Human resource management B&M (EBB617B05)
Lecture week 1 part 1 recording is introduction
Lecture week 1 part 2 recording
Introduction to HRM
1930: Taylorism and scientific management (dehumanizing)
1930-1960: Personnel management (employees were engaged in sufficient methods to
ensure quality and efficiencies)
1960: Human resource management (psychologist, employees are human, can’t treat them
like machines, need connections with other people and they have motivations (money,
recognition)
1970: Strategic human resource management (should be aligned with corporate strategies)
M in HRM
Employees are humans, not machines. So they have motivations.
Management
➢ Traditional HRM aimed for:
- Task completion, absenteeism, turnover
• Key outcomes now:
- Improve performance & productivity (effectiveness + efficiency)
- Achieve organizational goals
- Help employees prosper (e.g., engagement, own value & skills)
- Stimulate positive behaviors
- Fulfill social responsibilities
R in HRM
Employees as resources
1. Economic resources
a. Knowledge, skills & abilities
2. Intangible assets (social resources, network, senior-manager network)
a. Creativity, innovation (competitive advantages) & social capitals
3. Varying asset values
a. Star vs. non-star employees (one person can change the game, Airbus)
b. Ups and downs of employees
H in HRM
• Human needs
a. Self-determination theory (employees wants to make their own choices)
• Motivation and emotions
a. Maslow’s motivation hierarchy
• Employee wellbeing
a. Stress, burnout, satisfaction (engaged)
• Life beyond work!
a. Security and health, wellbeing, work-life balance
,Essential HRM functions
• Plan HR (what kind of people with which kind of skills → HR forecasting)
• Obtain HR (attract sufficient amount for your vacancy, where to find them)
• Manage HR (continuous performance evaluation, provide trainings)
High validity: you can compare structured interviews, evidence-based HR practices are the
key.
Lecture 1 part 3 recording
New HRM challenges (1): Globalization
• Offshoring (the relocation of a business process from home country to another,
shifting your manufacturing to lower (labor) cost countries)
• Outsourcing (the business practice of hiring a party outside a company to perform
services or create goods that were traditionally performed in-house by the
company's own employees and staff)
• Reshoring (the process of returning the production and manufacturing of goods back
to the company's original country)
Global organization > an organization that employs a workforce in different countries
throughout the world, with a view to maximizing performance by sourcing or providing
goods/and or services in a globally based market, and in which decisions are driven by
markets rather than geography.
Global participation and global employees
• Parent / home country: the country in which the company’s corporate headquarters
is located.
- Parent-country nationals
• Host country: the country in which the parent country organization seeks to locate
(or has already located) a facility.
- Host-country nationals
• Third country: a country other than the host country or parent country. A company
may, but is less likely, to have a facility there (different culture background)
- Third-country nationals
,Domestic: firms have a one-country market and serve primarily one set of customers,
management does not have to be culturally sensitive.
International: the company enters only a few other countries’ markets, initially by exporting
goods or services from the home-country location and at some point expanding production
to those secondary countries, managers must have some cultural sensitivity, but other
managers do not).
Multinational: firms need to become more efficient and lower product/service costs. The
multinational company usually has partial or full ownership of the operations in another
country.
Transnational: are a type of MNC that eliminates artificial geographical barriers without
having a real single national headquarters. Managers need to be culturally sensitive, they
have the ability to work with people of other cultures as equals. (multiple headquarters, no
real headquarters) Chapter 16.
How does it challenge HRM in 21st C.?
- Performance management: global assignment, expatriation, and reparation
➢ Global assignment and compensation
- Training and development
- Legislation compliance and labor relations
New HRM challenges (2): Changing demographic trends
• Radical diversity
• Female labor (gender diversity)
• Aging workforce (age diversity)
How does it challenge HRM in 21st C.?
Obtain HR
- Succession plans; female leadership
Performance management
- Technology challenges
Benefit and compensation
- Pension, health, and safety schemes; expat schemes
, Legislation and labor relations
- Age discrimination (younger employees working with older people)
New HRM challenges (3): Diversified employment forms
• SMEs, NGOs, start-ups, entrepreneurship
• Part-time, self-employment, portfolio working
Psychological contract: the mutual beliefs, perceptions, and informal obligations between
an employer and an employee that are distinct from the formal employment contract. Not
about written down on your paper contract.
Protean career: a career that is driven by the individual (own will) and not by the
organization.
- Security vs. employability?
- Proactive and preventive moves
New HRM challenges (4): Business sustainability & social responsibility
- Coffee beans (due to climate change)
New HRM challenges (5): Technology
HR Outsourcing (HRO): sub-contracting HR functions to external suppliers
- Payroll and taxes, training, benefits management
Digitalize HR services:
- Online hiring, online training & learning, performance reporting & appraisal
Major HRM functions
Other HRM functions?
