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Summary People Dimension: Chapter 4 - 6

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This resume is about the people dimension of HRM, including Chapter 4 - 6. This document contains a resume of the slides and book, by professor Alex Vanderstraeten.

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  • Chapter 4 - 6
  • 16 januari 2021
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  • 2020/2021
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PEOPLE DIMENSION

Chapter 4: Motivation and wellbeing of employees
1. The big challenge to motivate employees
- Motivation: a core problem in people management: law of action and reaction
- Commitment vs. compliance model of HRM
o Commitment of the employee is based on a calculation of possible advantages and
disadvantages and individual costs and benefits, and is mostly translated into
compliance (instead of active commitment)
o Compliance = performance (to comply = voldoen)
- Motivation through different strategies (money, incentives, social compliance, participation,
goal setting, commitment, etc.)
- Value chain of motivation: HRM  motivation  performance
- Motivation theories: Parsons

Negative Positive
External Physical influence (Threat of) physical violence Positive physical attention: hugs,
 Least accepted form pat, caress

Material influence Manipulation of the physical and Positive remuneration: bonuses,
environmental material condition: fines, salary increase (leads to
reduction in pay utilitarian commitment)
Internal Social emotive Use of social pressure and membership Consultation, inclusion,
influence to an organization (‘being part of a participation (leads to
group’): social exclusion compliance)
Normative influence An active involvement of the employee Giving people valued work,
in the organization: feelings of guilt individual growth, purpose (leads
to commitment)

2. The importance of social exchange between leader and employee
- Influencing theory can be linked with social exchange theory (Blau)
o Social exchange = favours that create diffuse future obligations, and the nature of
the return cannot be bargained exactly, are longer term and entail trust and diffuse
obligations
o Economic exchange = short term, treat more tangible forms of exchange such as
material courses, focus on fulfilling specific obligations of the formal contract
o Greatest difference: economic exchange does not entail unspecified obligations
- Inducement-contribution exchange stands central
o Inducement (aansporing) : e.g. training and development, participation, career paths,
job security, salary and extra-legal incentives  comprise the first dimension
‘offered inducement’. Second dimension is ‘job requirements’
- Employment relationships:
o Quasi-spot contract: both dimensions are low
o Under investment: not in balance (high job
requirements, low offered inducements)
o Over investment: not in balance (low job requirements,
high offered inducements)

, o Mutual investment: both dimensions are high (outperforms other relationships)
- Trust as the corner stone of social exchange
3. From compliance to commitment in HRM
- Commitment vs. control
o Cost reduction (cut labour costs; requires employee’s consent; a lot of influence for
unions which leads to consent or ‘compliance’) vs. commitment maximizers
(identification of employee with organization, leads to more trust between employer
and employee, increases employee’s involvement)
- Compliance and commitment:
o Compliance is passive, about working conditions, assumes conflicting interests
o Commitment is active, about intrinsic motivation, identification with the
organization, mutual trust
- AMO model (Appelbaum) & commitment model of HRM (Walton & Arthur)
o Commitment model leads to more participation in management decisions, greater
presence of formal collaboration systems, more attention to training in joint problem
solution, socialization programmes for (new) employees
o 3 components that can influence the discretionary behaviour of employee
 Knowledge and competence (ability)
 Incentives and stimuli (motivation)
 Have the opportunity to make joint decisions and participate (opportunity)



4. The old theories of motivation: focus on article of Herzberg
- Maslow: the hierarchy of human needs
- Herzberg: about satisfiers and dissatisfiers,
or ‘One More Time: How Do You Motivate
Employees?’

Motivation (Herzberg):

- KITA = Kick In The Ass
o Negative physical kick: not possible
in our society, ethical and social
restrictions
o Negative psychological kick: less
stressed, but just as bad, not limited
practices, subtle but not as bad as
physical violence. Bullying at work
o Positive kick: remuneration, so called carrot
o PROBLEM: does not lead to intrinsic motivation
- Two-factor theory: hygiene factors and motivators
o Previous view: high job dissatisfaction <> high job
satisfaction
o Herzberg’s two-factor view:
 Low job satisfaction <-Motivators-> High job
satisfaction
 Low job dissatisfaction <-Hygiene-> High job
dissatisfaction

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