Samenvatting
Summary ALL lectures for organisational behaviour
Well written bulletpointed summary of organisational behaviour lectures
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Why is OB important:
● Healthcare setting is a dynamic setting: increasing comorbidity, chronic diseases
○ Organizations must provide more and more complex care, more patient-centered
care
○ Supply doesnt follow this trend, there is an increasing amount of
unfulfilled jobs (so much care isn’t provided) → need to pay more for
care
Best practices and best fit:
● Best practices: universal practices (one size fits all), with idea that some practices are
always a good thing
○ Pfeffers 7 best practices:
■ Selective recruitment and selection
■ Extensive training
■ Performance related pay PRP
■ Teamwork
■ Communication
■ Job security
■ Reduction of status differences
● Best fit: practices must be tweaked to fit the context; best practice could be seen as a
first step which should then be tweaked according to the context of the organization
Chapter 6 Paauwe & Farndale:
● Mechanisms that influence the decision making in organizations:
○ 1) coercive mechanisms: external pressure, power sources stronger than the
organization
○ 2) mimetic mechanisms: benchmarking and imitation of strategies of successful
organizations (in uncertain situations)
○ 3) normative mechanisms: what is considered appropriate in this setting/context
Model SHRM by Paauwe (need to know by heart)
HRM and performance:
● Black box: causal chain
○ Bathtub model; can fit in the black box
○ Intended-actual-perceived HRM
Leadership:
● Different approaches:
○ Trait and skills approach
○ Style approach
, ○ Contingency approach
○ Value approach
● Model of Derue
● Medical leadership
Teams:
● Real team characteristics: difficult to define because it’s context based
○ Clear team boundaries
○ Team member stability
○ Interdependency
○ Reflexivity
○ Shared objectives
● ITEM model: Lemieux-Charles & McGuire (need to know by heart)
○ Use to:
■ Analyze team effectiveness
■ Improve team effectiveness
Professionals:
● Different views on professionalism:
○ 1) a list of traits and behaviors
○ 2) as a role played in society: functionalism
○ 3) as a social construction
○ 4) as means and affect of social control: critical studies
● Deprofessionalization:
○ Different types of autonomy (compliance to resistance?)
○ Is there deprofessionalization, how bad is it
● Strategies knowledge management: Waring & Currie
Organizational behavior and context
Organizational behavior:
● = 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 organizations effectiveness
● In healthcare: dynamic, demanding and challenging
Human Resource Management HRM:
● Definition (Boselie 2002):
○ Human: employement relationship employer-employee
○ Resource: human capital; employees as resources to achieve organizational
succes through knowledge, skills and competencies
○ Management: activities to let employees act in a desired way in order to achieve
organizational succes
○ = how you can practically influence behavior
● Definition (Boxall 2007):
, ○ The management of work and people towards desired ends
● Definition (Boselie 2010):
○ 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
● Evolution of HRM:
Traditional Personnel Management Human Resource Management
Instrumental and operational (focus on Strategic, contribute to organizational
administrationa and legislation) succes
Focus on HR instruments: eg Also focus on work design: eg
recruitment, selection, training, autonomy, teamwork, job enlargement
rewards
Employees represent costs Employees represent human capital
Responsibility of personnel Shared responsibility (ie line
department management)
○Major developments in HRM:
■ Managing talent
■ Managing work-life balance
■ Managing change and cultural transformation
■ Becoming a learning organization
■ Improving leadership development
● HRM approaches:
○ Hard HRM vs Soft HRM:
■ Hard HRM: Human Resource Management (= added values)
■ Soft HRM: Human Resource Management (= moral values)
Strategic HRM (= SHRM):
● = the pattern of planned human resource deployments and activities intended to enable
an organization to achieve its goals (Wright & MacMahan 1992)
○ 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
○ = combining your HRM into your business strategy
● Foundational models of (S)HRM:
○ Michigan model (Fombrun): Narrow
■ Hard HRM: humans as costs; focus on recruitment and payment
■ mcGregor: Theory X
■ Incentived to perform
■ Organizational strategy and mission are central
, ■
○ Harvard model (Beer): Broad
■ Soft HRM: humans as assets; focus on training
■ McGregor: Theory Y
■ HRM facilitates
■ Employees are central
■ Multiple performance measures
■ All about the process; well-being etc
■
● In search for synthesis (Paauwe 2015):
○ Strategic: added value, economic rationality, efficient, effective, flexibility, quality,
innovativeness
○ Human: moral values, relational rationality, fairness, legitimacy, participation,
sustainability, solidarity/trust
○ Unique approaches for sustainable competitive advantage
● HR practices/systems:
○ Individual practices
○ HRM system/HPWS: bundle of HR activities that increase organizational
performance
■ 1) empowerment-enhancing bundles
● Employee involvement in influencing work process/outcomes
● Formal grievance procedure and complaint resolution systems
● Job enrichment (skill flexibility, job variety, responsibility)
● Self-managed or autonomous work groups
● Employee participation in decision making
● Systems to encourage feedback from employees
■ 2) motivation-enhancing bundles
● Formal performance appraisal process
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