Strategic Human Resource Management - Introduction
22-10-2018
Human Resource Management:
• Activities that you have to deal with as an organization with regard to persons.
• The management of people and work.
• It is a fundamental activity in any organization in which human being are
employed.
Strategic Human Resource Management:
• The link between how you manage your people in relation to the success of the
organization.
• In which way HRM is critical to the firm’s survival and to its relative success.
• Employees are considered the organization’s (most) important key to
organizational success, and therefore HRM is key management task.
• Not only related to financial/economic outcomes but also in terms of safety, quality
or innovation.
• “Relative success”.
HR Analytics:
Increase in attempts to bring HR data and business data together to show the effect
of HR on business outcomes.
• Why is there a link between HRM and performance? —> Black Box debate
• Does this relationship always (in any situation) hold (when)? —> Contingency
perspective
• For whom actually are we have those HRM practices? For employees or for
management? —> Dark-side perspective
• Different groups of people within the same organization, different approached
towards HRM? —> Differentiated workforce
• Who is actually doing it/responsible? HR department or line manager? —> HR
devolution
Learning goals:
1. Students can indicate how (black-box debate) and under which conditions
(contingency perspective) HRM can contribute to organizational performance.
2. Students can interpret the dark-side perspective of HRM and the differentiated
workforce approach.
3. Students can discuss the role of the line-manager and the HR manager in the
effective implementation of HRM (HR devolution).
4. Students can compare and contrast key theories and research findings on the five
challenges associated with the HRM-performance link (i.e. black-box debate; best
practice – best-fit debate; dark side of HRM; differentiated workforce and HR
devolution).
5. Students can combine information obtained in organizations about the HRM-
performance relationship, with academic literature on SHRM, in order to evaluate
this link and to make suggestions for improving it.
Structure:
22-10-2018
Human Resource Management:
• Activities that you have to deal with as an organization with regard to persons.
• The management of people and work.
• It is a fundamental activity in any organization in which human being are
employed.
Strategic Human Resource Management:
• The link between how you manage your people in relation to the success of the
organization.
• In which way HRM is critical to the firm’s survival and to its relative success.
• Employees are considered the organization’s (most) important key to
organizational success, and therefore HRM is key management task.
• Not only related to financial/economic outcomes but also in terms of safety, quality
or innovation.
• “Relative success”.
HR Analytics:
Increase in attempts to bring HR data and business data together to show the effect
of HR on business outcomes.
• Why is there a link between HRM and performance? —> Black Box debate
• Does this relationship always (in any situation) hold (when)? —> Contingency
perspective
• For whom actually are we have those HRM practices? For employees or for
management? —> Dark-side perspective
• Different groups of people within the same organization, different approached
towards HRM? —> Differentiated workforce
• Who is actually doing it/responsible? HR department or line manager? —> HR
devolution
Learning goals:
1. Students can indicate how (black-box debate) and under which conditions
(contingency perspective) HRM can contribute to organizational performance.
2. Students can interpret the dark-side perspective of HRM and the differentiated
workforce approach.
3. Students can discuss the role of the line-manager and the HR manager in the
effective implementation of HRM (HR devolution).
4. Students can compare and contrast key theories and research findings on the five
challenges associated with the HRM-performance link (i.e. black-box debate; best
practice – best-fit debate; dark side of HRM; differentiated workforce and HR
devolution).
5. Students can combine information obtained in organizations about the HRM-
performance relationship, with academic literature on SHRM, in order to evaluate
this link and to make suggestions for improving it.
Structure:
