Summary HRM in Public Organisations + chapters book

HRM LES 1 INTRODUCTIE

1. Introduction
- Not only about HRM, also about evidence, facts, research
- Have employees changed? NO, it is a fable
- Subjective (biased by facial expressions)

2. History of HRM
- Mass production
o the abuse of employees (children who work, long days,..)
o controlling and punishing
- Taylor-period (scientific management)
o gaining more respect for employees because of regulation
o one way to do the task to be as eff & eff as possible
o there were observation studies to create the best way of working
- Human relations period
o hawthorne effect (attention is enough to have better performance)
 the room with no light changes performed better
o first time the person behind the employee became important
- golden sixties
o well-being became an important element!! beside performance
- Now
o for example: from controlling to a lot of autonomy
o HR -> strategic partner to reach the organizational goals
o Neo-corporatisme: policymaking and consulting were the government and
social partners come together to have a socio-eco agreement (tripartite
consultative structure)
o Human resource management: with four dimensions
 organizational
 people
 instrumental
 strategical
- HR is still changing and growing
o Worldwide rapid changes
 COVID
 rapid technological changes (smart fridges, robots, vertical rooms)
o Benefits but also replacing employees and HR!!
 HR needs to reinvent themselves all the time

3. Chapter 1: basic elements of the instrumental dimension
- Instrumental dimension
o The history of administrative conrol
 one best way (Taylor), industrialization, l’homme machine
 the person behind the employee was not important
 Person and organization as a machine: automatism in the
functioning
o Mcdonaldization of society
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,  an example of an organization that is in lign with this dimension
and Taylorisme
 control, efficiency, predictability, calculability,
o Benefits and drawbacks (Seligman experiment)
o The core business of the instrumental dimension
 HRM transactions
 def: They are personnel transactions that deal with all the
applications and concrete tasks that are connected with
routine- based aspects of HRM
 they concern adm tasks, paperwork, giving advice and
information about routine-based activities
 these services need to rely on routine to be delivered
automatically and repetitively
 for example: presence administration: time schedules, …
 HRM transformations
 def: these are oriented at a project-based method. They
need technical, juridical, and managerial expertise and lead
to more HRM value
 for example: training and development
 need for a good policy on how to manage these items in an
evidence-based way, for example: recruitment
 Recruitment
o 1. Who are we looking for? (Right person in the
right place)
 individual development goals and reaching
the projects and activities of the company
o 2. Strategic workforce planning
 in line with strategy of the organization
 in line with the HR requirements and take
into account the future environmental and
business goals
o What attracts employees (money, conditions…)
o Employer branding
 creating an image for the company for the
future and current employees in a way that
is meaningfull for them
 link with marketing
 image = brand
 applicant = buyers
 jobs = product


HRM LES 3 INSTRUMENTAL DIMENSION (recruitment)

1. Recruitment dimension
- Why war for talent?
o Demographic trends

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,  less workforce (smaller recruitment pool)
 more replacing 50-plussers!
 for whole Europe
 the war still has to break out
o Employees are more and more the biggest assets
o Relevant questions
 how to attract, how to retain and how to get them to accept
- Answer: employer branding
o Introduction
 relevant for ALL jobs, not only them with a structural shortage
o Definitions
 Creating, communicating, and managing an attractive and
distinctive employer image for current and future employees,
o In line with marketing
 marketing: creating a unique and positive brand image
 recruitment: promoting a clear image of the org as a unique and
attractive employer, inside&outside
o True or false statements
o What makes your image as an employer (review organisations)
 social media
 word-of-mouth (what the employees tell)
 jobpages and ads (content & the look/feel)
 HR-recruiters and employees (kind, useful information, capable)
 Organizational capacities (size, profits, investments)
 for example: bad review (give kind short reply)
o competition in marketing and recruitment
 similarity: competition to attract individuals
 consumers/applicants have vague and less info about the different
alternatives
 be aware: spill-over (applicant and consumer)
o Scientific background
 perceptions of the applicant/employee of the employer image
 crucial determinant for attractiveness
 Employers show the added value and what makes the org unique
and different
o Three steps in the process
 1. desired employer image of EVP
 in line with the strategy, mison, vision
 Instrumental advantages
MARKETING
o objective, tangible and physical
o product-related
o vb. speed, pixels
RECRUITMENT
o Objective and concrete characteristics
o Location, salary, type of job
 Symbolic advantages (personality of the company)
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