Strategic
Human
Resource
Management
Summary
of
the
lectures
of
the
2015
–
2016
school
year
By
Mick
Verboeket
,Table
of
Contents
1
CHAPTER
1
–
INTRODUCTION
SHRM
3
2
CHAPTER
3
–
HOW
TO
CONTRIBUTE
TO
PERFORMANCE
BY
NOT
BEING
A
HUMAN
RESOURCE
MANAGER
5
3
CHAPTER
2
–
STRATEGY
SCAN
&
SIX
COMPONENT
MODEL
7
4
CHAPTER
4
–
HR
METRICS
11
5
CHAPTER
5
–
MUTUAL
GAINS?
15
6
CHAPTER
6
–
HIGH
PERFORMANCE
WORK
SYSTEMS
18
7
CHAPTER
7
–
SELECTIVE
RECRUITMENT
&
SELECTION
21
8
CHAPTER
8
–
PERFORMANCE
MANAGEMENT
23
9
CHAPTER
9
–
COMPENSATION
26
10
CHAPTER
10
–
TALENT
MANAGEMENT
28
11
CHAPTER
11
–
EMPLOYEE
PARTICIPATION
29
12
CHAPTER
14
–
SOCIAL
RESOURCE
DEVELOPMENT
32
13
CHAPTER
13
–
INTERNATIONAL
HRM
36
14
CHAPTER
12
–
HUMAN
RESOURCE
ROLES
&
COMPETENCIES
39
Strategic
Human
Resource
Management
–
Summary
Lectures
–
Mick
Verboeket
,
1
Chapter
1
–
Introduction
SHRM
There
are
three
HRM
perspectives.
-‐ Micro
HRM
(MHRM)
covers
the
sub
functions
of
HR
policy
and
practice
including
recruitment
&
selection,
induction
&
socialization
and
training
&
development.
MHRM
is
often
related
to
the
studies
in
Organizational
Behaviour
and
Occupational
Psychology,
often
focused
on
the
impact
of
single
HR
practices
on
employee
attitudes
and
behaviours.
-‐ International
HRM
(IHRM)
is
concerned
with
HRM
in
MNCs
and
HRM
across
borders
(Brewster,
2004).
It
is
focused
on
issues
such
as
the
transferability
of
HR
practices
across
business
units
in
different
countries,
the
optimal
management
of
expatriates
(employees
who
are
going
to
work
in
an
other
country
and
move
their
entire
family
their)
and
the
impact
of
different
institutional
country
contexts
on
human
resource
management.
-‐ Strategic
HRM
focuses
on
issues
of
linking
HRM
to
the
business
strategy,
designing
HPWSs
and
adding
value
through
good
people
management
in
an
attempt
to
gain
sustained
competitive
advantage
(Delery
&
Doty,
1996).
The
concept
of
‘fit’
plays
a
central
role
within
SHRM.
There
are
three
perspectives
in
studying
SHRM
practices:
-‐ Multi-‐actor
perspective:
multiple
stakeholders,
including:
employees,
managers,
HR
professionals,
work
councils,
trade
unions,
top
management,
shareholders,
financiers
and
government.
-‐ Broad
societal
view:
emphasis
on
different
institutional
contexts,
for
example
on
the
level
of
branches
of
industry,
regions
and
countries.
-‐ Multi-‐level
perspective:
including
the
individual
employee
perspective
and
the
strategic
organizational
perspective.
There
is
a
change
in
perspective.
Money
(salary)
is
no
longer
the
most
important
thing.
Men
needs
to
be
treated
differently:
with
more
respect
and
more
future
possibilities.
This
changing
perspective
of
SHRM
is
the
most
important
thing
in
the
book.
People
are
more
flexible
than
they
used
to
be.
Companies
where
people
can
be
flexible
(e.g.
in
their
work
times,
like
working
the
weekends
or
workplaces)
often
employ
happier
and
more
productive
employees.
We
sometimes
speak
of
a
management
/
employability
paradox,
meaning
employers
are
afraid
that
if
they
invest
a
lot
in
people,
they
move
over
to
the
competitor.
Paauwe
(2004)
says
that
human
resources
are
something
more
than
just
‘resources’.
He
argues
that
HRM
is
not
concerned
solely
with
financial
performance
and
HRM
focuses
on
the
exchange
relationship
between
employee
and
organization.
The
shaping
of
the
employment
relationship
takes
place
in
an
era
of
continuous
tension
between
the
added
value
and
moral
values.
Strategic
Human
Resource
Management
–
Summary
Lectures
–
Mick
Verboeket
3
,Boxall
&
Purcell
(2008)
says
that
HRM
covers
all
workfource
groups,
including
core
employees,
peripheral
employees
(part-‐timers)
and
contingent
workers
(flexwerkers).
According
to
them,
HRM
involves
line
and
specialist
managers
and
is
not
solely
aimed
at
employees
and
is
all
about
managing
work
and
people,
both
collectively
and
individually.
They
think
that
HRM
is
embedded
in
both
industries
and
societies.
Companies
often
only
invest
in
their
core
employees,
but
they
should
also
invest
in
their
peripheral
employees
or
contingent
workers
and
they
should
be
honest
to
them:
if
you
can’t
give
them
a
contract,
make
that
clear.
