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Samenvatting Principles of Human Resource Management
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- Vrije Universiteit Brussel (VUB)
Uitgebreide samenvatting voor het vak 'Principles of Human Resource Management'.
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Principles of HRM – SamenvattingInhoud
I. Inleiding HRM ................................................................................................................. 1
A. Testvragen.................................................................................................................. 1
B. Leerdoelen.................................................................................................................. 1
C. Kern les – Competitief verschil creëren door HRM ...................................................... 1
1. Definitie sustainable competitive advantage ............................................................ 1
D. The HR-Preformance link – 3 theorieën ...................................................................... 2
1. De drie theorieën op basis van onderzoek .............................................................. 2
2. The HR-wellbeing link ............................................................................................. 4
3. Conclusie inleiding .................................................................................................. 4
II. HR Rollen ....................................................................................................................... 5
A. Testvragen.................................................................................................................. 5
B. Waarom wordt HR niet serieus genomen.................................................................... 5
C. De HR rollen ............................................................................................................... 6
1. HR roles according to Dave Ulrich ........................................................................... 6
2. De HR rollen in de context....................................................................................... 8
3. The HR balancing act .............................................................................................. 9
III. De geschiedenis van HR ...........................................................................................10
A. Inleiding .....................................................................................................................10
B. HRM als eerste management functie in stammen ......................................................10
C. Pre-industriële samenleving .......................................................................................10
1. Op het platteland – boeren .....................................................................................10
2. In de steden – stadsmensen ..................................................................................11
D. Industriële revolutie ....................................................................................................11
1. Rationalization of work ...........................................................................................12
2. Autocratic and paternalistic management practices ................................................12
3. Overal: ...................................................................................................................13
E. Personnel management .............................................................................................13
1. Industrial welfare ....................................................................................................13
2. Scientific management → Work Design .................................................................14
3. Human Relations Movement ..................................................................................15
4. Industrial psychology ..............................................................................................18
F. Strategic HRM ...........................................................................................................19
1. HR Vision ...............................................................................................................19
2. HR Activities ...........................................................................................................20
3. HR Role .................................................................................................................20
,IV. The future of HRM .....................................................................................................21
A. HRM trends ...............................................................................................................21
1. Covid-19.................................................................................................................21
2. Evidence-based HRM ............................................................................................22
3. Big data ..................................................................................................................24
4. HR-outsourcing ......................................................................................................24
5. Talent management ...............................................................................................25
6. Sustainable HRM ...................................................................................................25
B. Test je kennis:............................................................................................................26
V. Resource Based view ....................................................................................................26
A. Key tenet of Strategic HRM........................................................................................26
B. Resource based view of the firm ................................................................................26
1. Are human resources valuable? .............................................................................27
2. Are human resources rare? ....................................................................................30
3. Inimitable - Hoe makkelijk kunnen ze geïmiteerd worden? .....................................31
4. Are HR non-substituable (niet vervangbaar) ...........................................................33
C. Conclusion Resource Based view ..............................................................................33
VI. HRM Alignment..........................................................................................................34
A. Alignment...................................................................................................................34
1. Strategy (strategie) [Verticale alignment] ................................................................34
2. Types van strategieën – Generieke strategieën van Porter ....................................36
3. Organizational structure .........................................................................................38
B. Departementen en grouping ......................................................................................43
C. Organisatie cultuur; ....................................................................................................45
D. Alles samenvoegen: ..................................................................................................47
E. The concept ‘alignment’ .............................................................................................50
VII. HR Metrics .................................................................................................................51
A. De effectiviteit van HR meten.....................................................................................51
1. Data-driven decision making ..................................................................................51
2. Hoe kunnen we data meten en bewaren ................................................................52
B. Test je begrip .............................................................................................................54
VIII. Job analysis ...............................................................................................................55
A. Traditionele Job analysis: ..........................................................................................55
1. Why is this topic relevant? ......................................................................................55
2. Contemporary definition .........................................................................................55
3. Definitie work-analysis............................................................................................56
B. Traditional job analysis - approaches .........................................................................56
, 1. Information sources: SMEs (Subject Matter Experts) .............................................56
2. Welke SME’s moeten we kiezen? ..........................................................................57
3. Hoe zoeken we informatie: .....................................................................................57
4. Welke informatie zoeken we naar?.........................................................................60
5. Hoe kunnen we data analyseren ............................................................................60
6. Criticism of the traditional approach .......................................................................61
C. Challenges to Job analysis ........................................................................................62
1. Three different challenges: .....................................................................................62
2. Test je kennis .........................................................................................................70
IX. Traditionele recruitment .............................................................................................70
A. Introduction ................................................................................................................70
1. Michigan Matching Model .......................................................................................70
2. Waarom is recruitment belangrijk? .........................................................................71
B. Traditional recruiment: ...............................................................................................73
