Organisational Behaviour
(2021)
Erasmus University Rotterdam
Healthcare management
Summary of lectures by Dana Bechan
Organisational Behaviour
Erasmus University Rotterdam
,Content:
Inhoud
Lecture 1: Organisational behaviour (Intro and HRM)............................................................................3
Lecture 2: Organisational behaviour (HRM and context).......................................................................9
Lecture 3: Organisational behaviour (Leadership)................................................................................14
Lecture 4: Organisational behaviour (Teams).......................................................................................27
Lecture 5: Organisational behaviour (Professionals)............................................................................32
,Lecture 1: Organisational behaviour (Intro and HRM)
The healthcare setting is dynamic, demanding (increasing) and challenging.
- People get older, higher prevalence of chronic diseases and multimorbidity. Supply doesn’t
increase with the same speed.
- If we don’t change anything, at some point we will need to provide 25%-50% of our income
to healthcare. So, we need to provide more care, with the same or less resources!
Healthcare organisations still aim to provide safety, high quality care, effectiveness, patient
centeredness. You need to be there for your patients but also your employees (create a happy
workplace). This could e.g. lead to lesser employees quitting their jobs saves money on training
and recruitment of new employees.
We want to see what happens at the organisational level, but also group level and
individual level. This is all framed within the healthcare setting context.
Organisational behaviour: “A field of study that investigates the impact that individuals,
groups, and structure have on behavior within organizations, for the purpose of applying such
knowledge toward improving an organization’s effectiveness.”
- It’s about understanding behaviour, influenced by different levels (individual, group and
structure).
HRM: a translation on how you can practically influence individual behaviour.
- Human: employment relationship (employer and employee)
- Resource: human capital; employees as resources to achieve organizational success through
knowledge, skills and competencies.
- Management: activities to let employees act is a desired way in order to achieve
organizational success.
The management of work and people towards desired ends.
HRM involves management decisions related to policies and practices that together shape
the employment relationship and are aimed at achieving individual, organizational, and
societal goals.
Humans are your resources that you can steer towards a goal. These goals can be on
different levels; organisational level (effectiveness, profit, efficiency), individual level
(wellbeing), societal level (self-management, ethical, self-awareness).
Examples of organisations with strong HRM;
- Education plan for people working outside the healthcare setting but want to make a
transfer. Offered 2 year education plan and start working creativity, well-being, openness
of the organisation improved.
- Reducing the registration burden. What kind of registration is needed, what’s need for care,
and what will we not do?
, Strategic HRM:
- Combining your HRM into your business strategy. Make sure you have a good strategy but
also that you achieve your goals on organisational level.
- “Strategic human resource management is defined as the pattern of planned human
resource deployments and activities intended to enable an organization to achieve its goals.
It involves all of the activities that are implemented by an organization to affect the behavior
of individuals in an effort to implement the strategic needs of a business.”
Evolution:
- There was an evolution from personnel management to human
resource management.
o From HR backstage (personnel department), to a shared
responsibility. HR is also on the work floor (responsibility
of your manager, team leader).
o HRM is not only about HR instruments, but also about
work design. How to create autonomy, design teams (e.g. self-management), better
work life balance.
o The shift: shift from employees as costs, towards seeing employees as human capital.
They’re one of your most important resources and they’re also a goal in itself (e.g.
employee satisfaction).
Major developments in HRM:
- Managing talent (putting people into their strengths, instead of repeating and working on
weaknesses)
- Managing work-life balance
- Managing change and cultural transformation
- Becoming a learning organization (learning environment. Not only focussing on what goes
wrong but also create a culture to reflect on what goes well).
- Improving leadership development (what is a good leader, should it involve ethics?)
Hard HRM versus soft HRM:
- Hard HRM: Focussing on added values. Employees are your resources. It’s about input versus
output; creating added value.
- Soft HRM: focussing on employees as very important. It’s important how they feel and
interact with each other. Their wellbeing is also a goal in itself. Focus also on moral values,
not only on economics.
Foundational models of (S)HRM:
- Michigan model: narrow
o Hard HRM
o McGregor: theory X
o Incentive to perform (building incentives for your employee to perform better)
