This document consists of lecture summary and notes of Managing People: a Global Perspective course (also known as HRM Practices: a Global Perspective previously) that is part of International Business Administration bachelor's program and electives mandatory for 2nd year student.
The document is basically a copy from the lecture slides, I was hoping to get some more examples and summary that was said on the information about this document.. I was just hoping that there would be some more value to this document than what I can find in the lecture slides
Door: mesuttusem • 1 jaar geleden
Hey! I hope everything went well for you. It's sad to hear that this document didn't meet your expectations, the description of the document provides clear insight into what to expect. Sometimes lectures could be exactly what the slides are without any additional details, examples or information. Wish you all the best with your studies!
HRM Practices: A Global
Perspective
Lecture 1
Practices: Five Core Practices
What are HRM practices ?
- Employee relations and collective communication
- Recruitment & selection
- Performance management
- Rewards
- Training & development
Employee relations and collective communication
- Employee relations concerns matter of overarching employment or
collective workforce policy, such as bargaining and expression of
collective voice of employees
- Current trends & challenges
- Changing nature of work: tele-working
- e-HRM
- Importance of employee and collective communication for employee
commitment and retention (e.g. exchange theory)
Recruitment & selection
- One of the purposes is to determine present & future sta ng needs in
conjunction with job analysis and human resource planning
- Selection: a linked but separate practice after recruitment, which involves
the identi cation of the most suitable person from a pool of applicants
- Current trends & challenges
- War for talent
- Unemployment vs tight labour markets
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, - Comparative HRM recruitment practices (2011 study)
- Internal recruitment
- Recruitment agencies
- Word of mouth
- Company website
- Educational institutions
- Comparative HRM selection practices (2011 study)
- Interview panel
- One to one interview
- Psychometric tests
- Assessment centres
- Graphology
Performance management
- The name given to the formal conversations between line manager and
employee about priorities and their achievements
- But also…
- HR designed process designed to align the workforce with the strategy
- Current trends & challenges
- HRM analytics
- E ect on outcomes
- Expectancy theory
Rewards
- People are the largest single operating cost item of most businesses
- Using rewards to motivate employees and/or engender their active
commitment or engagement
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, - Current trends & challenges
- Bonuses
- Performance related pay
- Pay di erences
- E ects on outcomes
- Motivation theory
- E ciency wage theory
Training & development
- Training: planned and systematic modi cation of behaviour through
learning events, programs and instruction which enable individuals to
achieve the levels of knowledge, skill and competence to carry out their
work e ectively
- Development: the growth or realisation of a person’s ability and potential
thought the provision of learning and educational experiences
- Current trends & challenges
- Talent management
- Employability
- Learning organisation
- E ects on outcomes
- Psychological contract theory
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, Lecture 2
HRM and Context
Lecture outline
- HRM in context: gaining insight in various theories, perspective and
models on the relationships between HRM and (national) context
- Theoretical perspectives
- Best t vs best practices
- Universalistic, contingent, con gurational and contextual perspectives
- Contextually based human resource theory
- Empirical application
- CRANET
HRM in context
- 3 main approaches
- Cross-cultural management
- HRM across cultures
- International HRM
- Issues related to the management of HRs in MNC’s
- Comparative HRM
- Di erences / similarities in HRM across countries
Relevance of international HRM and comparative HRM
- Business and management has globalised
- A growing extension, intensity and velocity of interactions associated
with deepening impact, such that the e ects of distant events can be
highly signi cant elsewhere
- Management should be international and outward-looking
- Requirements to compare and learn from di erent nations and cultures
- MNCs need international management skills and knowledge transfer to
subsidiaries
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