Samenvatting
Samenvatting van het boek van Strategic human
Samenvatting van het boek van Strategic human
[Meer zien]Voorbeeld 4 van de 114 pagina's
Voorbeeld 4 van de 114 pagina's
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Voorbeeld van de inhoud
Strategic Human Resource ManagementHoorcollege 1; Chapter 1; introduction SHRM 21th century 29-08-16
Definition of HRM; Employee matterandthe management ofemployees (human resource management) is a
potential source for achievingorganizational goals.
Strategic HRM; a definition of HRM as “involving management decisions related to policies and practices that
together shape the employment relationships and are aimed to achieving goals, individual organizational and
societal”. (Boselie 2014 p.5)
SHRM pays extra attention to organizational context alignment with business strategy.
SHRM in the 21th century; Topics related to SHRM;
Impact of organizational change
MHRM, IRHM & SHRM (micro, international and strategic)
Multi-dimensional model of SHRM
Competitiveness
Stakeholder approaches (stakeholders are creditors, directors, employees, government (and its agencies), owner,
(Shareholders, owners of shares of the company), suppliers, unions, and the community from which the business
draws its resources)
Balanced approach
Impact of organizational change;
Acquisitions (Mergers and acquisitions, strategy of buying and selling of various companies to quickly grow a
company)
Mergers
Reorganizations
Strategic alliances (A strategic alliance is an arrangement between two companies that have decided to share
resources to undertake a specific, mutually beneficial project)
Private equity interventions
Global crisis
Financial crisis
Aging population
impact on organization impact on employees
The relevance of optimal coping with change is embedded in the concept of competitive advantage
which is important for organizational survival,
and is at least partly manageable by humanresource management.
Subthemes of HRM; MHRM, IRHM & SHRM
Micro HRM (MHRM);
o individualfeelings andperspective of people.
o Covers sub-functions of HR policy and practice (recruitment & selection)
o Close link to academic field of organizational behaviour andoccupational psychology.
International HRM (IHRM);
o how HR functions worldwide, and being in a different country and function well.
o IHRM concerned with HRM in multinational companies of across borders.
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, o Looks both at the international potentialof HR practices, but also at the international potential of
employees.
Strategic HRM (SHRM);
o focus on linking an business strategy. Addvalueto good peoplemanagement.
o 1 big role which is linked to each other influences across different departmentsresponsible to different
stakeholders.
o SHRM focuses onlinking HRM to the business strategy.
o The concept of ‘fit’ plays a central role within SHRM.
-Internal stakeholders: employees, line managers, top management, employee representatives
-External stakeholders: shareholders, financiers, trade unions, national government, local government and other
interest groups (ex. greenpeace)
Three perspectives; in Studying SHRM Practices (multidimensionele strategische HR-model):
A multi actor perspective; multiple stakeholders including employees, managers, hr professionals, work
councils, trade unions, top management, shareholders, financiers and government.
A broad societal view; with an emphasis on different institutionalcontexts, for example on the level of
branches of industry, regions and countries.
A multi level perspective; including the individualemployee perspective, and the strategic organizational
perspective.
Paauwe (2004) view on HRM
Human resource are something more than just resources
HRM is not concerned solelywithfinancial performance
HRM focuses on the exchange relationshipbetweenemployee andorganization
And the shaping of the employment relationship takes place in an area of continuous tensionbetweenthe
addedvalue(hardHRM) andmoralvalues(softHRM)
Arbeidsverhoudingen vragen om verschillende typen contracten:
-Legal contract (vakantiedagen, rechten en plichten van de werknemer, contract v.d. medewerker)
-Economic/transactional contract (salaris, hoeveel moeite/uur steekt de werknemer in het werk);
-Psychologicalcontract (verwachtingen tussen de werknemer en organisatie, staat niet geschreven);
-Sociological contract (bijv. de band met collega’s in een team).
SHRM through different frames
Structural frame;technical functions of HR, roles, static structure, cannot be influenced.
HR/psychologicalframe; individual, what are the skills, background of the employee.
Political frame; power andconflict, what do we see, potention between people.
Symbolic frame;cultural, what is the identity of the organization.
*Legge (1995): Continuous tension between addedvalue (economic side of organizational work) and moralvalues
(employees as human being with feelings, emotions, opinions)
- Hard HRM mainly focuses on economic value (human resource management)
- Soft HRM mainly focuses on the human side of organizing (human resource management)
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, Boxall & Purcell (2003): De uitdaging van HRM is om weer een balans te vinden tussen economische en morele
aspecten. Het traditionele personeelsmanagement focuste alleen op de waardevolle werknemers die talent hebben.
Het nieuwe HRM-model focust op het gehele personeelsbestand;
HRM cover allworkforce groups, including core employees, perhaps employees and contingent workers.
HRM involves line andspecialistmanagers and is not solely aimed at employees.
HRM is all about managing work and people, collectively(groups) andindividual.
HRM is embedded in industries and societies.
-Anglo-Amerikaanse model focust op het creëren van waarde voor aandeelhouders (shareholders)
-Rijnlandmodel focust ook op andere stakeholders, zoals werknemers.
The balanced approach !!
Goals of the individual employee
Organizational goals
Societal goals (in lijn met organisatie doelen)
Balancing financial and societal performance Moral standards, key to success Organizational goals, society
goals.
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, Chapter 3; HRM and Performance
HRM and performance; adding value through people
VRIO framework (Barney en Wright 1998) = Value, Rareness, Inimitability and Organization
hierarchical framework for determine potential organizational succes through internalresource
There are different performances
First level= are the resource valuable or not. valuable = normal performance
Valuable + rare temporary competitive advantage and above-average performance
Inimitability is one of the most important qualities of the resources 3de level of the VRIO
Pathdependency = dependent on unique historicalconditions (time line model)
Causal ambiguity = causalerelaties, link between resources possessed by an organization and its
sustained competitive advantage. (x y and z events -> schuine vierhoek model)
Social complexity = resources generated by an organizations advantage anddifficult to understand.
(social network between people, kris kras model van relaties tussen personen)
-Temporary competitive advantage can be created by resources that are valuable andrare.
-Sustained competitive advantage mogelijkheid om critical success factors te ontwikkelen (HR goals) die leiden
tot succes. Are affected by employee attitudes these can be influenced by HRM. Sustained competitive advantage
can be created by resources that are valuable rare difficult to imitate and supported by the organization.
Next step: creation of a value chain in HRM is linking the notion of competitive advantage goal:
Link the competitive advantage with the organizational performance.
1. Create+ maintain viability (bestaanstrecht) with adequate return to shareholders (level 2+3 vrio)
2. Striving for sustained competitive advantage
3. linking the ultimate business goals to organizational performance (HR and non-HR goals)
Critical HR goals in Boxall and Purcell’s (2003) basic framework focus on 3 desired types and level outcomes.
Labour productivity (cost effectiveness)
o Productivity represents the amount of output per unit of input. Costeffectiveness is a combination of
labour productivity and product/service quality for customers.
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