A CRITICAL APPROACH TO
STRATEGIC HUMAN
RESOURCE LEADERSHIP
Notes lectures
Lara
2023
,A CRITICAL APPROACH TO SHRL
Inhoudsopgave
Lecture 1: Introduction................................................................................................................................... 1
Key concepts..........................................................................................................................................................1
Case study Syair Jansen, head of HR for Business Line DUV at ASML...................................................................2
Lecture 2 Strategic HRM and black boxes........................................................................................................ 4
Strategic management.........................................................................................................................................4
5 step process of strategic management..........................................................................................................4
Strategic HRM.......................................................................................................................................................4
Lecture 3: Desgin and planning....................................................................................................................... 7
Defining Job and work design...............................................................................................................................7
Lecture 4: Performance, Relations, and conflict............................................................................................12
Defining performance management...................................................................................................................12
Employee relations..............................................................................................................................................13
Conflict and conflict management......................................................................................................................13
Employee voice....................................................................................................................................................13
Lecture 5: Leading and questioning.............................................................................................................. 15
What is a leader?................................................................................................................................................15
Leadership theories.............................................................................................................................................15
Lecture 6: Learning, developing, talent & diversity.......................................................................................17
Introduction.........................................................................................................................................................17
The relevance of paradoxes:...............................................................................................................................17
Adressing paradoxes...........................................................................................................................................17
Diversity management defined...........................................................................................................................18
Talent management defined...............................................................................................................................18
Dualities in Talent management.........................................................................................................................18
Dovetailing the fields (TM & DM).......................................................................................................................19
LECTURE 1: INTRODUCTION
KEY CONCEPTS
- Critical perspective
o Internal critique
Focus on HRM – performance relationship who is it for?
o External critique
Critical management studies
Challenging structures of domination
Questioning taken for granted.
o Like procedures being old, maybe there a new, better ways.
, o Long summer break, because children needed to help on farms in
the summer a long time ago, but we still keep this structure.
Beyond instrumentalism
o HR is more than just a tool.
Reflexivity and meaning
o Own position in terms of understanding things
Power and knowledge
o Connected to knowledge – what kind of knowledge is valued.
o We all have power, valued in different context.
Feminist paradigm
Looking at dominant structures
Post-colonial discourse and scholarship
Looking into dominance western view, more room for everyone?
Intersectionality
Taking more into account into the same time, different if you combine them.
o Making power relations in management practices explicit, challenging leadership orthodoxy
clams of rationality and objectivist, incorporating and reflexivity and emancipatory model of
governance, questioning the taken-for-granted assumptions in the theory and practice of
management
o Feminist pedagogies
Participatory leaning, validation of personal experience, encouragement of social
justice, activism, and accountability
Development of critical thinking and open-mindedness
- HRM
o Focusing on managing work and employee relationship
o Personnel management vs HRM
More focus on employees/administrative vs more focus on organizational goals
involved.
o Soft approach focus on Human
o Hard approach focus on Resources
o Analytical approach “the way management actually behaves in organizaing work and maangin
people
What – human behavoir
Why - underlying reasoning
How – understanding processes of implementation
Cui Bono - understanding who benefits and how well
- Strategy – Definition p52 bratton and gold
o Plan, pattern, ploy, position, perspective (5p)
o Mission, vision
o Table 3.1 outside in vs inside out perspectives
o Planned strategy model = static an ‘obsolete idea’
NO dynamic and interactive – never know what will happen in the
future/environment
Informal process (LinBlom)
Logical incrementalism
Emergent strategy 5 strategies: intended, realized, unrealized, etc.
Vertical integration – alignment with business strategy – hard approach
Horizontal integration - organizational behavior perspective – soft approach
- SHRM/SHRL
CASE STUDY SYAIR JANSEN, HEAD OF HR FOR BUSINESS LINE DUV AT ASML
Moore’s law
De wet van Moore stelt dat het aantal transistors in een geïntegreerde schakeling door de
technologische vooruitgang elke twee jaar verdubbelt. In 1965, Gordon Moore posited that roughly every two
years, the number of transistors on microchips will double. Commonly referred to as Moore's Law, this
, phenomenon suggests that computational progress will become significantly faster, smaller, and more efficient
over time.
ASML makes machines that their customers use to make chips
What is a strategy? How to get from point a to b, with a plan
They value approach, flexibility and scenario thinking over the right answer.
Diagnosis, guiding policy, coherent actions, define how to execute the guiding policy
Clear direction for addressing the challenge
We are hired as a team of HR Business partners, allocated to the sector corporate functions
Non technical functions stuff, legal, financial, facility & technical sectors
3 pillars on Human Resources
- services (backoffices, transactions, operational employee questions)
- expertise (for their area of expertise how they want to do stuff in the company)
- Business partner (first point of contact for employees to coaching, team dynamic, onboarding,
department HR strategy, hr annual cycle)
Listen to the customer!
Team assignment, Q&A with Syair Jansen
Take into account – flow of senior management, people leaving
Every senior manager is working 1 FTE
What is a senior manager – 10-15 years of experience (with leading people) in management, bigger scope,
more accountability.
Requirements normal manager – 2-3 years experience or more
Cross department board
High potential and medium potential and how to get high potential, train them
More then answer the question – advise the board maybe change structure
Recruitment – look up + used to give vacancy at TU/E but not anymore
Think ahead, gather lot of information about the context of the case, look at interviews/yt videos before
starting the assignment
What is generally accepted in the market, you will not have not all access to information points of ASML
Challenge the status quo and back it up with research before claiming things.