Balanced
approach:
In
the
strategic
balance
model,
organizational
success
can
only
be
achieved
when
financial
performance
and
societal
performance
of
an
organization
are
above
average
in
the
particular
population
in
which
the
organization
is
operating
(Deephouse,
1999).
This
means
that
both
the
human
factors
and
the
financial
factors
are
important
for
organizational
success.
In
this
balanced
approach,
we
speak
of
three
types
of
goals:
goals
of
the
individual
employee,
organizational
goals
and
societal
goals.
There
should
be
an
exchange
relationship,
meaning
both
employer
and
employee
do
more
for
each
other
than
just
the
necessary.
This
forms
some
kind
of
psychological
contract
(a
“contract”
where
you
want
to
work
harder
for
each
other)
Good
to
know:
-‐ A
works
council
is
to
make
sure
the
work
is
safe
and
healthy
and
people
are
respected.
-‐ In
a
job
interview,
you
have
to
make
sure
the
strategic
objectives
are
in
line
with
the
individual
objectives.
Strategic
Human
Resource
Management
–
Summary
Lectures
–
Mick
Verboeket
4
,2
Chapter
3
–
How
to
contribute
to
performance
by
not
being
a
Human
Resource
Manager
Guest
lecture
by
Lucienne
Stavenuiter
Resource:
the
raw
material
you
need
to
do
something
(e.g.
money
to
buy
something,
the
equipment
to
do
your
core
business)
The
VRIO-‐model:
Parity
means:
the
same
(gelijkheid)
Stavenuiter
says
that
you
shouldn’t
treat
people
as
resources;
you
should
treat
them
as
real
people
and
give
real
attention
to
them.
They
(your
employees)
are
your
core
capital.
Organization:
a
group
of
people
who
decided
to
co-‐operate
with
the
aim
to
achieve
a
certain
goal.
A
professional
organization
has
2
addition
goals:
(1)
participants
earn
their
living
and
(2)
continuity
(these
are
Boselie’s
ultimate
business
goals)
Employer:
a
professional
organization
having
(1)
relationships
of
authority
with
people
and
(2)
accessory
(bijkomend)
responsibilities
and
obligations.
To
influence
performance,
you
have
to:
-‐ Balance
daily
dynamics
of
the
organization
There
are
three
fields
within
an
organization:
talent,
interaction
and
process.
Within
these
circles,
there
is
continuous
movement.
When
there
is
too
little
talent,
there
is
a
dysfunctioning.
If
there’s
too
much
talent,
there
is
a
discontent.
If
there’s
too
little
interaction,
there
is
a
conflict.
If
there’s
too
much
interaction,
there
is
a
productivity
loss.
If
the
process
isn’t
good
enough,
there’s
inefficiency.
If
the
process
is
too
much
“aanwezig”,
there
is
fossilisation
(verstarring).
The
picture
on
the
right
is
exactly
what
you
want
to
achieve.
Strategic
Human
Resource
Management
–
Summary
Lectures
–
Mick
Verboeket
5
, As
a
manager,
you
can
try
and
streamline
the
people
in
order
to
create
an
effective
process.
Maybe
you
need
to
work
on
the
co-‐operation
between
people.
The
essence
of
performance
is
what
any
individual
can
contribute
to
the
main
process
of
the
organization
that
wants
to
achieve
a
specific
goal.
-‐ Enhance
and
safeguard
the
employability
of
the
people.
Employable:
The
ability
of
a
person
to
add
value
to
an
organization,
today
and
in
the
future,
while
recognising
the
value
of
the
work
for
himself.
In
the
end,
organizational
continuity
needs
people
to
be:
§ Good:
in
their
job
§ Prepared:
for
the
future;
what
do
our
costumers
need?
§ Flexible:
must
be
able
to
deal
with
things
that
happen
out
of
your
reach
§ Connected:
must
be
connected
with
people
that
are
or
aren’t
stakeholders
§ Balanced:
must
be
able
to
set
priorities
between
the
daily
work
you
have
to
do
and
spending
time
on
other
projects
§ Healthy:
being
an
economically,
sane,
healthy
organization.
Regarded
by
your
environment
as
this
is
a
good
company
/
good
employer.
This
leads
to
six
dimensions
of
employability:
§ Occupational
expertise
(good)
§ Anticipation
optimisation
(prepared)
§ Personal
flexibility
(flexible)
§ Organization
sense
(connected)
§ Balance
(balanced)
§ Work
ability
(healthy)
According
to
Stavenuiter,
the
above
is
influenced
in
a
40-‐20-‐40
ratio.
40%
is
influenced
by
the
organization
and
the
individual
itself,
20%
is
influenced
by
the
job.
Case
1:
Sander
has
a
burnout
Sander
didn’t
take
care
of
himself
and
didn’t
prepare
for
the
future.
Every
time
again
he
had
to
invent
the
wheel.
He
needs
to
learn
to
delegate
some
of
his
work.
Case
2:
The
Grontmij
struggle
They
are
very
good
at
their
job.
The
commercial
skills
of
the
people
in
the
company
weren’t
very
high
because
the
orders
came
to
them.
Because
of
the
Economic
crisis,
however,
the
organization
was
completely
frozen.
They
didn’t
have
any
time
left
to
think
about
new
things,
to
be
innovative.
Strategic
Human
Resource
Management
–
Summary
Lectures
–
Mick
Verboeket
6
