Volledige samenvatting 2024/25 + artikels HRM in Master Bestuurskunde en
Publiek Management 2024-2025 met lesnotities en PPT!
Table of contents
1 General introduction of HRM .......................................................................................................................... 3
1.1 History of HRM ...................................................................................................................................... 3
1.2 Public sector peculiarities....................................................................................................................... 3
1.3 Differences between public and private sector....................................................................................... 4
2 Recruitment and employer branding ............................................................................................................... 4
2.1 The current state of the labor market .................................................................................................... 4
2.2 Employer branding as a strategy to attract and retain public employees ................................................ 5
2.2.1 Terminology employer branding and employer brand ........................................................................ 5
2.2.2 Why as a strategy? As in marketing? .................................................................................................. 5
2.2.3 How to build a strategy? .................................................................................................................... 6
2.3 Guest lecture: City of Ghent ................................................................................................................... 8
3 Selection ......................................................................................................................................................... 8
3.1 Three steps ............................................................................................................................................ 8
3.2 Guest lecture: ALTIOR .......................................................................................................................... 11
3.2.1 Definition of executive search and applied in a career...................................................................... 11
3.2.2 Features executive search ................................................................................................................ 11
3.2.3 Self reflection .................................................................................................................................. 11
3.2.4 SME’s, Multinationals, Consulting, Public Sector .............................................................................. 12
3.3 Guest lecture: Hudson ......................................................................................................................... 12
3.3.1 HR lifecycle ...................................................................................................................................... 12
3.3.2 AC/DC .............................................................................................................................................. 12
3.3.3 Matrix data collection and data interpretation ................................................................................. 12
3.3.4 Definition of competency, personality trait ...................................................................................... 13
4 Performance management ........................................................................................................................... 13
4.1 Definition ............................................................................................................................................. 13
4.2 PM-cycle - 7 steps ................................................................................................................................ 13
5 Training and development ............................................................................................................................ 16
5.1 Relevance ............................................................................................................................................ 16
5.2 Development? Training? ...................................................................................................................... 16
5.2.1 Training – research?......................................................................................................................... 16
5.2.2 Investment in training – a good idea? .............................................................................................. 16
5.3 Training process - 5 steps ..................................................................................................................... 16
5.4 Article: the eight principles for health care ........................................................................................... 20
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,6 Reward and motivation ................................................................................................................................. 21
6.1 Total Rewards Model ........................................................................................................................... 21
7 Well-being .................................................................................................................................................... 24
7.1 The role of leadership .......................................................................................................................... 24
7.1.1 Traditional leadership models .......................................................................................................... 24
7.1.2 The essence of leadership ................................................................................................................ 25
7.1.3 Article in change leadership ............................................................................................................. 25
7.2 Sustainable HRM.................................................................................................................................. 26
7.2.1 Quadrants 2 and the relevance of it ................................................................................................. 27
7.2.2 So, what can we do within HRM based on sustainable HRM? ........................................................... 28
7.2.3 Remaining quadrants ....................................................................................................................... 28
7.3 Article: the Role of HR in Sustainability and CSR ................................................................................... 29
7.3.1 Overview ......................................................................................................................................... 29
7.3.2 Key Concepts ................................................................................................................................... 29
7.3.3 Dimensions of HR in Sustainability ................................................................................................... 29
7.3.4 HR Roles in Four Quadrants ............................................................................................................. 29
7.3.5 Key Themes ..................................................................................................................................... 30
7.3.6 Summary ......................................................................................................................................... 30
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, 1 General introduction of HRM
1.1 History of HRM
McDonalization:
Efficiency optimization of production in terms of speed (e.g. the drive through)
Calculability the tendency to calculate everything (e.g. quantity instead of quality focus)
Predictability uniformization of products, services, procedures (e.g. Belgium – Shangai same working
procedures)
Control control systems through the use of technology (e.g. automatic ordering)
Evolution of HR went from solely controlling the employees to a strategic partner who supports to reach the
organizational goals together with the employees.
The worldwide rapid changes in technological developments give potential to the HR, but brings also risks in bias.
e.g. smartphones at work, AI helps to create efficient processes but gives also risks in bias.
1.2 Public sector peculiarities
Three criteria that discerns organizations into varying degrees of ‘publicness’
Ownership Who owns the organization? Public organizations are more likely to be government-owned or owned
by the public community, while private organizations are often privately owned (by one or more
stakeholders).
Funding What is the (main) source of financial resources for this organization? Public organizations are more
likely to be publicly or government-funded, while private organizations often rely on customers and/or
shareholders.
Authority Is the organization controlled by political authority and, if so, to what extent? Public organizations are
almost always subject to political control, while private organizations are controlled by market forces.
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