1. Wanneer recruit je? ................................................................................................74
2. Target population: ..................................................................................................74
3. Recruitment source: ...............................................................................................75
4. Recruitment message: ...........................................................................................76
5. Recruiters...............................................................................................................78
C. Kritiek op traditionele recruiment: ...............................................................................78
X. Recruitment today .........................................................................................................79
A. Employer branding: ....................................................................................................79
B. Karakteristieken recruiment today ..............................................................................80
C. Niet traditionele applicanten: ......................................................................................82
D. New way of recruiting.................................................................................................83
E. Alternatives to recruitment .........................................................................................84
F. Test je kennis ............................................................................................................84
XI. Selectie – basics ........................................................................................................85
A. Introduction ................................................................................................................85
1. Michigan Matching model .......................................................................................85
2. Selection: ...............................................................................................................85
B. Base model of selection: ............................................................................................86
1. Criterion domain: ....................................................................................................86
2. Criterion measure: ..................................................................................................87
3. Predictor construct: ................................................................................................87
XII. Selection – Psychometrics .........................................................................................99
A. Inleiding .....................................................................................................................99
, 1. Baseline model.......................................................................................................99
2. Predictor instruments .............................................................................................99
3. Sign versus sample ..............................................................................................100
4. Temporal focus ....................................................................................................101
5. Psychometric properties .......................................................................................101
6. Adverse impact ....................................................................................................103
B. Predictor instruments ...............................................................................................103
1. Sorts of instruments .............................................................................................103
(1) Psychometric properties: ..................................................................................104
2. How to make a decision .......................................................................................120
C. TEST je begrip .........................................................................................................121
XIII. Training & Development ..........................................................................................122
A. Introductie ................................................................................................................122
1. Why is this relevant? ............................................................................................122
2. Terminologie ........................................................................................................123
B. Ideal model: .............................................................................................................123
2. Set training goals .................................................................................................124
3. Training design and method: ................................................................................125
4. Teambuilding methods .........................................................................................127
5. E-Learning ...........................................................................................................128
C. Increase transfer ......................................................................................................128
1. Training design, characteristics ............................................................................129
2. Trainee characteristics .........................................................................................130
3. Work environment ................................................................................................133
D. Training evaluatie & Taxonomy (Kirkpatrick) ............................................................133
1. Taxonomy – Kirkpatrick ........................................................................................134
2. Training as investment .........................................................................................135
3. Waarom de meeste bedrijven niet meten .............................................................136
4. How setup measurement of a the training ............................................................136
E. Informal leaerning ....................................................................................................136
1. What is it? ............................................................................................................136
2. Why has it become popular ..................................................................................136
3. Informal learning – conceptual model ...................................................................137
4. How to facilitate informal learning .........................................................................137
F. Test your understanding ..........................................................................................138
XIV. Performance appraisal and management ................................................................138
A. Introduction ..............................................................................................................138
, 1. Michigan Matching Model .....................................................................................138
2. Why is this topic relevant? ....................................................................................139
3. Case ....................................................................................................................139
B. Building block of performance management ............................................................139
1. What to evaluate? ................................................................................................139
2. What instruments to use? .....................................................................................141
3. Quantitative assessment ......................................................................................142
4. Management-by-objects (MBO)............................................................................146
5. Who should assess? (6 vormen) ..........................................................................147
6. Can we train people to become better raters? ......................................................149
7. The performance appraisal interview ....................................................................150
8. General principles ................................................................................................151
9. Reality of Performance management ...................................................................151
10. Test your understanding ...................................................................................153
XV. Compensation management ....................................................................................154
A. Introduction ..............................................................................................................154
1. Why is this topic relevant ......................................................................................154
2. Terminology .........................................................................................................154
3. Case ....................................................................................................................156
B. Pay for performance systems ..................................................................................157
1. Case ....................................................................................................................157
2. Individual pay for performance .............................................................................157
3. Group pay-for-performance ..................................................................................160
4. Lessons learned ...................................................................................................162
5. Benefits ................................................................................................................163
6. Establishing a pay structure .................................................................................166
7. Test your understandering....................................................................................174
,I. Inleiding HRM
A. Testvragen
• Hoe kan HR ervoor zorgen dat het bedrijf een competitief voordeel kan hebben?
