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Werkgroepen Organisational Behaviour HCM
- Instelling
- Erasmus Universiteit Rotterdam (EUR)
Vragen en antwoorden van alle werkgroepen voor het vak Organisational Behaviour
[Meer zien]Voorbeeld 2 van de 13 pagina's
Voorbeeld 2 van de 13 pagina's
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Door: stella95 • 4 jaar geleden
Voorbeeld van de inhoud
Organisational behaviourWorkgroup 1: Introduction Organisational Behaviour
Individual Assignment: Review paper West et al. (2006)
1. Summarize the article in your own words (aim, hypotheses, methods, findings and
discussion).
See week 1 literature.
2. How can the relationship between HRM and mortality be explained using the literature on
HRM and performance?
You only measure the HRM activities (in the model), not the HRM outcomes. The outcomes is
what we expect to happen (Paauwe & Richardson, 1997).
The bathtub-model: we often measure the organization level, but the real causality takes
place on the individual level but we don’t look at it. The top of the bathtub is easy to
measure. They should look more at the individual level, but it is difficult to measure because
there are a lot of people involved. It is about individual people and that is going to be a lot of
people and it will take a lot of time. It is also statistically more complicated.
The intended HR practices HR manager that intends to do something. The actual HR
practices it is about doing HR, e.g. annual review, paying more or less, this is done by the
managers of the unit (e.g. medical manager). The perceived HR practices
employees/personnel, somebody has put a HR practice in reality, it is your perception, do
you understand or for what reason it has been implemented? It is about what people
experience. What is actually done and what is perceived is different. Casus: It is mostly
intended HR practices related to organisational performance, but we don’t know what is in
between (Wright & Nishi, 2008).
3. Describe the shortfalls of this study and provide recommendations for future research.
Shortfalls:
- The HR system measure have been enhanced, but somethings could have been missing
- Small sample size
- No investigating of mediating variables, you don’t know what is cause or effect (reverse
causality)
- Common source bias: only asking HR managers about the results
Recommendations:
- Measure at more points in time
- Measure more outcomes, like duration of stay or patient satisfaction
- Measuring at different levels can open up the black box
Group Assignment: Application Contextual SHRM framework to hospitals
1. Describe the Contextually Based Human Resource Theory (CBHRT) and the Contextual SHRM
framework in your own words. What are the differences? Why was the CBHRT revised?
Contextually Based Human Resource Theory (CBHRT)
The CBHRT model distinguishes two different dimensions in the environment which more or
less dominate the crafting of HRM. The first dimension is the Product/Market/Technology
dimension (PMT). This competitive dimension shows how HRM is affected to a certain degree
by demands arising from relevant product market combinations and the appropriate
technology. These demands are usually expressed in terms of criteria such as efficiency,
effectiveness, quality, innovativeness. This dimension represents the tough economic
, rationality (added value) of competition. However, it is important to be aware of the fact that
this dimension is embedded in or corrected by a second dimension, which focuses on
institutional mechanisms. This second dimension is the Social/Cultural/Legal dimension (SCL
dimension) and embodies normative (Oliver, 1997) or relational rationality by focusing on
moral values such as fairness and legitimacy. The outcomes of market forces are guided and
corrected by prevailing values and norms (Paauwe, 2004). So, more or less widely accepted
societal values such as a fair balance in the exchange relationship between individual and
organization (fairness) and the acceptance of the behaviour of organizations in the wider
society in which they operate (social legitimacy) will also have an impact on the shaping of
HRM policies and practices (Paauwe, 2004). In addition to these two dimensions, the unique
historical grown configuration of a firm also has a bearing on shaping and structuring HRM.
This organizational/administrative heritage is the outcome of past choices and constraints
which the organization has endured and the kind of culture this has engendered (Paauwe,
2004). Next to a systems perspective the framework also takes into account an actors'
perspective by including the so-called dominant coalition. The dominant coalition includes
the people who hold the decision making power regarding HRM in the organization.
Examples of these are Board of Directors, Management Team, Chief HR officer, works council
etc. The dominant coalition is involved in shaping and selecting HRM policies and practices.
These decisions are made within a certain degree of leeway, implying that the
aforementioned three contextual dimensions are not fully determinative in shaping HR
policies. To a certain degree there is room for manoeuvre, enabling the dominant coalition to
make choices amidst of market and institutional forces/influences. The right part of the
CBHRT model shows that the unique shaping of HRM strategies is aimed at generating HRM
outcomes (e.g. commitment, motivation, retention, and employee presence) which in their
turn contribute to the performance of the organization (e.g. Boselie, 2010).
Contextually Strategic HRM Model
What do we want with this model? Take the context into account, we want to see the
influence of context on performance. In that context, we find different kinds of influences.
The competitive mechanisms are about how competitors are doing it. To survive in the
market you have to do stuff. If you are in a competitive environment and you are not doing
the right stuff, the competitor will beat you. You have to adopt to the environment. The
institutional mechanisms are about the norms and values of the society, which you as an
organisation have to conform to, otherwise you are not seen as legitimate and you will not
get certain subsidies. It is about moral standards and legitimacy: you are allowed to do the
work you are doing. Even if you don’t have many competitors, you still have to perform to be
legitimate. If they have substandard quality, they will be punished even if they don’t have
any competitors. The heritage mechanisms are about development from the past (structures,
values, norms, reputation). What we are used to do (= path dependency). If you do the next
step, you can’t ignore structures because they kind of laid a path for you. We mostly walk the
same kind of path, because the structures are already there and we can’t change them
because people are involved. The key decision makers (dominant coalition) experience a
leeway (room to manoeuvre). One hospital can have more leeway than the other, because
you have more resources and a good reputation. You are allowed to do more stuff than other
hospitals. If your hospital is doing badly, you will have less room and you have to stick to the
rules. The dominant coalition is part of the model, because they also have an effect. They
make certain decisions. It is not only about the context and heritage, but about the key
decision makers who also have a say in which type of HRM is being used. He also introduced
feedback loops, because the first performance has influence on the competitive mechanisms
etc. The boxes on the right incorporate model of Paauwe & Richardson (1997). That is also
different from the old model. The new model is more elaborate.
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