100% tevredenheidsgarantie Direct beschikbaar na je betaling Lees online óf als PDF Geen vaste maandelijkse kosten
logo-home
Eerder door jou gezocht
Eerder door jou gezocht
logo
Summary of Strategic Human Resource Management Handelswetenschappen UGent €5,48
In winkelwagen
Snel navigeren naar
Voorbeeld
  2.  
  3. Universiteit Gent (UGent)
  4.  
  5. Handelswetenschappen
  6.  
  7. Strategic Human Resource Management (F710336)

Samenvatting

Summary of Strategic Human Resource Management Handelswetenschappen UGent

3 beoordelingen
 24 keer verkocht
  • Vak
  • Strategic Human Resource Management (F710336)
  • Instelling
  • Universiteit Gent (UGent)
  • Boek
  • Strategic HRM and Performance

Summary of Strategic Human Resource Management of Alex Vanderstraeten. The summary includes the whole book, slides of the classes and my own notes. I passed this course on the first try with this summary

Voorbeeld 6 van de 75  pagina's

Document informatie

  • Ja
  • 19 februari 2020
  • 75
  • 2019/2020
  • Samenvatting

Onderwerpen

  • f710336
  • stragetic hrm
  • alex vanderstraeten
  • universiteit gent
  • ugent
  • strategic human resource management

Gekoppeld boek

book image

Titel boek:

Auteur(s):

  • Uitgave:
  • ISBN:
  • Druk:

Meer samenvattingen voor studieboek

  • Samenvatting Strategic HRM - 2021-2022
  • Samenvatting HRM in overheidsorganisaties
  • Summary: HRM in public organizations
Alles voor dit studieboek (8)

Geschreven voor

  • Universiteit Gent (UGent)
  • Handelswetenschappen
  • Strategic Human Resource Management (F710336)
Alle documenten voor dit vak (1)

3  beoordelingen

review-writer-avatar

Door: amelieheyvaert • 3 jaar geleden

Het vak wordt in 2021-2022 gegeven door een andere prof. Volgt wel nog altijd dezelfde structuur dus zeker wel nuttig. Hier en daar gewoon wat dingen anders bij de nieuwe prof.

review-writer-avatar

Door: Arianevanbellinghen • 4 jaar geleden

review-writer-avatar

Door: fayevagenende • 4 jaar geleden

Verkoper

avatar-seller
Maudekow

Ontvangen beoordelingen

Voorbeeld van de inhoud

Strategic HRM



STRATEGIC HUMAN RESOURCE
MANAGEMENT
INHOUD

Introduction...............................................................................................................................................................4
Part 1: The instrumental dimension..........................................................................................................................5
The basic elements of the instrumental dimension..............................................................................................5
The history of administrative control towards internal service........................................................................6
The role of social partners in setting up instrumental systems........................................................................7
The core business of the instrumental dimension............................................................................................7
The 5 ‘E’s in setting up the instrumental HRM................................................................................................11
Towards a more transparent, legitimate, forward-looking and result-driven service.......................................12
Transparency is more than objectivity............................................................................................................12
The search for justice in HRM.........................................................................................................................12
Less administration and more strategy...........................................................................................................14
The HRM department: towards more result-oriented approach...................................................................14
The organization of HRM services......................................................................................................................15
HRM and continuous improvement................................................................................................................15
HRM and reengineering..................................................................................................................................15
HRMIS: the way to an ICT-driven expert system in HRM................................................................................18
Outsourcing, insourcing and co-souring.........................................................................................................19
HRM-shared service centers...........................................................................................................................19
Part 2: The people dimension.................................................................................................................................19
Motivation and wellbeing of employees.............................................................................................................20
Human relations: the first steps in socio-technical thinking in HRM..............................................................20
The big challenge to motivate employees......................................................................................................21
The importance of social exchange between leader and employee..............................................................22
From compliance to commitment in HRM......................................................................................................22
The old theories of motivation........................................................................................................................23
Actual motivation: a complex mix of behavioral influence.............................................................................24
The role of leadership in motivating employees.................................................................................................29
The changing role of executives and managers..............................................................................................29
From transactional to innovative leadership..................................................................................................30
Leadership and management..........................................................................................................................33
Towards strategic leadership in organizations................................................................................................34



