Samenvatting HRM bdk
Lecture 1:
The history of HRM
› - 1930: Taylorism and scientific management
› 1930-1960: Personnel management
› 1960-: Human resource management
› 1970-: Strategic human resource management
H→ Human needs, motivations & emotions, employee wellbeing and life beyond work
R→ Employees as resources
● Economic resources→ knowledge, skills & abilities
● Intangible assets→ creativity & social capital
● Varying asset values→ star vs nonstar & ups & downs employees
M→
Traditional HRM→ Task completion, absenteeism, turnover
Outcomes now→ Improve performance/productivity, achieving goals, help employees
prosper, stimulate positive behaviors, fulfill social responsibilities
Essential→ Plan, obtain and manage HR
New challenges concerning globalization→ organization that employs workforce in
different countries to maximize performance in globally based markets.
● Offshoring→ relocating resources to another country
● Outsourcing→ cost-cutting measures
● Reshoring→ returning production back to company’s original country
Global participation & employees→
● Home country
● Host country → seeks to locate
● Third-country → other then home or host, less likely to facilitate
Levels:
● Domestic → one-country market serving primarily one set of customers
● International → firms searching for new markets, few countries
● Multinational → competition gets more intense, lowering production costs and
increasing efficiency
● Transnational→ eliminating artificial geographical barriers without single national
headquarters
Challenges for HRM 21st century:
● Racial/cultural/gender/age diversity in labor forces,
● performance management, global assignment and compensation
● Training/development
● Legislation compliance
● Sustainability & social responsibility
● Technology
● Diversified employment forms
, Psychological contract→ mutual beliefs, perceptions & informal obligations between
employer and employee
Protean career→ driven by individual and not by organization
Outsourcing less strategic HRM activities→ Sub-contracting payroll & training,
Digitalize→ online hiring/training/learning
Major HMR functions
● Workplace security & data privacy
● Occupational safety & health
● Stress and wellbeing
● Business ethics, sustainability, and social responsibility
● Labor relations
● Legal environment (EEO, CAO..)
Strategic HRM→ pattern of planned HR activities intended to enable organization to reach
desired outcomes/results
● Cost leadership→ Lower organizational costs required to produce products/services
● Differentiation→ Impression of difference for company’s product/service in mind of
customers
● Niche→ focuses on specific portion of total market
Forms of HR integrations→
● Vertical integration→ HR outward looking to connect corporate values/beliefs with
strategy and challenges
● Horizontal integration→ HR activities mutually supportive in holistic way, no isolated
functions
● Functional integration→ HR working with other organization functions (sales,
manufacturing)
→optimally design jobs, hire right people and match them to jobs
Lecture 2
Workflow analysis→ process of analyzing the inputs and processes necessary for the
products/services/solutions, PRIOR to allocating and assigning these tasks to particular job
or person
● Inputs→ Material, equipment
● Outputs → nature, criteria, volume
● Processes → lean, teamwork
Job analysis → set of tasks and responsibilities that constitutes total work assignment for
employee → process of getting detailed information about jobs
→ interviews, observations, questionnaires, work logs
Job demand-resource model (JD-R) → job strain (werkdruk) as response to imbalance
between job demands and job resources, outcomes→ wellbeing, performance, behaviors
● Demands→ aspects of job required for sustained psychological effort or skills
associated with costs (physical workload, time pressure, recipient contact, shift work)
Lecture 1:
The history of HRM
› - 1930: Taylorism and scientific management
› 1930-1960: Personnel management
› 1960-: Human resource management
› 1970-: Strategic human resource management
H→ Human needs, motivations & emotions, employee wellbeing and life beyond work
R→ Employees as resources
● Economic resources→ knowledge, skills & abilities
● Intangible assets→ creativity & social capital
● Varying asset values→ star vs nonstar & ups & downs employees
M→
Traditional HRM→ Task completion, absenteeism, turnover
Outcomes now→ Improve performance/productivity, achieving goals, help employees
prosper, stimulate positive behaviors, fulfill social responsibilities
Essential→ Plan, obtain and manage HR
New challenges concerning globalization→ organization that employs workforce in
different countries to maximize performance in globally based markets.
● Offshoring→ relocating resources to another country
● Outsourcing→ cost-cutting measures
● Reshoring→ returning production back to company’s original country
Global participation & employees→
● Home country
● Host country → seeks to locate
● Third-country → other then home or host, less likely to facilitate
Levels:
● Domestic → one-country market serving primarily one set of customers
● International → firms searching for new markets, few countries
● Multinational → competition gets more intense, lowering production costs and
increasing efficiency
● Transnational→ eliminating artificial geographical barriers without single national
headquarters
Challenges for HRM 21st century:
● Racial/cultural/gender/age diversity in labor forces,
● performance management, global assignment and compensation
● Training/development
● Legislation compliance
● Sustainability & social responsibility
● Technology
● Diversified employment forms
, Psychological contract→ mutual beliefs, perceptions & informal obligations between
employer and employee
Protean career→ driven by individual and not by organization
Outsourcing less strategic HRM activities→ Sub-contracting payroll & training,
Digitalize→ online hiring/training/learning
Major HMR functions
● Workplace security & data privacy
● Occupational safety & health
● Stress and wellbeing
● Business ethics, sustainability, and social responsibility
● Labor relations
● Legal environment (EEO, CAO..)
Strategic HRM→ pattern of planned HR activities intended to enable organization to reach
desired outcomes/results
● Cost leadership→ Lower organizational costs required to produce products/services
● Differentiation→ Impression of difference for company’s product/service in mind of
customers
● Niche→ focuses on specific portion of total market
Forms of HR integrations→
● Vertical integration→ HR outward looking to connect corporate values/beliefs with
strategy and challenges
● Horizontal integration→ HR activities mutually supportive in holistic way, no isolated
functions
● Functional integration→ HR working with other organization functions (sales,
manufacturing)
→optimally design jobs, hire right people and match them to jobs
Lecture 2
Workflow analysis→ process of analyzing the inputs and processes necessary for the
products/services/solutions, PRIOR to allocating and assigning these tasks to particular job
or person
● Inputs→ Material, equipment
● Outputs → nature, criteria, volume
● Processes → lean, teamwork
Job analysis → set of tasks and responsibilities that constitutes total work assignment for
employee → process of getting detailed information about jobs
→ interviews, observations, questionnaires, work logs
Job demand-resource model (JD-R) → job strain (werkdruk) as response to imbalance
between job demands and job resources, outcomes→ wellbeing, performance, behaviors
● Demands→ aspects of job required for sustained psychological effort or skills
associated with costs (physical workload, time pressure, recipient contact, shift work)
