Samenvatting
Samenvatting Strategic Human Resource Management
Dit is een samenvatting van de cursus Strategic Human Resource Management
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Strategic Human Resource ManagementInhoudsopgave
Hoorcolleges................................................................................................................................................. 2
Hoorcollege 1.......................................................................................................................................................2
Hoorcollege 2.......................................................................................................................................................3
Hoorcollege 3.......................................................................................................................................................8
Hoorcollege 4.....................................................................................................................................................11
Hoorcollege 5.....................................................................................................................................................16
Hoorcollege 6.....................................................................................................................................................20
Hoorcollege 7.....................................................................................................................................................26
Hoorcollege 8.....................................................................................................................................................30
Hoorcollege 9.....................................................................................................................................................33
Hoorcollege 10...................................................................................................................................................35
Hoorcollege 11...................................................................................................................................................39
Exam questions examples.............................................................................................................................41
Hoorcollege 12...................................................................................................................................................43
Hoorcollege 13...................................................................................................................................................47
Werkcolleges.............................................................................................................................................. 53
Voorbereiding werkcollege 1.............................................................................................................................53
Boek hoofdstuk 1...........................................................................................................................................53
Boek hoofdstuk 2...........................................................................................................................................53
Boek hoofdstuk 3...........................................................................................................................................53
Werkcollege 2 voorbereiding.............................................................................................................................54
Werkcollege 3....................................................................................................................................................55
Werkcollege 4....................................................................................................................................................56
Werkcollege 5....................................................................................................................................................56
Boek........................................................................................................................................................... 57
Hoofdstuk 1........................................................................................................................................................57
Hoofdstuk 2........................................................................................................................................................58
Hoofdstuk 3........................................................................................................................................................59
Hoofdstuk 4........................................................................................................................................................61
Hoofdstuk 6........................................................................................................................................................62
Artikelen..................................................................................................................................................... 62
Artikel werkgroep 1...........................................................................................................................................62
1
,Hoorcolleges
Hoorcollege 1
“…employees’ matter, and the management of employees (human resource management) is a
potential source for achieving organizational goals.”
Strategic human resource management in the 21st century
• Impact of organizational change
• Competitiveness
• Three perspectives (MHRM, IHRM & SHRM)
SHRM the individual goals and the organizational goals have to be aligned. You link the
HRM to the business strategy.
Polder model meetings about meetings, very many negotiations.
• Stakeholder perspective (government, customers, shareholders, employees etc.)
• Balanced approach
Organizational change
• Acquisitions
• Mergers
• Reorganizations
• Strategic alliances
• Private equity interventions
• Global crisis
• Financial crisis
• Ageing population
• Etc.
Organizational change and competitive advantage
The relevance of optimal coping with change is embedded in the concept of competitive advantage.
Competitive advantage:
• Is important for organizational survival.
• And is at least partly manageable by human resource management.
Three HRM perspectives
Micro HRM – MHRM
Micro HRM (MHRM) covers the sub functions of HR policy and practice including recruitment &
selection, induction & 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 (Wright &
Boswell, 2002).
International HRM – IHRM
International HRM (IHRM) is concerned with HRM in multinational companies (MNCs) and HRM
across borders (Brewster, 2004). 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 – SHRM
Strategic Human Resource Management (SHRM) 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 (Delery & Doty, 1996). The
concept of ‘fit’ plays a central role within SHRM.
Three perspectives in studying SHRM practices
2
, • 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 contexts, 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
Human resources are something more than just ‘resources’;
Human resource 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 moral values.
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 (Deephouse, 1999).
• Goals of the individual employee
• Organizational goals
• Societal goals
Hoorcollege 2
Leeuwendaal:
HR consulting firm
Focus on all aspects of HR / behavioral change
Culture: People oriented, open, informal yet professional
Gallup strengths-based philosophy
Learning
interventions
that focus on
talents, rather
than focusing
on weak points
work were way
more efficient.
You have to
work with your
strengths.
3
, In this way you can
see which talent
domains there are.
You can categorize
people by character
traits.
Understanding the concept of strategy
Strategy: An organization’s intention to achieve certain goals through planned alignment (or fit)
between the organization and its environment (De Wit & Meijer, 1998 in Boselie, 2014, p. 23)
Goal-based strategy based on the organization’s vision (what) and mission (how) (inspired by its
purpose, beliefs and values= why)
Strategic formulation is the process of forging a cohesive integrated set of strategies designed to
deal with the environment and achieve the business strategic goals.
Strategy implementation is the actions
the organization takes to execute the
strategy it has formulated.
The Harvard approach
4
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