College aantekeningen ICR International Classroom HRM

Weke BUILT ENVIRONMENT HRM SERVICE MANAGEMENT
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1  SOR model  Definition  Mails and Margulies
 Holistic model  Holistic model  four elements
 Triple P  Sustainable HR strategy
 Circulair economy  P model SHR  Eroding
 Real estate strategies Strategic management  type of strategy
 Building layers circular  competitive
economy advantage ( benefits)
 driving force theory
 competitive advantaged by
built
2  CREM  workplace diversity Internationalizing
 The conceptual models  The decision making  Culture
 added value for built process  International strategy
environment  CSR ( 
 input / output real estate
3  Added value  Global management  International strategy
 KPI  International Empowerment
 Decision making process organization building blocks
 NEN2748 ( costs)  Controlling The Contingency
 strategy of built environment  Balance scorecard Bowen and Lawler model
  Benchmarking  Leadership
 Tools for measuring Kolb’s learning cycle
organizations
4  business case  social responsibility  service concept
 BREAAM  Green management framework
 Dutch Green Building Council  Shades of green  Meassure
 Ethics behaviour performance
 Productivity 


,Inhoud
Chapter 13  human resource management (week 1).............................................................................3
Chapter 9  strategic planning (week 1)...................................................................................................8
Chapter 4  diversity (week 2)................................................................................................................12
Chapter 2  Decision making (week 2)...................................................................................................15
..............................................................................................................................................................18
Chapter 3  Global management (week 3).............................................................................................19
Chapter 18  HR strategy (week 3).........................................................................................................22
Chapter 5  Social conscious management (week 4)..............................................................................30
Chapter 15  Organizational behaviour ( pag 520 – 527 ) (week 4) ........................................................34

,Chapter 13  human resource management (week 1)
Definition of HRM
With the organizations structure in place, managers have to find people to fill the jobs that have
been created or to remove people from jobs if business circumstances require. HRM is about:
 Staff
 Salary
 Management of staff
 Type of management
 Collective agreement (CAO)
 Personal information
 Personal development

Why HRM is important and the HRM management process
HRM in generally is important for three reasons:
1. Various studies have concluded that HRM van be a significant source of competitive advantage
2. HRM is an important part of organization strategies
3. The way organizations threat their people has been found to significantly impact organizational
performance

HRM for FM
 Because FM works with a lot of people and they do a lot of things for people.
They are both supporting staff
 HRM can help FM with personal development for the staff.
When a staff member needs something special, for example a better ergonomic chair, HR can ask
FM for a new chair
 Do something about the sick leave
 Creating a healthy work environment

Sustainable HR

Sustainable HR  Good working environment, make sure they stay healthy. It’s about being a good
organization. Taking care of the planet and the world. You want to work in an organization who is
good for the planet.

When you think about a definition, they can be different:
 It’s need to be long term (future prove)
 Durable (duurzaam)
 Sound (good reputation)
 Systematic (process, quality management)


Holistic model

, External factors that affect the human resource management process
The economy  Workers have dramatically lowered their career and retirement expectations for the
foreseeable future. Such findings have profound implications for how an organization manages its
human resources.

Labor unions  It is an organization that represents workers and seeks to protect their interests
through collective bargaining . in unionized organizations, many HRM decisions are dictated by
collective bargaining agreements, which usually define things such as recruitment sources: criteria
for hiring promotions, and layoffs

Laws and rulings  Decisions regarding who will be hired or which employees will be chosen for a
training program or what an employees compensation will be must be made without regard to
race ,sex, religion, age, color , or disability.

Demography  with the input from employees, they implemented physical changes to the
workplace. companies are responding by creating succession plans, bringing retirees on as
consultants, and increasing cross fir training efforts to prepare younger workers to fill the void.

Identifying and selecting competent employees
The firt phase of the HRM process involves three task: HRM planning – recruitment and decruitment
– selection

HRM planning  it is the process by which managers ensure that they have the right number and
kids of capable people in the right place and at the right times. HR planning entails two steps:
Step 1: current assessment. An important part of the current assessment is job analysis, an
assessment that defines jobs and the behaviours necessary to perform them. Using the information
for the job analysis, managers develop or revise job distribution and job specification.
Step 2: meeting future HR needs. These are determined by the organizations mission, goals and
strategy.