Samenvatting
Summary organizational behavior (lectures, literature, workgroups)
- Instelling
- Erasmus Universiteit Rotterdam (EUR)
Summary organizational behavior (lectures, literature, workgroups) Master Health Care Management
[Meer zien]Voorbeeld 4 van de 59 pagina's
Voorbeeld 4 van de 59 pagina's
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Voorbeeld van de inhoud
Summary organizational behaviorIndex
Week 1 – Organizational Behavior ........................................................................................... 2
Lecture ................................................................................................................................................2
Workgroup 1 – literature + assignments ............................................................................................9
Week 2 – Leadership ................................................................................................................ 13
Lecture ..............................................................................................................................................13
Workgroup 2: summaries of literature + individual assignment .......................................................19
Week 3 – Teams ......................................................................................................................... 27
Lecture + literature............................................................................................................................27
Workgroup 3: summaries of literature + assignments ......................................................................33
Week 4 – dilemma game (no workgroup/literature/lecture)................................................ 38
Week 5 – Professionals ............................................................................................................ 39
Lecture + literature............................................................................................................................39
Workgroup 5: summaries of literature + assignments ......................................................................44
Week 6 – performance .............................................................................................................. 50
Lecture + literature............................................................................................................................50
1
, Week 1 – Organizational Behavior
Lecture
• What is OB and HRM?
• HRM approaches
• The relationship between HRM and performance
• Performance
• Context
What is OB and HRM?
Organisational behaviour:
“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 organization’s effectiveness.”
Human Resource Management:
• Human: employement relationship employer and employee
• Resource: human capital; employees as resources to achieve organizational succes
through knowledge, skills and competencies
• Management: activities to let employees act is a desired way in order to achieve
organizational succes
The management of work and people towards desired ends (Boxall et al., 2007)
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 (Boselie, 2010).
Strategic HRM (SHRM) (Paauwe, J., & Farndale, E): “Strategic human resource
management is defined as the pattern of planned human resource deployments and
activities intended to enable an organization to achieve its goals .”
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 = focus on resources; added values
Soft = focus on human; moral values
Foundation models of (S)HRM
Michigan model (Fombrun et al., 1984): Narrow
• Hard HRM
• McGregor: Theory X à you have to control and steer employees
• Organizational strategy and mission are central
Harvard model (Beer et al., 1984): Broad
2
, • Soft HRM
• McGregor: Theory Y à employees are motivated, and even if they don’t they still
do their job
• HRM facilitates, employees are central
HR practices or systems
• Individual practices
• HRM system/HPWS: bundle of HR activities
that increase organizational performance
HR practices alone don’t lead to better performance.
We have to have a design for it. It could be negative or
positive.
HPWS
“While there is variance in the specific items included as ‘high commitment’ or ‘high
performance’ HRM practices, both conceptual (e.g., Pfeffer, 1998) and empirical work tends
to focus on HRM practices related to:
• Performance appraisal/ management
• Training
• Decentralization
• Participatory mechanisms
• Team-based structures
• Employment security
• Staffing (recruitment/selection)
• Compensation”
Core vs peripheral workers à we need to have different strategies for different groups
of people: HR differentiation
The differentiated workforce
Q1 you want high commitment core of your
organization
Q2 you want to keep them satisfied. Enable to
work good
The relationship between HRM and performance
3
, ‘’HRM diminishes patient death in hospitals’’
4 ways of relationships between HRM and
performance that could use to ‘’try’’ to answer
this question:
• Reverse causality=organizations who
perform better have more time and
money to spend on HR activities.
Performance à HR and the other way
around.
Control variables: what type of
organization it is
HRM and performance: Black Box
Blackbox refers to that we don’t know exactly
why/how hr activities lead to better
organizational performance. We have different
elements that we could say how it could lead.
• For example, multisource; multi level and employees perceptions à these can
explain the blackbox
Effects of HR-practices
• Intended=what you believe. Writing down in documents; HR meeting; internet site.
• Actual = intended strategy is not the same as the actual strategy. Because you can
have a vision but it could be different in practice.
Those steps make it difficult to say that HR leads to performance.
4
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