STRATEGIC HUMAN
RESOURCE LEADERSHIP
Notes lectures
Lara
2023
,A CRITICAL APPROACH TO SHRL
Inhoudsopgave
Lecture 1: Introduction................................................................................................................................... 1
Key concepts..........................................................................................................................................................1
Case study Syair Jansen, head of HR for Business Line DUV at ASML...................................................................2
Lecture 2 Strategic HRM and black boxes........................................................................................................ 4
Strategic management.........................................................................................................................................4
5 step process of strategic management..........................................................................................................4
Strategic HRM.......................................................................................................................................................4
Lecture 3: Desgin and planning....................................................................................................................... 7
Defining Job and work design...............................................................................................................................7
Lecture 4: Performance, Relations, and conflict............................................................................................12
Defining performance management...................................................................................................................12
Employee relations..............................................................................................................................................13
Conflict and conflict management......................................................................................................................13
Employee voice....................................................................................................................................................13
Lecture 5: Leading and questioning.............................................................................................................. 15
What is a leader?................................................................................................................................................15
Leadership theories.............................................................................................................................................15
Lecture 6: Learning, developing, talent & diversity.......................................................................................17
Introduction.........................................................................................................................................................17
The relevance of paradoxes:...............................................................................................................................17
Adressing paradoxes...........................................................................................................................................17
Diversity management defined...........................................................................................................................18
Talent management defined...............................................................................................................................18
Dualities in Talent management.........................................................................................................................18
Dovetailing the fields (TM & DM).......................................................................................................................19
LECTURE 1: INTRODUCTION
KEY CONCEPTS
- Critical perspective
o Internal critique
Focus on HRM – performance relationship who is it for?
o External critique
Critical management studies
Challenging structures of domination
Questioning taken for granted.
o Like procedures being old, maybe there a new, better ways.
, o Long summer break, because children needed to help on farms in
the summer a long time ago, but we still keep this structure.
Beyond instrumentalism
o HR is more than just a tool.
Reflexivity and meaning
o Own position in terms of understanding things
Power and knowledge
o Connected to knowledge – what kind of knowledge is valued.
o We all have power, valued in different context.
Feminist paradigm
Looking at dominant structures
Post-colonial discourse and scholarship
Looking into dominance western view, more room for everyone?
Intersectionality
Taking more into account into the same time, different if you combine them.
o Making power relations in management practices explicit, challenging leadership orthodoxy
clams of rationality and objectivist, incorporating and reflexivity and emancipatory model of
governance, questioning the taken-for-granted assumptions in the theory and practice of
management
o Feminist pedagogies
Participatory leaning, validation of personal experience, encouragement of social
justice, activism, and accountability
Development of critical thinking and open-mindedness
- HRM
o Focusing on managing work and employee relationship
o Personnel management vs HRM
More focus on employees/administrative vs more focus on organizational goals
involved.
o Soft approach focus on Human
o Hard approach focus on Resources
o Analytical approach “the way management actually behaves in organizaing work and maangin
people
What – human behavoir
Why - underlying reasoning
How – understanding processes of implementation
Cui Bono - understanding who benefits and how well
- Strategy – Definition p52 bratton and gold
o Plan, pattern, ploy, position, perspective (5p)
o Mission, vision
o Table 3.1 outside in vs inside out perspectives
o Planned strategy model = static an ‘obsolete idea’
NO dynamic and interactive – never know what will happen in the
future/environment
Informal process (LinBlom)
Logical incrementalism
Emergent strategy 5 strategies: intended, realized, unrealized, etc.
Vertical integration – alignment with business strategy – hard approach
Horizontal integration - organizational behavior perspective – soft approach
- SHRM/SHRL
CASE STUDY SYAIR JANSEN, HEAD OF HR FOR BUSINESS LINE DUV AT ASML
Moore’s law
De wet van Moore stelt dat het aantal transistors in een geïntegreerde schakeling door de
technologische vooruitgang elke twee jaar verdubbelt. In 1965, Gordon Moore posited that roughly every two
years, the number of transistors on microchips will double. Commonly referred to as Moore's Law, this
, phenomenon suggests that computational progress will become significantly faster, smaller, and more efficient
over time.
ASML makes machines that their customers use to make chips
What is a strategy? How to get from point a to b, with a plan
They value approach, flexibility and scenario thinking over the right answer.
Diagnosis, guiding policy, coherent actions, define how to execute the guiding policy
Clear direction for addressing the challenge
We are hired as a team of HR Business partners, allocated to the sector corporate functions
Non technical functions stuff, legal, financial, facility & technical sectors
3 pillars on Human Resources
- services (backoffices, transactions, operational employee questions)
- expertise (for their area of expertise how they want to do stuff in the company)
- Business partner (first point of contact for employees to coaching, team dynamic, onboarding,
department HR strategy, hr annual cycle)
Listen to the customer!
Team assignment, Q&A with Syair Jansen
Take into account – flow of senior management, people leaving
Every senior manager is working 1 FTE
What is a senior manager – 10-15 years of experience (with leading people) in management, bigger scope,
more accountability.
Requirements normal manager – 2-3 years experience or more
Cross department board
High potential and medium potential and how to get high potential, train them
More then answer the question – advise the board maybe change structure
Recruitment – look up + used to give vacancy at TU/E but not anymore
Think ahead, gather lot of information about the context of the case, look at interviews/yt videos before
starting the assignment
What is generally accepted in the market, you will not have not all access to information points of ASML
Challenge the status quo and back it up with research before claiming things.
