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College notes ICR International Classroom HRM
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This document has been prepared for the ICR written exam. This document is a combination of the book Management and the lessons.
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Weke BUILT ENVIRONMENT HRM SERVICE MANAGEMENTn
1 SOR model Definition Mails and Margulies
Holistic model Holistic model four elements
Triple P Sustainable HR strategy
Circulair economy P model SHR Eroding
Real estate strategies Strategic management type of strategy
Building layers circular competitive
economy advantage ( benefits)
driving force theory
competitive advantaged by
built
2 CREM workplace diversity Internationalizing
The conceptual models The decision making Culture
added value for built process International strategy
environment CSR (
input / output real estate
3 Added value Global management International strategy
KPI International Empowerment
Decision making process organization building blocks
NEN2748 ( costs) Controlling The Contingency
strategy of built environment Balance scorecard Bowen and Lawler model
Benchmarking Leadership
Tools for measuring Kolb’s learning cycle
organizations
4 business case social responsibility service concept
BREAAM Green management framework
Dutch Green Building Council Shades of green Meassure
Ethics behaviour performance
Productivity
,Inhoud
Chapter 13 human resource management (week 1).............................................................................3
Chapter 9 strategic planning (week 1)...................................................................................................8
Chapter 4 diversity (week 2)................................................................................................................12
Chapter 2 Decision making (week 2)...................................................................................................15
..............................................................................................................................................................18
Chapter 3 Global management (week 3).............................................................................................19
Chapter 18 HR strategy (week 3).........................................................................................................22
Chapter 5 Social conscious management (week 4)..............................................................................30
Chapter 15 Organizational behaviour ( pag 520 – 527 ) (week 4) ........................................................34
,Chapter 13 human resource management (week 1)
Definition of HRM
With the organizations structure in place, managers have to find people to fill the jobs that have
been created or to remove people from jobs if business circumstances require. HRM is about:
Staff
Salary
Management of staff
Type of management
Collective agreement (CAO)
Personal information
Personal development
Why HRM is important and the HRM management process
HRM in generally is important for three reasons:
1. Various studies have concluded that HRM van be a significant source of competitive advantage
2. HRM is an important part of organization strategies
3. The way organizations threat their people has been found to significantly impact organizational
performance
HRM for FM
Because FM works with a lot of people and they do a lot of things for people.
They are both supporting staff
HRM can help FM with personal development for the staff.
When a staff member needs something special, for example a better ergonomic chair, HR can ask
FM for a new chair
Do something about the sick leave
Creating a healthy work environment
Sustainable HR
Sustainable HR Good working environment, make sure they stay healthy. It’s about being a good
organization. Taking care of the planet and the world. You want to work in an organization who is
good for the planet.
When you think about a definition, they can be different:
It’s need to be long term (future prove)
Durable (duurzaam)
Sound (good reputation)
Systematic (process, quality management)
Holistic model
, External factors that affect the human resource management process
The economy Workers have dramatically lowered their career and retirement expectations for the
foreseeable future. Such findings have profound implications for how an organization manages its
human resources.
Labor unions It is an organization that represents workers and seeks to protect their interests
through collective bargaining . in unionized organizations, many HRM decisions are dictated by
collective bargaining agreements, which usually define things such as recruitment sources: criteria
for hiring promotions, and layoffs
Laws and rulings Decisions regarding who will be hired or which employees will be chosen for a
training program or what an employees compensation will be must be made without regard to
race ,sex, religion, age, color , or disability.
Demography with the input from employees, they implemented physical changes to the
workplace. companies are responding by creating succession plans, bringing retirees on as
consultants, and increasing cross fir training efforts to prepare younger workers to fill the void.
Identifying and selecting competent employees
The firt phase of the HRM process involves three task: HRM planning – recruitment and decruitment
– selection
HRM planning it is the process by which managers ensure that they have the right number and
kids of capable people in the right place and at the right times. HR planning entails two steps:
Step 1: current assessment. An important part of the current assessment is job analysis, an
assessment that defines jobs and the behaviours necessary to perform them. Using the information
for the job analysis, managers develop or revise job distribution and job specification.
Step 2: meeting future HR needs. These are determined by the organizations mission, goals and
strategy.
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