Samenvatting
Summary Organizational Behavior - ESHPM HCM (GW4004MV)
In deze samenvatting worden de hoorcolleges, werkgroepen en literatuur volledig behandeld
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Voorbeeld van de inhoud
SV OB - AJ BoxemOrganizational Behavior Overview
WEEK 1
Lecture 1
Organizational behavior: 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. Different levels: individual, group, organization.
Human (= employment relationship employer and employee), resource (= human capital; employees
as resources to achieve organizational success through knowledge, skills and competencies),
management (= activities to let employees act in a desired way in order to achieve organizational
success). Good HR will lead to competitive with your competitors = strategic HRM (incorporate
strategy in HRM).
Hard HRM: resources, input à output (Michigan model)
Soft HRM: human most important resource, employees are a goal on its own (Harvard model)
Individual vs HRM bundles: select and cluster different strategies aiming to effect one characteristic
that will lead to synergy; empowerment-enhancing, motivation enhancing, skill-enhancing (AMO-
model)
Not everyone needs same HRM approach, different employees can be placed in different workforces
(high uniqueness & high strategic value = increase potential of organization).
Business strategy -> HRM -> Black box -> Firm
performance (reverse causality model)
Bath tub model: Just implementing a strategy
that might cause better outcomes isn’t going
to work; the causal relationship goes through
the INDIVIDUAL level perceptions & attitudes.
,SV OB - AJ Boxem
Jaap Paauwe
Performance
High performance / high involvement work systems:
- Challenging targets/costumer-oriented units
- Decentralization/delegation of decision making
- Work by semi-autonomous task groups/teamwork
- Performance management linked to financial performance indicators
- Business process re-engineering -> Costumor focus
- Benchmarking performance -> shareholder value
- Creating and stimulating learning and development at all organizational levels
- Information and communication: from top down to flowing in all directions
Working with head, heart, hands: engaged organization, people dedicated to the organization
HPWS: beneficial for happiness and social well-being, but in expense of your health (burnout)
High performance organizations:
- Create a value proposition that defines the workplace
- Hire people that fit the values, core competences and strategic goals
- Continuously train employees to do their jobs, offer them opportunities to grow and develop
- Design work that is meaningful and provides feedback, responsibility and autonomy
- Have a mission, strategies, goals, values that employees understand, support and believe in it
- Have reward systems that reinforce core values and strategy
- Hire and develop leaders who create commitment, trust and a motivating work environment
Added value (produce extra, hard HRM) vs. Moral values (be fair, do good, soft HRM)
Relational rationality ‘viability’: challenge of developing and maintaining sustainable relationships
Shareholder value (narrow) vs. Stakeholder value (broad)
Organizational (operational, financial) and Employee (happiness, health, social being)
à mutual gains perspective, competing outcomes perspective
Context
Ways of thinking: (’60-’80) outside-in external context, (‘90s) inside-out internal context, (’00)
balanced approach using both perspectives. Approach: best fit (contingent: if … then) vs best practice
(one size fits all). Determine driving principles. à Contextually Based Human Resource Theory.
4 types of fit: strategic/vertical fit, institutional/environmental fit, organizational fit, internal
/horizontal fit. Top = strategic, middle = organization, bottom = environmental, last = internal.
Workgroup 1
1. Summarize the article in your own words (aim, hypotheses, methods, findings and discussion).
Types of HRM practices were bundled (number of variables given) why this combination: this
combination is called High Performance, the most variables that influence the HRM. Does this have
an effect of mortality rate? Why do they expect a relation between them? HR performance has a
relation on quality of care.
Aim: to examine the potential contribution of organizational behavior theory and research by
investigating the relationship between HR policies and practices on health care outcome
Hypothesis: Greater use of a system of high-performance human resource policies and practices will
be associated with lower rates of patient mortality.
Finding: The HR system variable accounts for a significant proportion in subsequent mortality rates.
,SV OB - AJ Boxem
2. How can the relationship between HRM and mortality be explained using the literature on
HRM and performance?
Nevertheless, the strong relationship between the high performance HRM system and patient
mortality, suggests that it is the combination of a ‘bundle’ of high-performance HR practices that is
necessary.
Reverse causality model:
The article can be explained by this model, by the direct
relationship between HRM activities and Firm
Performances. Also, the model contains: training,
participation, satisfaction, involvement. They did not look
into HRM outcome. They did not measure that people will
eventually perform better. So that causes mortality
outcome. The middle box is not considered.
Bath tub model: (explained in Paauwe)
If they performed the analysis correctly, they should have
taken the individual variables into account
If you improve HR strategies on organisational level, will
have an improvement on employee and ward level, which
is again improvement in organisation.
MESO level. Only on organisational
level.
The article is only on organisational
level, we presume that things will
happen on the floor on the bath tub in
the ward, but that will affect
organisation. Not considered.
HRM performance model
In West article they look only at the actual HR practices, and not also to the intended HR practices.
Intended: strategic HR will tend to improve something
Actual HR practices: team meetings etc.: how they implement it from paper to practice.
Perceived: different than actual HR, the experiences on what your behavior is as a meeting.
perceived has most effect than what is done.
, SV OB - AJ Boxem
Employee reaction
Org. Performance: There will probably be a gap between intended and actual and perceived HR
practices. The article mentioned only the intended and organizational performance. A gap between
the rest, which can be a problem.
3. Describe the shortfalls of this study and provide recommendations for future research
HR system measure is not completely comprehensive à broad. Small sample so results are sample
specific. Non-response bias may impact results. They did not investigate mediating link between HR
system and health care. The issue of causality needs to be addressed
Preuss (2003) argues that ‘high performance’ HR systems can improve healthcare outcomes in
hospital settings in part because they promote effective information processing and decision-making
in environments where this is critical. SHRM = Strategic Human Resource Management
What can be the critique on the article?
They can improve to look at individual level.
Make a longitudinal study
They don’t follow one of the models.
Why is it so difficult to relate HR practices to outcome?
Because many variables are in between.
Models: they show causal chain that is very long. Biggest problem in research.
Group Assignment: Application Contextual SHRM framework to hospitals
Context is increasingly acknowledged as an important factor to consider and HRM models often
include a contextual dimension. Paauwe is one of the dominant authors in HRM and performance
literature who emphasizes the need to take contextual features into account. Therefore, he
developed the Contextually Based Human Resource Theory (CBHRT) in 2004. Recently, he further
developed CBHRT into the Contextual SHRM framework.
The aim of this workgroup is to apply the Contextual SHRM framework to the hospital sector.
Preparation before attending the workgroup:
1. Describe the CBHRT and the Contextual SHRM framework in your own words. What are the
differences? Why was the CBHRT revised?
2. What are the limitations of the Contextual SHRM framework?
During the workgroup;
Most hospitals deal with personnel shortage. This shortage is especially a problem in the Operating
Room (OR). Hospitals adjust their HR policy differently to solve the OR personnel shortage.
For example, hospital X has shifted their attention to India for the recruitment of OR staff. They claim
that OR staff is difficult to find on the European market. A delegation travelled to India to select
fourteen people for the position of OR assistant. There was a lot of interest among OR assistants in
India for a job in The Netherlands.
3. Explain why Hospital X chose the HR policy of searching OR staff form India, based on the
Contextual SHRM framework.
Based on the contextual SHRM model:
Competitive mechanisms are something (markets) that people are interested in.
Institutional: cultural aspects make sure that they work hard.
Legitimacy: know how is good in India, costs: cheap workers
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