the-science review, prospective commentary, and guiding
framework. Journal of Management, 40(5), 1297-1333.
- Edmondson, A. C., & Lei, Z. (2014). Psychological safety: The history, renaissance,
and future of an interpersonal construct. Annual Review of Organizational Psychology
and Organizational Behavior, 1(1), 23-43.
- Hughes, D. J., Lee, A., Tian, A. W., Newman, A., & Legood, A. (2018). Leadership,
creativity, and innovation: A critical review and practical recommendations. The
Leadership Quarterly, 29(5), 549-569
Week 5 – Managing the Bright Side: Happiness and Well-Being
A) What is well-being at work?
B) HRM, Performance, and Well-being Relationships (optimistic &
pessimistic perspectives)
C) Job Demands & Job Resources
D) Enhancing Well-Being via Job design and Job Crafting
E) Practical Application and Examples
- Demerouti, E., Nachreiner, F., Bakker, A. B., & Schaufeli, W. B. (2001). The job
demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499-512.
2
,- Fisher, C. D. (2010). Happiness at work. International Journal of Management Reviews,
384-412.
- Tims, M., Bakker, A. B., & Derks, D. (2013). The impact of job crafting on job
demands, job resources, and well-being. Journal of Occupational Health Psychology,
18(2), 230-240.
- Wrzesniewski, A., & Dutton, J. E. (2001). Crafting a job: Revisioning employees as
active crafters of their work. Academy of Management Review, 26(2), 179-201.
Week 6 – Managing the Dark Side
A) Dysfunctional behaviour at work
B) Antecedents of dysfunctional work behaviours
C) Preventing dysfunctional work behaviour
D) Bad apples
- Knoll, M., Lord, R. G., Petersen, L.-E., & Weigelt, O. (2015). Examining the moral grey
zone: The role of moral disengagement, authenticity, and situational strength in
predicting unethical managerial behavior. Journal of Applied Social Psychology, 46(1),
65-78.
- Marcus, B., Taylor, O. A., Hastings, S. E., Sturm, A., & Weigelt, O. (2016). The structure
of counterproductive work behavior: A review, a structural meta-analysis, and a
primary study. Journal of Management, 42(1), 203-233.
- Newman, A., Le, H., North-Samardzic, A., & Cohen, M. (2020). Moral disengagement
at work: A review and research agenda. Journal of Business Ethics, 167, 535-570.
- Treviño, L. K., Weaver, G. R., & Reynolds, S. J. (2006). Behavioral ethics in
organizations: A review. Journal of Management, 32(6), 951-990.
3
, Week 1- Introduction to Managing People Strategically
A) Human Resource Management (HRM) versus Strategic Human
Resource Management (SHRM).
Human Resource Management (HRM) includes all activities related to
managing employment relationships, work, and people in organizations.
It’s a necessary process that evolves with organizational growth. HR see a
need and answer the need on a reactive manner, but, they do that
without thinking further about organizational goals.
Strategic Human Resource Management (SHRM) is a more strategic
approach focused on aligning HR practices with the organization’s goals.
SHRM uses human capital to achieve sustained competitive
advantage Strategic HRM lead to sustainable competitive advantage
(SCA). The organization creates an HR strategy in connection with the
goals they aim to achieve. All HRPs (like recruiting and training) are
designed to bring the organization closer to its goals. Proactive approach.
So,
- Traditional HRM approach involve discrete practices with no
explicit link.
- SHRM (Strategic HRM) approach: Integrate these HR practices
into a cohesive, mutually reinforcing system that supports
organizational goals to have SCA.
B) Strategic Approaches in HRM.
Horizonal and vertical alignment are fundamental in SHRM focusing on
aligning HR practices with organizational goals.
- Contingency Approach (Vertical Fit): HR strategy and policies
must align with the overall firm strategy to achieve better
organizational performance. If a firm focuses on innovation, HR should
emphasize recruitment of creative talent.
4
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