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Summary Study notes - Principles of Human Resource Management ()
- Établissement
- Vrije Universiteit Brussel (VUB)
Compressed notes on hrm, includes information from both the slides and class notes and syllabus information
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Chapter 1: Intro to Human ResourcesType Lecture
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What are Human Resources? ( the KSAOs)
Knowledge
body of information or understanding that an individual possesses about a particular subject or field
typically gained through education, experience, or training, and is necessary for performing a specific job
effectively
Two types:
declarative knowledge = knowing facts and information, such as understanding company policies or
technical details about a product
procedural knowledge = knowing how to perform specific tasks or procedures, such as how to
operate machinery or follow workflow
ex: financial analyst → knowledge might include understanding financial principles, accounting standards, or
data analytics techniques
Skills
profeciencies that an individual has developed through practice, training or experience
can be learned/ improved over time through continuous application
typically gained through education, experience, or training and is necessary for performing a specific job
effectively
more specific to tasks
can be categorised into 2 main types:
technical skills = task-specific skills related to a particular job, such as programming, operating
machinery or data analysis
soft skills = interpersonal skills that are transferable across jobs, such as communication, leadership
and time management
ex: project manager → relevant skills include budgeting, scheduling and team coordination
Abilities
a person’s innate or developed capacities to perform specific tasks or activities
more general and enduring traits that contribute to a person’s overall potential to acquire skills and
perform tasks successfully
categories:
1. cognitive abilities → mental processes as problem-solving, critical thinking, decision-making and
reasoning
2. physical abilities → involve physical capacities such as strength, stamina, dexterity and coordination
3. emotional or social abilities → traits like emotional intelligence, empathy and interpersonal skills that
enable social interactions
Chapter 1: Intro to Human Resources 1
, ex: firefighter → may need physical abilities like stamina and strength
data analyst → may require cognitive abilities like attention to detail and critical thinking
Other characteristics
additional personal traits qualities or factors that contribute to an individual’s ability to perform a job
effectively but are not covered by knowledge, skills or abilities
personality traits
motivational factors
work values
interests
ex: healthcare role → other characteristics may include compassion and the ability to remain calm under
stress
sales role → traits like competitiveness and persistance could be essential
At its core, HRM revolves around the critical task of making informed decisions concerning people within an
organization.
Human resource practices = are the organisational activities directed at managing the pool of human capital and
ensuring that the capital is employed towards the fulfilment of organisational goals
ex: employer branding, structured job interviews, outward bound training, multisource feedback, and pay-for-
performance
Chapter 1: Intro to Human Resources 2
, The selection of terminology frequently aligns with an organisation's values, culture, and approach to human
resource management
Why is it that HR often struggles to have a significant say in important business decisions?
1. HR managers aren't very interested in or prepared for the business side of things
2. HR sometimes cares more about doing things efficiently rather than making sure those things add real value
3. HR often tries to make everything the same for everyone, even when people are different and have different
talents (one-size-fits-all approach)
4. Many top executives see HR as mainly dealing with 'soft' stuff like planning team outings
DAVE ULRICH’S BUSINESS PARTNER MODEL
Chapter 1: Intro to Human Resources 3
, He delineated four distinct roles for HR professionals along two dimensions: the strategic vs operational focus
and the processes (HR tools and systems) vs people
1. HR as Administrative Expert
a. expert in the way work is organised and executed, delivering administrative efficiency to ensure that costs
are reduced while quality is maintained
b. try to improve the efficiency of their own function (or the whole organisation) , lowering costs by
removing steps or leveraging technology
c. aim to achieve efficiency improvements in various HR functions
2. HR as Employee Champion
a. HR should assume the role of an advocate for employees
b. Involves conveying employees' concerns to senior management while enhancing employees' commitment
to the organisation and their capacity to deliver results
c. Ensure employee engagement and strive to impact workers' ability, motivation, and opportunities to
enhance firm performance.
d. dedicate their efforts to collaborating with union representatives, advocating for employee involvement
and participation, facilitating communication, fostering trust, monitoring work-related stress and job
satisfaction, and managing 'psychological contracts'
e. the role of an employee champion becomes more prominent in environments with a strong presence of
trade unions
3. HR as Strategic Partner
a. HR should become a partner alongside senior and line managers in executing the business strategy.
b. facilitate substantive discussions about how the company should be structured to effectively implement
its strategy
c. HR managers must possess a deep understanding of the company's ‘organisational architecture
d. Activities typical for this role: translating corporate strategy into specific, supportive HR-activities,
aligning HR processes, and implementing HR information systems such as HR scorecards and dashboard
4. HR as Change Agent
a. agent of ongoing transformation, moulding processes and a culture that collectively enhance an
organisation's ability to adapt
b. HR professionals are not responsible for executing change themselves but ensuring its successful
implementation
c. equip their organisation with the necessary change tools and models and guide executive teams through
the process
HRM must aim to harmonise the interests of all stakeholders in the organisation,
addressing the welfare and developmental needs of employees, aligning with the
strategic objectives of senior management, providing support to line managers, and
ensuring compliance with external corporate governance standards.
The role of HR has evolved over time:
Chapter 1: Intro to Human Resources 4
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