• Occupational safety & health
• Workplace security & data privacy
• Stress and wellbeing
• Business ethics, sustainability and social responsibility
• Labor relations
• Legal environment (EEO, CAO)
Strategic HRM
Culture, structure & corporate strategy
Whenever a business operates, it has influences from
different partners, customers, suppliers
Lecture week 1 part 1 recording is introduction
Lecture week 1 part 2 recording
Introduction to HRM
1930: Taylorism and scientific management (dehumanizing)
1930-1960: Personnel management (employees were engaged in sufficient methods to
ensure quality and efficiencies)
1960: Human resource management (psychologist, employees are human, can’t treat them
like machines, need connections with other people and they have motivations (money,
recognition)
1970: Strategic human resource management (should be aligned with corporate strategies)
M in HRM
Employees are humans, not machines. So they have motivations.
Management
➢ Traditional HRM aimed for:
- Task completion, absenteeism, turnover
• Key outcomes now:
- Improve performance & productivity (effectiveness + efficiency)
- Achieve organizational goals
- Help employees prosper (e.g., engagement, own value & skills)
- Stimulate positive behaviors
- Fulfill social responsibilities
R in HRM
Employees as resources
1. Economic resources
a. Knowledge, skills & abilities
2. Intangible assets (social resources, network, senior-manager network)
a. Creativity, innovation (competitive advantages) & social capitals
3. Varying asset values
a. Star vs. non-star employees (one person can change the game, Airbus)
b. Ups and downs of employees
H in HRM
• Human needs
a. Self-determination theory (employees wants to make their own choices)
• Motivation and emotions
a. Maslow’s motivation hierarchy
• Employee wellbeing
a. Stress, burnout, satisfaction (engaged)
• Life beyond work!
a. Security and health, wellbeing, work-life balance
,Essential HRM functions
• Plan HR (what kind of people with which kind of skills → HR forecasting)
• Obtain HR (attract sufficient amount for your vacancy, where to find them)
• Manage HR (continuous performance evaluation, provide trainings)
High validity: you can compare structured interviews, evidence-based HR practices are the
key.
Lecture 1 part 3 recording
New HRM challenges (1): Globalization
• Offshoring (the relocation of a business process from home country to another,
shifting your manufacturing to lower (labor) cost countries)
• Outsourcing (the business practice of hiring a party outside a company to perform
services or create goods that were traditionally performed in-house by the
company's own employees and staff)
• Reshoring (the process of returning the production and manufacturing of goods back
to the company's original country)
Global organization > an organization that employs a workforce in different countries
throughout the world, with a view to maximizing performance by sourcing or providing
goods/and or services in a globally based market, and in which decisions are driven by
markets rather than geography.
Global participation and global employees
• Parent / home country: the country in which the company’s corporate headquarters
is located.
- Parent-country nationals
• Host country: the country in which the parent country organization seeks to locate
(or has already located) a facility.
- Host-country nationals
• Third country: a country other than the host country or parent country. A company
may, but is less likely, to have a facility there (different culture background)
- Third-country nationals
,Domestic: firms have a one-country market and serve primarily one set of customers,
management does not have to be culturally sensitive.
International: the company enters only a few other countries’ markets, initially by exporting
goods or services from the home-country location and at some point expanding production
to those secondary countries, managers must have some cultural sensitivity, but other
managers do not).
Multinational: firms need to become more efficient and lower product/service costs. The
multinational company usually has partial or full ownership of the operations in another
country.
Transnational: are a type of MNC that eliminates artificial geographical barriers without
having a real single national headquarters. Managers need to be culturally sensitive, they
have the ability to work with people of other cultures as equals. (multiple headquarters, no
real headquarters) Chapter 16.
How does it challenge HRM in 21st C.?
- Performance management: global assignment, expatriation, and reparation
➢ Global assignment and compensation
- Training and development
- Legislation compliance and labor relations
New HRM challenges (2): Changing demographic trends
• Radical diversity
• Female labor (gender diversity)
• Aging workforce (age diversity)
How does it challenge HRM in 21st C.?
Obtain HR
- Succession plans; female leadership
Performance management
- Technology challenges
Benefit and compensation
- Pension, health, and safety schemes; expat schemes
, Legislation and labor relations
- Age discrimination (younger employees working with older people)
New HRM challenges (3): Diversified employment forms
• SMEs, NGOs, start-ups, entrepreneurship
• Part-time, self-employment, portfolio working
Psychological contract: the mutual beliefs, perceptions, and informal obligations between
an employer and an employee that are distinct from the formal employment contract. Not
about written down on your paper contract.
Protean career: a career that is driven by the individual (own will) and not by the
organization.
- Security vs. employability?
- Proactive and preventive moves
New HRM challenges (4): Business sustainability & social responsibility
- Coffee beans (due to climate change)
New HRM challenges (5): Technology
HR Outsourcing (HRO): sub-contracting HR functions to external suppliers
- Payroll and taxes, training, benefits management
Digitalize HR services:
- Online hiring, online training & learning, performance reporting & appraisal
Major HRM functions
Other HRM functions?
• Occupational safety & health
• Workplace security & data privacy
• Stress and wellbeing
• Business ethics, sustainability and social responsibility
• Labor relations
• Legal environment (EEO, CAO)
Strategic HRM
Culture, structure & corporate strategy
Whenever a business operates, it has influences from
different partners, customers, suppliers