• Can HR be a source of sustained compeititive advantage?
B. Leerdoelen
Identify causes of
HR-related problems
and formulate
recommendations
based on the best
available evidence
Critically analyze factors
that influence the strategic
management of human
resources in today’s
international environment
Apply the theoretical concepts to a
fictional business case
Understand how the HR functions separately and in
combination contribute to sustainable competitive
advantage
Identify and describe the key concepts and frameworks for HRM, and
the fundamentals and functionality of the different HR functions
C. Kern les – Competitief verschil creëren door HRM
• Human resources are one of the primary means of creating a competitive advantage for
the organization.
o Je kan je differentiëren van andere organisaties door de mensen in
je organisatie. (Dit is het kern idee van de cursus)
• Human resource strategy needs to be aligned with the business strategy.
o Bijvoorbeeld: je bedrijf wil innovatief zijn, dan moeten de mensen
ook innovatief kunnen zijn.
• By creating a workforce that is capable and motivated, and by creating a work
environment that offers opportunities to participate.
o Het is belangrijk dat onze werknemers “voice” hebben, kunnen
bedragen aan de organisatie. Ze kunnen participeren.
1. Definitie sustainable competitive advantage
• A capability that creates value for costumors that rivals can’t copy quickly or easily and
allows the organization to differentiate its products or services from those of competitors.
1
, D. The HR-Preformance link – 3 theorieën
• Human resources are one of the primary means of creating a competitive advantage
for the organization.
• Research shows that investments in human resources lead to better firm performance.
Why is this?
o Waarom zorgt investeren in onze werknemers ervoor dat bedrijven
beter functioneren?
1. De drie theorieën op basis van onderzoek
• Resource-based vies
• Contingency theory
• AMO framework
a) Resource based view
• Why do two competitors, let’s say two accounting firms, differ in their performance?
o Firm size, proximity, capital,…
o Reputation, corporate culture,…
o Service quality, client satisfaction,…
▪ Voorbeeld In de service industrie worden mensen
belangrijker, omdat ze vooral verantwoordelijk zijn om je
klant tevreden te stellen.
RESOURCES
Tangible Intangible Human
Financial (cash, securities, Technology (patents, Knowledge, skills, abilities
borrowing capacity copyrights, trade secrets) and other characteristics
(personality) (KSAO)
Physical (plant, equipment, Reputation (brands, Motivation
land, mineral reserves relationships)
Culture
KSAO’s het is niet genoeg om skills te hebben, je moet ook motivatie zijn.
o
KSAO’s → motivatie moeten in balans zijn.
• Resources work together (“bundles of resources”) to provide a basis for competitive
advantage.
o Puts the company in a superior business position.
o Identify things that the company does particulary well relative to its competitor.
o Fundamental to a firm’s strategy (“alignment”).
• Bundels - Ze vormen bundels van resources: middelen werken samen ("bundels van
middelen") om een basis te bieden voor concurrentievoordeel:
o Voorbeeld: met Financiën (tangibles) kopen we training → zorgt voor + KSAO’s
(Human) → + KSAO zorgt voor + verhoogde productiviteit met technologie
(Intangibles).
• Alignment: We willen dat HR de strategie ondersteunt. → dit is alighment to strategy.
(Verticaal en horizontaal)
• Resources to establish a sustainable competitive advantage, several conditions must
be present.
o Must provide value (requires heterogeneity)
▪ Moet het waarde bieden (vereist heterogeniteit)
o Must be rare
▪ Zeldzaam: moet iets hebben wat andere niet hebben.
2
, o Must be inimitable
▪ Het moet moeilijk zijn om na te maken.
o Must be non-subsitutable
▪ Niet-substitueerbaar: moeilijk/niet vervangbaar zijn.
• Can Human Resources be a source of sustained competitive advantage?
b) Contingency theory
Deze theorie zegt dat het afhankelijk is.
• Choice of HR practices should be determined by the context within which they are
applied. This calls for:
o Vertical fit: HR practices should be aligned with business strategy
o Horizontal fit: HR practices should be aligned with each other
▪ Voorbeeld: Horizontale fit: bijvoorbeeld → als je innovatieve mensen
aanwerft, moet je ook compenseren voor dit soort mensen.
▪ Voorbeeld Verticale fit: innovatieve strategie → innovatieve mensen
moeten aangeworven worden.
• No such thing as ‘best practices’
o Volgens deze theorie zijn er geen beste praktijken het af van de context.
