SHRM knowledge clips + panopto + lectures Emma Hamm, 2078889
SHRM knowledge clips + lectures
summary
1
, SHRM knowledge clips + panopto + lectures Emma Hamm, 2078889
TABLE OF CONTENTS
INTRODUCTION.................................................................................................................... 3
THEME 1: BLACK BOX DEBATE..........................................................................................5
Knowledge clip - Black Box Debate...................................................................................5
Panopto - Black Box Debate..............................................................................................6
Lecture - Black Box Debate.............................................................................................12
THEME 2: CONTINGENCY PERSPECTIVE........................................................................18
Knowledge clip - Contingency perspective.......................................................................18
Panopto - Contingency perspective.................................................................................21
Lecture - Contingency perspective...................................................................................26
THEME 3: DARK SIDE PERSPECTIVE...............................................................................32
Knowledge clip - Dark-side Perspective...........................................................................32
Panopto - Dark-side Perspective.....................................................................................34
Lecture - Dark-side Perspective.......................................................................................38
THEME 4: DIFFERENTIATED WORKFORCE.....................................................................43
Knowledge clip - Differentiated Workforce.......................................................................43
Panopto - Differentiated Workforce..................................................................................45
Lecture - Differentiated Workforce...................................................................................50
THEME 5: HR DEVOLUTION...............................................................................................54
Knowledge clip - HR Devolution.......................................................................................54
Panopto - HR Devolution.................................................................................................56
Lecture - HR Devolution...................................................................................................63
......................................................................................................................................... 67
→ Questions......................................................................................................................... 68
→ Articles workshop............................................................................................................. 70
→ LAST LECTURE.............................................................................................................. 72
2
, SHRM knowledge clips + panopto + lectures Emma Hamm, 2078889
INTRODUCTION
HRM: management of people and work
An inevitable <onvermijdbaar> process in organizations
HRM AS FUNDAMENTAL ACTIVITY?
HRM is a fundamental activity in any organization in which human beings are employed
→ people always needs to be managed
→ decisions about the people in the organization needs to be made
What is STRATEGIC hrm?
Strategic comes into place when there is a link to organizational success
A concern with the ways in which HRM is critical to the firm’s survival and to its relative
success (Boxal & Purcel, 2003)
Organizational success;
Success for Marriott; customer service, satisfaction
“if we take care of our people, they will take care of our customers, and the customers will
come back”
VS
Success for Google; innovation, technology, creative, make sure to be the most advanced
“Apart from Google's technological capabilities, innovative and efficient hR is the reason that
it has acquired as much success and fame. It differs from most others in terms of its focus
on employees and their happiness:”
→ different views / goals. Organizational success = broad!
Non-profit organizations have other goals than profit organizations
Employees are considered the organization’s (most) important key to organizational
success, and therefore HRM is key management task
→ manage organizational success VIA employees, do this by using HR
EARLY RESEARCH ON HRM - PERFORMANCE LINK
HR affects the performance
X-AS: HRM sophistication (hR practices are implemented to increase the skills and
motivation of the employees)
Y-AS: Market value per employee.
→ the more you invest in HRM sophistication, the higher the market value per
employee
LINK BETWEEN HRM AND CONTEXTUALIZED PERFORMANCE
● Set of HR practices (bv involving employees in decision making, providing training
that supports employee service delivery, performance appraisals) is associated with
an increase in service performance (Chuang & liao, 2010)
● Training, induction, appraisal, teamwork are positively associated with an increase in
innovation (in product and technical systems/production process) (Shipton et al.
3
, SHRM knowledge clips + panopto + lectures Emma Hamm, 2078889
2006)
→ investing in HRM can also enhance the innovation performance of the
company
Key aspects of HRM can have a significant positive impact on organizational success
However there is considerable debate about the nature of this relationship
1. HOW/WHY → Black box debate
Which factors can play a mediating role in this HR performance relationship?
2. WHEN → contingency perspective / best practice-best fit debate
3. FOR WHOM → dark-side perspective + differentiated workforce
Could it be the case that HR positively influences the organization, but it comes at
the expense of employees' health? For who beneficial
Do we implement HR for all workers in the organization or only for a specific type?
4. WHO → HR devolution
Who implements HR practices? Who executes HR tasks?