1

, Strategic HRM


The importance of the social environment.........................................................................................................34
The supportive role of HRM for line manager................................................................................................34
Social- technological service...........................................................................................................................34
Internal communication..................................................................................................................................35
Developing flexible working conditions..........................................................................................................35
Team management as a system for intensive collaboration..........................................................................36
Towards a safe, comfortable and challenging work environment.................................................................36
The people dimension as social added value for the organization.................................................................36
Part 3: The strategic dimension..............................................................................................................................36
The essence of strategic HRM.............................................................................................................................36
From ad hoc personnel management towards a proactive human resource management..........................36
The debate on strategic HRM versus personnel management......................................................................37
HRM: strategic thinking and acting in relation to the environment...............................................................38
Basic models in strategic HRM........................................................................................................................40
Towards a strategic value chain for HRM.......................................................................................................42
Strategic HRM and HRM strategy...................................................................................................................43
Four approaches in strategic HRM......................................................................................................................44
The universalistic approach: a ‘one best way’ of HRM?.................................................................................44
The contingency approach..............................................................................................................................45
The configuration approach............................................................................................................................47
The contextual approach................................................................................................................................48
HRM as a mix of approaches...........................................................................................................................49
Strategic HRM: vertical as well as horizontal integration...................................................................................50
The realization of vertical integration: HRM as a contribution to the organizational strategy......................50
Horizontal integration: from practice to policy...............................................................................................50
Requirements for strategic integration...........................................................................................................51
The need for an accurate follow-up of HRM...................................................................................................53
Strategic HRM from a multiple stakeholder approach...................................................................................53
Sustainable HRM: a new challenge.................................................................................................................54
Towards a measurement culture in HRM.......................................................................................................55
Performance management as HRM enhancement........................................................................................56
Part 4: The organizational dimension.....................................................................................................................57
Organizational structures and cultures as preconditions for an effective HRM.................................................57
The actual challenge for organizations...........................................................................................................57
The significance of organizational cultures for HRM......................................................................................59
Some views on organizational cultures...........................................................................................................60
The role of HRM in an international and cultural context..............................................................................61

2

, Strategic HRM


The necessity of organizational structures.....................................................................................................62
Facilitating organizational designs......................................................................................................................62
The instrumental organization........................................................................................................................62
The quality organization..................................................................................................................................62
The results-oriented organization...................................................................................................................63
The client-centered organization....................................................................................................................65
The people organization..................................................................................................................................65
Team organization as a results-oriented form of cooperation.......................................................................66
The learning organization................................................................................................................................67
The flexible organization.................................................................................................................................68
The innovative organization............................................................................................................................68
The search for facilitating structures and cultures.........................................................................................69
Facilitating designs and organizational development.....................................................................................69
The organization of the HRM function................................................................................................................69
Trends in the strategic positioning of HRM....................................................................................................69
Organizational solutions for developing HRM................................................................................................70
The role of HRM in the organization...............................................................................................................71
HRM roles from a four-dimensional approach...............................................................................................73




3

, Strategic HRM



INTRODUCTION

Four-dimensional model for Human Resource Management

 Grasp the complexity of Human Resource Management
 Why-question is very important
 How do I have to look at the problem to find a solution
 HR is a paradox
o Sometimes you need to do this and other times that
o Depends on the situation what solution you need to use

Central message

 Moving from operational to strategic and organizational HRM
 20 years ago  no HR-manager on the board; not important
 Now  more than 80% of the HR-managers are on the board

Knowledge worker

 Service industry  Belgium 70-80%
 How to cope with knowledge, clients … working with our brain and not with our hands
 Very big challenge for HR
 Expertise is not experience
o HR-managers don’t need to select on experience
o Talent and competences are very important
 Find the right person on the right place on the right time
 People constantly move from one job to another job
 Shift from routine tasks to creativity  HR creates infrastructure and facilities where people can think
out of the box and workers don’t need to follow rules
 Working at home  work-life balance became more important

2 big challenges of the HR-manager

 How do we find talent?
 How do we keep the talent in the company?
  always think about the why question!

2 big challenges for companies

 ICT  coping with data analytics
 Lifelong learning  how to bring in talent and coping with lifelong learning

4 dimensions

 Paradox
o Control versus development
o Systems versus people
 Every time you have a problem you need to look at all the four aspects and find the best solution for
all four and not for only one
 Dimensions
o Instrumental dimensions
 Formal regulations


