HUMAN RECOURSE MANAGEMENT
LES 1
Inhoud
1. Introductie.............................................................................................................................................................1
1.1 Definitie...........................................................................................................................................................2
1.2 Taken voor HR- afdeling..................................................................................................................................2
1.3 HRM versus klassiek personeelsbeleid............................................................................................................3
1.4 Modellen.........................................................................................................................................................4
1.4.1 Instroom – doorstroom – uitstroom model.............................................................................................4
1.4.2 MICHIGAN-MATCHING MODEL van FOMBRUN, TICHY EN DEVANNA (1984).........................................5
1.4.3 HARVARD MODEL (BEER ET AL., 1984)....................................................................................................6
1.4.4 MODEL VAN ULRICH (1997).....................................................................................................................7
2. Prestatie................................................................................................................................................................8
2.1 Soorten prestatie.............................................................................................................................................8
2.1.1 Organizational Citizenship Behavior........................................................................................................8
2.1.2 Counterproductive Work Behavior..........................................................................................................9
2.2 Competenties..................................................................................................................................................9
2.2.1 Competentie: definitie.............................................................................................................................9
2.2.2 Twee soorten competenties....................................................................................................................9
2.2.3 Competentiemanagement.......................................................................................................................9
3. Determinanten van gedrag.................................................................................................................................10
3.1 Model van Lewin (1936)................................................................................................................................10
3.2 Belangrijke individuele kenmerken...............................................................................................................11
3.2.1 Persoonlijkheid (PH)...............................................................................................................................11
3.2.2 Perceptie................................................................................................................................................13
4. Motivatie.............................................................................................................................................................15
4.1 BEHOEFTENHIËRARCHIE (MASLOW, 1943)...................................................................................................15
4.2 Zelfdeterminatietheorie (DECI & RYAN, 2000).............................................................................................15
4.2.1 Tips voor HR en leidinggevenden...........................................................................................................16
1. INTRODUCTIE
1
, 1.1 DEFINITIE
HRM = a distinctive approach to employment management which seeks to achieve competitive
advantage through the strategic deployment of a highly committed and capable workforce, using an
array of cultural, structural and personnel techniques (Storey)
Optimale arbeidssituatie creëren waarin werknemers zo goed mogelijk kunnen presteren én
zich goed voelen. Het doel is om medewerkers gemotiveerd te houden, goed op te leiden en
ervoor te zorgen dat de organisatiecultuur en -structuur dit ondersteunen.
1.2 TAKEN VOOR HR- AFDELING
Gerichte wervingscampagnes
Selectieprocedure aanpassen om kandidaten te vinden die passen bij de organisatiecultuur
Meter/peter voor nieuwe verpleegkundigen, mentorschapsprogramma
Training voor leidinggevenden (motivatie, …)
Initiatieven om de werkdruk te verlagen
Welzijnsbeleid uitwerken (bv. preventie burn-out)
Exitgesprekken voeren
Beloningssystemen evalueren (bv. vergoeding van onregelmatige uren)
HR-data analyseren (verloop, absenteïsme, tevredenheid) à input voor HR-strategie
…
2
, 1.3 HRM VERSUS KLASSIEK PERSONEELSBELEID
3
LES 1
Inhoud
1. Introductie.............................................................................................................................................................1
1.1 Definitie...........................................................................................................................................................2
1.2 Taken voor HR- afdeling..................................................................................................................................2
1.3 HRM versus klassiek personeelsbeleid............................................................................................................3
1.4 Modellen.........................................................................................................................................................4
1.4.1 Instroom – doorstroom – uitstroom model.............................................................................................4
1.4.2 MICHIGAN-MATCHING MODEL van FOMBRUN, TICHY EN DEVANNA (1984).........................................5
1.4.3 HARVARD MODEL (BEER ET AL., 1984)....................................................................................................6
1.4.4 MODEL VAN ULRICH (1997).....................................................................................................................7
2. Prestatie................................................................................................................................................................8
2.1 Soorten prestatie.............................................................................................................................................8
2.1.1 Organizational Citizenship Behavior........................................................................................................8
2.1.2 Counterproductive Work Behavior..........................................................................................................9
2.2 Competenties..................................................................................................................................................9
2.2.1 Competentie: definitie.............................................................................................................................9
2.2.2 Twee soorten competenties....................................................................................................................9
2.2.3 Competentiemanagement.......................................................................................................................9
3. Determinanten van gedrag.................................................................................................................................10
3.1 Model van Lewin (1936)................................................................................................................................10
3.2 Belangrijke individuele kenmerken...............................................................................................................11
3.2.1 Persoonlijkheid (PH)...............................................................................................................................11
3.2.2 Perceptie................................................................................................................................................13
4. Motivatie.............................................................................................................................................................15
4.1 BEHOEFTENHIËRARCHIE (MASLOW, 1943)...................................................................................................15
4.2 Zelfdeterminatietheorie (DECI & RYAN, 2000).............................................................................................15
4.2.1 Tips voor HR en leidinggevenden...........................................................................................................16
1. INTRODUCTIE
1
, 1.1 DEFINITIE
HRM = a distinctive approach to employment management which seeks to achieve competitive
advantage through the strategic deployment of a highly committed and capable workforce, using an
array of cultural, structural and personnel techniques (Storey)
Optimale arbeidssituatie creëren waarin werknemers zo goed mogelijk kunnen presteren én
zich goed voelen. Het doel is om medewerkers gemotiveerd te houden, goed op te leiden en
ervoor te zorgen dat de organisatiecultuur en -structuur dit ondersteunen.
1.2 TAKEN VOOR HR- AFDELING
Gerichte wervingscampagnes
Selectieprocedure aanpassen om kandidaten te vinden die passen bij de organisatiecultuur
Meter/peter voor nieuwe verpleegkundigen, mentorschapsprogramma
Training voor leidinggevenden (motivatie, …)
Initiatieven om de werkdruk te verlagen
Welzijnsbeleid uitwerken (bv. preventie burn-out)
Exitgesprekken voeren
Beloningssystemen evalueren (bv. vergoeding van onregelmatige uren)
HR-data analyseren (verloop, absenteïsme, tevredenheid) à input voor HR-strategie
…
2
, 1.3 HRM VERSUS KLASSIEK PERSONEELSBELEID
3
