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Summary + lecture notes Strategic HRM
- Instelling
- Radboud Universiteit Nijmegen (RU)
Summary of the Boselie book from SHRM. Lecture notes from all of the lectures
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Voorbeeld 4 van de 50 pagina's
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Summary Strategic Human Resource ManagementLecture 1 (05-09-22)
Introduction to Strategic HRM
Strategic Human Resource Management in the 21 st century:
- Impact of organizational change
- Competitiveness
- Three perspectives (MHRM, IHRM, SHRM)
- Stakeholder perspective
- Balanced approach
Organizational change:
Organizational change and competitive advantage:
The relevance of optimal coping with change is embedded in the concept of
competitive advantage.
Competitive advantage:
- It is important for organizational survival
- And is at least partly manageable by human resource management
Micro HRM:
- Covers the sub functions of HR policy and practice including recruitment and
selection, induction, and socialization, and training/development
- MHRM is closely 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:
- Concerned with HRM in a multinational company (MNC’s) and HRM across
borders. IHRM is focused on issues such as the transferability of HR practices
across business units in different countries, the optimal management of
expatriates 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 high
performance work systems and adding value through good people
management in an attempt to gain sustained competitive advantage. the
concept of ‘fit’ plays a central role with SHRM.
Three perspectives in studying SHRM practices:
- A multi-actor perspective: multiple stakeholders including employees,
managers, HR professionals, works councils, trade unions, top management,
shareholders, financiers, and government
- A broad societal view: with an emphasis on different institutional context, for
example, on the level of branches of industry, regions, and countries
- A multi-level perspective: including the individual employee perspective and
the strategic organizational perspective
Paauwe (2004):
- Human resources are something more than just ‘resources’
- Human resources management is not concerned solely with financial
performance
- Human resource management focuses on the exchange relationship between
employee and organization
- And the shaping of the employment relationship takes place in an era of
continuous tension between the added value and the moral values
Boxall and Purcell (2008):
- HRM covers all workforce groups, including core employees, peripheral
employees and contingent workers
- HRM involves line and specialist managers, and is not solely aimed at
employees
- HRM is all about managing work and people collectively and individually
- HRM is embedded in industries and societies
The 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
Goals of the individual employee
Organizational goals
Societal goals
Lecture 2 (09-09-22)
Guest lecture Leeuwendaal
Leeuwendaal:
- HR consulting firm
- Focus on all aspects of HR / behavioural change
- Focus on public domain in the Netherlands (care, government, education)
- Culture: people oriented, open, informal yet professional
, - Gallup strength-based philosophy
They have about 180 employees, headquarters in Den Haag and Utrecht. Founded
in 1990.
Three pillars of Leeuwendaal
1. Develop we enable you to discover, develop, and leverage all talents within
your organization
2. Organize we help to create the conditions for excellent, sustainable
performance in your organization
3. Strengthen we ensure that all key positions in your organizations are fully
occupied. The right people in the right place, temporarily or permanent.
Don Clifton and Gallup:
- Worked for the university of Nebraska as a psychologist
- After WW1 he wanted to focus on ‘why people excelled’
- Discovered: learning interventions that focus on talents, rather than focussing
on weak point work were way more efficient
- Discovered: using your talents is key to successfully finish your studies
Gallup:
- Worldwide research organization
- People who focus on using strength compared to those that don’t claim that:
They are 3 times more likely to say they experience a high quality of life
Feel 6 times more engaged in their work
Strengths based organizing
Excellent organizations:
Work with strengths
- Believe that talent is the best foundation success
- Are aware of their own talents and take responsibility to develop them further
- Know and appreciate the talents and strengths of each team member, and
encourage them to be successful
Are aimed at increasing engagement
- Have authentic attention for each team member, and help to grow in his/her
role
- Build a culture in the team that fosters collaboration and connection
- Provide adequate support and care for each member
Are focused on realizing performance
- Set clear performance goals and expectations
- Measure progress and performance
- Give feedback and direction, so that people are able to make decisions and
take action
CliftonStrenghts by Don Clifton
- Talent assessment
- 34 themes
- 4 domains
It a tool to give language to:
- What you naturally do best
- How you interact with the world
- What you might need some help with
, What is talent?
A talent is a natural pattern of thoughts, feelings, or behaviour that you can apply
productively. By investing in it, it becomes a strength.
Talent has several dimensions; they help you understand:
- What motivates you
- What your approach is to motivating others
- How you think, weigh alternatives and make decisions
- How you communicate and influence others
- How you build relationships
- How you react in specific situations
This results in knowing:
- The value you add as an individual
- The role you like to fulfil
- What you need to give the best of yourself (or what doesn’t help you)
- What you need form others (where others complement you)
Talent: a natural recurring pattern of thought, feeling, and behaviour that can be
productively applied
Strengths: the ability to consistently produce a positive outcome though near perfect
performance in a specific task
- Talent x investment = strength
Principles of a strengths-based approach:
- Leads us with positive intentions
- Talents are neutral, they are not judgements on your value
- Talents are not labels
- It’s about how you approach people, tasks and problems
- Differences are advantages
- People need each other
It is not about repairing weaknesses and prevent failure to happen, it is about
investing in talent and stimulating performance
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