Organisational behavior
Week 1
Lecture
OB: 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.
HRM: the management of work and people towards desired ends (Boxall). 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).
- 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 is a desired way to achieve organizational success
Major developments in HRM: managing talent, managing work-life balance, managing change and
cultural transformation, becoming a learning organization, improving leadership development
Strategic HRM (SHRM): the pattern of planned human resource deployments and activities intended to
enable an organization to achieve its goals. It involves all of the activities that are implemented by an
organization to affect the behavior of individuals to implement the strategic needs of a business.
HRM approaches:
Hard HRM focuses on added values (employees as resource).
Soft HRM focuses on moral values (well-being of employees is important).
Michigan model: narrow. Hard HRM. McGregor: theory X. Incentived to perform. Organizational strategy
and mission are central.
Harvard model: broad. Soft HRM. McGregor: theory Y. HRM facilitates. Employees are central. Multiple
performance measures.
, In search for synthesis:
HR bundles/systems:
- Empowerment-enhancing bundles: employee involvement, self-management of autonomous
groups, participation in decision-making
- Motivation-enhancing bundles: incentive plans, linking pay to performance, employee benefits
- Skill-enhancing bundles: job-based skill training, recruiting, job descriptions
These bundles -> effective discretionary effort -> firm performance.
Uniqueness/ High Q4 Alliances/Partnerships Q1
irreplaceability Collaborative-based HR Knowledge-based employment
configuration Commitment-based HR configuration
Low Q3 Q2
Contractual work Job-based employment
Compliance-based HR configuration Productivity-based HR configuration
Low High
Strategic value
Week 1
Lecture
OB: 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.
HRM: the management of work and people towards desired ends (Boxall). 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).
- 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 is a desired way to achieve organizational success
Major developments in HRM: managing talent, managing work-life balance, managing change and
cultural transformation, becoming a learning organization, improving leadership development
Strategic HRM (SHRM): the pattern of planned human resource deployments and activities intended to
enable an organization to achieve its goals. It involves all of the activities that are implemented by an
organization to affect the behavior of individuals to implement the strategic needs of a business.
HRM approaches:
Hard HRM focuses on added values (employees as resource).
Soft HRM focuses on moral values (well-being of employees is important).
Michigan model: narrow. Hard HRM. McGregor: theory X. Incentived to perform. Organizational strategy
and mission are central.
Harvard model: broad. Soft HRM. McGregor: theory Y. HRM facilitates. Employees are central. Multiple
performance measures.
, In search for synthesis:
HR bundles/systems:
- Empowerment-enhancing bundles: employee involvement, self-management of autonomous
groups, participation in decision-making
- Motivation-enhancing bundles: incentive plans, linking pay to performance, employee benefits
- Skill-enhancing bundles: job-based skill training, recruiting, job descriptions
These bundles -> effective discretionary effort -> firm performance.
Uniqueness/ High Q4 Alliances/Partnerships Q1
irreplaceability Collaborative-based HR Knowledge-based employment
configuration Commitment-based HR configuration
Low Q3 Q2
Contractual work Job-based employment
Compliance-based HR configuration Productivity-based HR configuration
Low High
Strategic value