• Voorbeeld:
• Business strategy: innovation
o Vertical fit: HR is organized to promote innovative
behavior amongst its employees.
o Horizontal fit: Align HR practices – recruitment,
selection, training and development, performance,
appraisal and management, compensation and
benefits – to obtain an innovative workforce.
c) AMO framework
Deze theorie zegt dat het niet genoeg is om skills en motivatie te hebben. Je moet mensen de
kans geven om te participeren.
• HR practices influence firm performance through enhancing:
o Ability (skill levels)
▪ Recruitment, selection, training and
development
o Motivation (willingness to exert effort)
▪ Performance appraisal and
management, compensation and
benefits
o Opportunity (to participate)
▪ Work design, leadership
3
, • “Discretionary effort: is the level of effort people could give if they wanted to, but
above and beyond the minimum required."
(Bron: Aubrey Daniels)
2. The HR-wellbeing link
• HR defends the interests of management and shareholders (HR-performance link) as well
as those of employees.
• One of its important responsibilities involves watching over employee well-being, not
because healthy employees perform better, but because it is an end in itself.
• Can be accomplished through work design interventions
3. Conclusie inleiding
In deze cursus:
• In this course we claim that people provide a source of sustainable competitive advantage
to achieve superior firm performance HR practices need to be vertically and horizontally
aligned.
o Mensen zorgen voor een competitief voordeel voor een bedrijf.
• HR leads to superior firm performance by influencing people’s abilities, motivation and
opportunities to participate.
o HR praktijken moet op elkaar afgestemd zijn: verticaal en horizontaal.
• HR must watch over the wellbeing of its employees, not for instrumental reasons, but
because it’s an end in itself.
o HR zorgt voor betere prestaties, beïnvloed de mogelijkheid van mensen,
motivatie en opportuniteiten om te participeren.
4
, II. HR Rollen
A. Testvragen
• Top management does not understand what value HR departments can play in their
organizations. How do we convince them?
• What key changes would you make to HR education to ensure graduates have the
appropriate knowledge, skills and abilities (KSA’s) to link HR practices to business
strategy?
• How can we reconcile the two different views on fairness in organizations? One vision
advocates equality; the other recognizes the importance of individual differences.
• How does HR succeed in balancing the different roles it has to play: employee advocate
on the one hand, and strategist on the other hand?
B. Waarom wordt HR niet serieus genomen
• Waarom wordt HR niet tof gevonden? Het heeft geen goede reputatie. Toch gaan de
meeste managers akkoord dat mensen de belangrijkste assets zijn. Zo zeggen ze
bijvoorbeeld:
o “People are the most important asset.”
o “People make the place”.
• Asset → het is gelinkt aan financiën.
• Talent → Je moet getalenteerde mensen aantrekken. Sommige mensen dragen meer bij
aan en het bedrijf.
• So, why then is HR not being taken seriously?
• HR does not understand all aspects of business
o There is a widening gap between the capabilities of those working in HR and
the business acumen needed for them to be successful strategic partners in
abusiness organization.
o Most HR positions are filled with industrial-organizational psychologists (I/OP).
• Het gaat over de achtergrond er is een te groot gat tussen de kennis van HR en de
kennis die nodig is.
• Bijvoorbeeld: strategie en boekhouden worden niet gegeven in psychologie. Ze hebben
vaak ook de niet de juiste achtergrond.
• HR does not contribute to the bottom line
o Ze kijken vaak niet naar wat echt telt, zoals winst. ROI’s.
o Dit kan beargumenteerd worden door evaluatie techniek die HR vaak gebruikt
voor zichzelf.
• HR uses easy to measure metrics, such as % of employees with advanced training or
degree of employee satisfaction.
o De vraag is of deze gegevens en data aantonen of HR bijdraagt aan de
prestaties van het bedrijf. Het antwoord is waarschijnlijk: “Niet volledig”.
• Instead HR should develop a metric to understand the financial impact HR activities have
the success of an organization.
o We moeten meten welk effect onze praktijk heeft op de firma.
HR In het verleden en nu
In het verleden werd HR gezien als een cost center: een departement dat geen winst bezorgd
voor de organisatie en geld kost. Vooral revenue centers worden gewaardeerd: dit zijn
departementen die bijdragen aan de winst van de organisatie. HR daarentegen is een
productivity center: dit draagt bij aan de winstgevendheid van de organisatie door de
productiviteit van werknemers te verhogen. En zo de winst te verhogen.
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