This summary includes all given lectures by Karina van de Voorde, not only the slides but also all additional information she told during these lectures is added. Furthermore, it includes the knowledge clips and the topics discussed during the Q&A lectures. Lastly, the practice exam questions (and ...
Covered materials in this summary
1. Black Box debate (how/why) .................................................................................................................... 3
2. Contingency perspective / best practice-best fit debate (when)............................................................. 12
3. Dark-side perspective + differentiated workforce (for whom) ................................................................ 19
4. Differentiated workforce......................................................................................................................... 28
5. HR devolution (and who) ........................................................................................................................ 37
6. Exam preparation ................................................................................................................................... 50
Human Resource Management (HRM) = management of people and work.
HRM is a fundamental activity in any organization in which human beings are employed.
= All the activities associated with the management of people and work. In research there is not
much agreement on how HR is measured. One study on job design, other on selection. How should
we measure it?
Three policies domain (the agreement between researches, those are part of RH) – policies can still
consist of different practices:
• Skill = that you have enough qualities to the work
o Careful recruitment and selection (buy the skills)
o Extensive training and development
• Motivation = aim to put the employees there effort (compensation)
o Extensive performance management
o Extensive pay and benefits
• Empowerment
o Encouragement of participation
o Extensive communication
Strategic Human Resource Management (SHRM): a concern with the ways in which HRM is critical to
the firm’s survival and to its relative success. Employees are considered the organization’s (most)
important key to organizational success, and therefore HRM is key management task
Organizational success = is the profit that an organization make. But success is not always profit in an
organization. Relative success make some loss, but when you doing better than your competitors.
• There is a moderately strong positive relationship between
HRM and performance (operational and financial
outcomes)
• Training, appraisal, induction, team working are positively
associated with an increase in innovation (product and
technical systems)
First 2 HR practices in the meta-analysis: recruitment and selection & training and development =
Staffing = the process of acquiring, deploying and retaining a workforce of sufficient quantity and
quality. It focusses on employee development of knowledge skills and abilities of employees and on
getting the required skills in place. (ex. Extended recruitment procedures to get the best candidate
for the job)
1
,The second domain (Performance management, pay and benefits, participation and communication)
is more instrumental in nature. It focuses more on motivating employees.
It covers performance management policies, compensation policies and incentive and reward
policies.
Performance management: an integrated process in which managers work with employees to set
expectations, measure and review results and reward performance in order to improve the job
performance.
The final domain focusses on providing employees the opportunity to use their knowledge skills and
abilities and to invest their effort in their work. (e.g. providing enough information)
Nowadays, evidence, meta-analysis published. Look at average relationship between HR and
Performance, look at correlation, and compute average correlation between studies. Three meta-
analysis, operational outcomes and financial outcomes.
1. Subramony (2009)
a. Skill-enhancing HRM
b. Motivation-enhancing HRM
c. Opportunity-enhancing HRM
2. Jiang et al (2012)
a. Skill-enhancing HRM
b. Motivating-enhancing HRM
c. Opportunity-enhancing HRM
Conclusion: Moderate positive relationship between HR and Performance. The higher the
operational outcomes, the higher the financial outcomes.
Performance not always the biggest thing what matter:
• Hospital setting: Sophistication of training policy, team working and appraisal. Negative
significant correlation on patient safety. Relationship between HR practices and success
indicators for hospitals.
• Innovation: linking HR practices to innovation
Caution needed: Research design what is use in the studies. Send out a questionnaire to the HR
management to the company. Cross sectional research. So we cannot draw any conclusions about
the causality. Also make use of single ratters, so they are bias.
3. Gardner and Wright
When you present a scenario that the company don’t do well, you expected that the HR
practice usages are low. Knowing this, causes what we have found about the longitudinal
design and multiple ratters.
Learning goals:
2
, 1. Black Box debate (how/why)
Climate/behaviour
Articles:
- Peccei, r. & van de Voorde, K (2014). HRM and performance
- Den Hartog et al. (2013)
- Jiang et al. (2012)
- Liao et al. (2009)
In search for the Holy Grail: unique ways of managing people to gain organizational success
2 big questions:
- How many boxes should be taken into account? → How many steps are there between HRM
and performance?
- What should be the context of each box?
Three theories that dominate the SHRM field:
1. Resource based view of the firm (Barney, 1991/Boxall, 1996)
Why are organizations successful?
2. AMO-framework (Appelbaum et al., 2000 / Jiang et al., 2012)
People perform well if they are able to do so, motivated to do so and if they have the
opportunity to do so.
3. SHRM process model (e.g., Nishii & Wright, 2008)
How do employees experience HR? and how are they implemented?
1. Resource based view of the firm (Barney, 1991/Boxall, 1996)
Industrial organization view: all of the firms within a industry can
develop or acquire the same resources they need to gain a
competitive advantage. So, difficult to compete based on internal
resources. Because they have a short impact.
Resource based view: it examines resources within the firm.
Sustained competitive advantage can be achieved internal rather
than external.
RBV-Barney
Is a resource…
1. Valuable: able to add value (more effect/efficient)
2. Rare: resource should not be widely available
3. Inimitable (for other companies)
a. Unique timing and learning: every company has its own path
b. Social complexity: not easy to imitate (how teams work together)
c. Causal ambiguity: unclear why this company has this competitive advantage, sometime difficult
what make the company success
4. Non-substitutable: not possible to use an alternative to come to the same success →
hard to replace
3
, Human resource advantage
• Human capital advantage (a stock of exceptional human talent) (knowledge, ability and skills)
→ high quality and organization specific: when it is only relevant to the particular firm (for
example: ASML)
a. Is not stable: people enter and leave organization, keep in line with strategic needs
→ still have the high quality in the human capital
• Human process advantage (a function of difficult to imitate, historically evolved processes
within the organization, such as co-operation)
a. How do people work together/what is the climate in the organization?
b. Example: relational coordination = How do you organized corporation in your
company? How do people work together and how is this coordinated? →
Competitive advantage.
i. Relational coordination: a mutually reinforcing process of interaction
between communication and relationships carried out for the purpose of
task integration
Resources based view provides a theoretical rationale for how HR practices positively affect
organizational performance through building a better human capital pool and stimulating better
processes.
Reflection on RBV
• The RBV logic provides a theoretical rationale for how HR practices positively affect
organizational performance through building a better human capital pool and stimulating
better processes
• However, research that tests the RBV’s core concepts remains scarce (difficult to study)
• Not much tests, no studies (whether HR practices are social complex)
• Theory focused on organization level. Process human capital in the organization, but human
capital is for the employee themselves, because people decide for themselves of they
behave.
Moreover, what about individual employees?
2. AMO-framework
Building the worker back into SHRM (Guest 2002; Wright & Boswell, 2002)
People perform better when they are able to do so, the motivation to do so, their work environment
provides the opportunity to do so.
AMO framework theories: ‘People perform well when’:
• Ability (can): Human capital theory (Snell & Dean, 1992)
Superior knowledge, skills and abilities
• Motivation (willing): Social exchange theory (Blau, 1964)
When employees receive positive treatment and inducements from the organization, they
will repay the organization
• Opportunity: Empowerment theory (Bowen & Lawler)
Feelings of empowerment
and involvement
4
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