4
SHRM knowledge clips + lectures
summary
1
, SHRM knowledge clips + panopto + lectures Emma Hamm, 2078889
TABLE OF CONTENTS
INTRODUCTION.................................................................................................................... 3
THEME 1: BLACK BOX DEBATE..........................................................................................5
Knowledge clip - Black Box Debate...................................................................................5
Panopto - Black Box Debate..............................................................................................6
Lecture - Black Box Debate.............................................................................................12
THEME 2: CONTINGENCY PERSPECTIVE........................................................................18
Knowledge clip - Contingency perspective.......................................................................18
Panopto - Contingency perspective.................................................................................21
Lecture - Contingency perspective...................................................................................26
THEME 3: DARK SIDE PERSPECTIVE...............................................................................32
Knowledge clip - Dark-side Perspective...........................................................................32
Panopto - Dark-side Perspective.....................................................................................34
Lecture - Dark-side Perspective.......................................................................................38
THEME 4: DIFFERENTIATED WORKFORCE.....................................................................43
Knowledge clip - Differentiated Workforce.......................................................................43
Panopto - Differentiated Workforce..................................................................................45
Lecture - Differentiated Workforce...................................................................................50
THEME 5: HR DEVOLUTION...............................................................................................54
Knowledge clip - HR Devolution.......................................................................................54
Panopto - HR Devolution.................................................................................................56
Lecture - HR Devolution...................................................................................................63
......................................................................................................................................... 67
→ Questions......................................................................................................................... 68
→ Articles workshop............................................................................................................. 70
→ LAST LECTURE.............................................................................................................. 72
2
, SHRM knowledge clips + panopto + lectures Emma Hamm, 2078889
INTRODUCTION
HRM: management of people and work
An inevitable <onvermijdbaar> process in organizations
HRM AS FUNDAMENTAL ACTIVITY?
HRM is a fundamental activity in any organization in which human beings are employed
→ people always needs to be managed
→ decisions about the people in the organization needs to be made
What is STRATEGIC hrm?
Strategic comes into place when there is a link to organizational success
A concern with the ways in which HRM is critical to the firm’s survival and to its relative
success (Boxal & Purcel, 2003)
Organizational success;
Success for Marriott; customer service, satisfaction
“if we take care of our people, they will take care of our customers, and the customers will
come back”
VS
Success for Google; innovation, technology, creative, make sure to be the most advanced
“Apart from Google's technological capabilities, innovative and efficient hR is the reason that
it has acquired as much success and fame. It differs from most others in terms of its focus
on employees and their happiness:”
→ different views / goals. Organizational success = broad!
Non-profit organizations have other goals than profit organizations
Employees are considered the organization’s (most) important key to organizational
success, and therefore HRM is key management task
→ manage organizational success VIA employees, do this by using HR
EARLY RESEARCH ON HRM - PERFORMANCE LINK
HR affects the performance
X-AS: HRM sophistication (hR practices are implemented to increase the skills and
motivation of the employees)
Y-AS: Market value per employee.
→ the more you invest in HRM sophistication, the higher the market value per
employee
LINK BETWEEN HRM AND CONTEXTUALIZED PERFORMANCE
● Set of HR practices (bv involving employees in decision making, providing training
that supports employee service delivery, performance appraisals) is associated with
an increase in service performance (Chuang & liao, 2010)
● Training, induction, appraisal, teamwork are positively associated with an increase in
innovation (in product and technical systems/production process) (Shipton et al.
3
, SHRM knowledge clips + panopto + lectures Emma Hamm, 2078889
2006)
→ investing in HRM can also enhance the innovation performance of the
company
Key aspects of HRM can have a significant positive impact on organizational success
However there is considerable debate about the nature of this relationship
1. HOW/WHY → Black box debate
Which factors can play a mediating role in this HR performance relationship?
2. WHEN → contingency perspective / best practice-best fit debate
3. FOR WHOM → dark-side perspective + differentiated workforce
Could it be the case that HR positively influences the organization, but it comes at
the expense of employees' health? For who beneficial
Do we implement HR for all workers in the organization or only for a specific type?
4. WHO → HR devolution
Who implements HR practices? Who executes HR tasks?
4