4

, Strategic HRM


 When you have a start-up; this is the first thing that you do
 Clear rules and regulations
 Beginning of HR
 Will disappear because of technology
 Ex. rules, procedures, work systems, administration, paperwork …
o People dimension
 Typical focus on the human side
 You have rules and regulations, but you have to communicate it and work with them
 Sometimes you make exceptions
 Motivation is also a big problem
 Ex. motivation, working conditions, leadership, internal communication …
o Strategic dimension
 Taking care of the future and looking into the future
 Being proactive
 We do not recruit people for today but for the future
 HR-manager of today need to look at the future
 Ex. strategy, goals and objectives, measurement, added value …
o Organizational dimension
 Most difficult one
 We have to change organizations because they are not very productive
 Why?  innovation
 Difficult because it is about of power
 Ex. structure and culture, organizational design, organizational development …




PART 1: THE INSTRUMENTAL DIMENSION

THE BASIC ELEMENTS OF THE INSTRUMENTAL DIMENSION

Instrumental dimension

 Most traditional and best-know approach
 Efficiency, discipline and hard work at a low price
 Focused on controlling people and pursuit of obedience and total respect for the managers
 Questions  procedures, discipline, regulations and payroll
 Example  Taylor
o Lot of physical work and not brainwork
o Combining workers and machines


5

, Strategic HRM


o Men should behave like machines
o Only interested in the labor and not in their private lives


THE HISTORY OF ADMINISTRATIVE CONTROL TOWARDS INTERNAL SERVICE
Instrumental dimension

 Focused on efficiency questions
 Person and organization as a machine
o No thinking for the worker  needs to obey and apply structures
o No control over your work  boss says faster than you need to go faster
o L’homme machine
 Right rules and procedures
 One best way
 Industrialization
 Synergy business people and academics
 Hierarchical structure
 McDonaldization
o Aims at complete controllability, the specialization of labor, uniformity, mass production and
use of routine as much as possible in the production of services
o Characterized
 Efficiency  optimization of production in terms of speed
 Calculability  tendency to calculate everything
 Predictability  uniformization of products, services and procedures
 Control  control systems through the use of technology
 Toyotism
o Japanese
o Increasing efficiency, decreasing waste, creating value for customer and using scientific
methods to decide for production or service improvement
 Instrumental employment
o Procedures and rules, prescriptions and regulations, obligations and rights and other formal
means to regulate the effort of labor in a predictable way
o Management  managing employees based on technical insights and administrative control
 Taylorism
o Scientific Management
o Natural soldiering: employee by counteracting the natural tendency to avoid working
o Need for well-defined role of labor
o Management  direct control and supervision of employee by the employer with emphasis
on discipline and technical control system
 Administrative service
 Based upon a socio-legal system of rights and obligations for employer and employee
 Administrative systems for distinctness and legal certainty
 Ex. assembly line

The importance of administrative control

 Importance of procedures
 Introduction of disciplinary interventions  tendency of natural soldiering
 Measurement of labor productivity as one of the first HRM measurement systems
 Registration systems


6

Dit zijn jouw voordelen als je samenvattingen koopt bij Stuvia:

Bewezen kwaliteit door reviews

Bewezen kwaliteit door reviews

Studenten hebben al meer dan 850.000 samenvattingen beoordeeld. Zo weet jij zeker dat je de beste keuze maakt!

In een paar klikken geregeld

In een paar klikken geregeld

Geen gedoe — betaal gewoon eenmalig met iDeal, creditcard of je Stuvia-tegoed en je bent klaar. Geen abonnement nodig.

Direct to-the-point

Direct to-the-point

Studenten maken samenvattingen voor studenten. Dat betekent: actuele inhoud waar jij écht wat aan hebt. Geen overbodige details!

Veelgestelde vragen

Wat krijg ik als ik dit document koop?

Je krijgt een PDF, die direct beschikbaar is na je aankoop. Het gekochte document is altijd, overal en oneindig toegankelijk via je profiel.

Tevredenheidsgarantie: hoe werkt dat?

Onze tevredenheidsgarantie zorgt ervoor dat je altijd een studiedocument vindt dat goed bij je past. Je vult een formulier in en onze klantenservice regelt de rest.

Van wie koop ik deze samenvatting?

Stuvia is een marktplaats, je koop dit document dus niet van ons, maar van verkoper Maudekow. Stuvia faciliteert de betaling aan de verkoper.

Zit ik meteen vast aan een abonnement?

Nee, je koopt alleen deze samenvatting voor €5,48. Je zit daarna nergens aan vast.

Is Stuvia te vertrouwen?

4,6 sterren op Google & Trustpilot (+1000 reviews)

Afgelopen 30 dagen zijn er 68175 samenvattingen verkocht

Opgericht in 2010, al 15 jaar dé plek om samenvattingen te kopen

Begin nu gratis
€5,48  24x  verkocht
  • (3)
In winkelwagen
Toegevoegd