Summary HRM (lectures, book, articles)
Lecture 1
HRM: history and the present
1930: ‘just finish your job!’
1930-1960: personnel management
- Work productivity
- Quality
1960: HRM must reduce costs
- Work more efficiently
- Employees tired 🡪 give them a break.
End 1960:
A professor said ‘Employees are humans. Don’t treat them as machines. They have needs,
motivations, social needs…’
1970: HRM aligned with corporate strategy. HRM should reflect corporate strategies.
HRM: Management
Managers were looking at:
Earlier: get work done, let people show up (absenteeism) and low turnover rate.
Now:
- Improve productivity (effectiveness, efficiency) and performance
- Achieve organizational goals
- Help employees prosper (engagement)
- Stimulate positive behaviours
- Fulfil social responsibilities
HRM: Resources (not just a person)
1. Economic resources
a. Pay 🡪 get labour done
b. Knowledge, skills, abilities
c. Help you to get things done
2. Social aspects
a. Social capitals: you hire the person, with their whole social network. There
could be important persons in this network.
b. Creativity and innovation: you hire a person for higher performance. Creativity
is extra role behaviour. Innovation leads to competitive advantages.
3. Varying asset values
a. Star employees: 1 person can change the game
1
, b. Non-star employees: not the best one.
c. Up and downs of employees: can differ per hour/day. It’s something human.
HRM: Human
Trade employees as humans.
1. Human needs
a. Self-determination theory: we want to make our own choices and want to
master our own life.
2. Motivation and emotions
a. Maslow’s motivation hierarchy: how people act and feel.
3. Wellbeing
a. Not only focus on employee performance, but also focus on their wellbeing.
Stress, burnout, satisfaction, if they can engage at work… not everybody feels
engaged at work.
4. Life beyond work
a. Work-life balance
b. Security and health
c. Wellbeing: threat them respectfully
d. There is more than work
Core jobs of HRM managers:
1. Plan HR
a. What kind of resources do I need?
b. What skills do they need to have?
c. How many do I need?
d. When do I need?
e. HR Forecasting on demand and supply
i. Combined with job analysis: you must understand the skills your
(future) HR should bring. You need to know what kind of skills you are
looking for. That starts with analysing workflow and jobs.
2. Obtain HR
a. How do we find them?
b. HR hiring
c. Recruit/attract people
d. Where to find and how to attract them
3. Manage HR
a. They are on board now, how do we manage them?
b. Look for outputs
c. Continuous performance evaluation
d. HR assessment and training: provide training when needed
e. HR motivation: Knowing the ups and downs
2
, i. If they do well 🡪 reward, give incentives
ii. Not doing well 🡪 motivate via different approaches
Everything is driven by: Evidence based HRM
HRM is not based on someone’s intuition and experiences. We need to base everything on
theory and scientific findings.
How to interview:
Structured interviews have a higher validity then unstructured interview. So, answer the same
questions to every candidate. Better to interview with standardizes questions, rather than on
their unique background. You must compare the outcomes and don’t be biased.
HRM: new challenges
New challenges:
1. Globalization
2. Changing demographic trends
3. Diversified employment forms
4. Business sustainability and social responds
5. Technology
Challenge 1: Globalization
Globalization: companies are dealing with partners and customers from different countries.
- Offshoring: relocation from home country to lower cost countries (India or
Cambodia).
o For example: Starbucks new location in Switzerland to stand between UK and
Colombia.
- Outsourcing: ownership of certain business patricians has shifted from own company
to somewhere else. Sometimes driven by strategic reasons.
o For example: Starbucks benefit of producing own coffee beans is no longer
that high than selling them. More revenue from the selling part than the
production part. Now, buy beans from other local shops. Outsourcing can have
a lot of benefits.
- Reshoring: cost increase. Go back to the home country. Bring jobs back to your home
fellow. Stimulate local economies.
Global organization: An organization that employs a workforce in different countries
throughout the world, with a view to maximizing performance by sourcing or providing goods
and/or services in a globally based market, and in which decisions are driven by markets
rather than geography.
3
, Employees are no longer part of the same countries. Classify them:
1. Parent/home country
a. The country in which the company’s corporate HQ is located.
2. Host country
a. Country in which the parent country organization seeks to locate
b. Plant business operations
c. Hire local persons
d. Host the country nationals
3. Third country
a. Not home or host country
b. Not likely to have a facilitate here
Levels of globalization participation
Domestic: everything happens domestically. No activities in other countries.
International: one activity abroad. Subsidiary. Expanding products to secondary
countries.
Multinational: growing. Lot of local partners. Take more managerial responsibilities.
Increase efficiency. Lowering overall costs. Country competition more
intensive.
Transnational: no real HQ. transcend boundaries. The ability to work with people of
other cultures as equals.
How does it change HRM?
- Obtain HR
o Racial and cultural diversity in labor forces
- Performance management
o Global assignment
o Expatriation: work abroad for a period
o Reparation: come back
▪ How do you help them to come back?
4
Lecture 1
HRM: history and the present
1930: ‘just finish your job!’
1930-1960: personnel management
- Work productivity
- Quality
1960: HRM must reduce costs
- Work more efficiently
- Employees tired 🡪 give them a break.
End 1960:
A professor said ‘Employees are humans. Don’t treat them as machines. They have needs,
motivations, social needs…’
1970: HRM aligned with corporate strategy. HRM should reflect corporate strategies.
HRM: Management
Managers were looking at:
Earlier: get work done, let people show up (absenteeism) and low turnover rate.
Now:
- Improve productivity (effectiveness, efficiency) and performance
- Achieve organizational goals
- Help employees prosper (engagement)
- Stimulate positive behaviours
- Fulfil social responsibilities
HRM: Resources (not just a person)
1. Economic resources
a. Pay 🡪 get labour done
b. Knowledge, skills, abilities
c. Help you to get things done
2. Social aspects
a. Social capitals: you hire the person, with their whole social network. There
could be important persons in this network.
b. Creativity and innovation: you hire a person for higher performance. Creativity
is extra role behaviour. Innovation leads to competitive advantages.
3. Varying asset values
a. Star employees: 1 person can change the game
1
, b. Non-star employees: not the best one.
c. Up and downs of employees: can differ per hour/day. It’s something human.
HRM: Human
Trade employees as humans.
1. Human needs
a. Self-determination theory: we want to make our own choices and want to
master our own life.
2. Motivation and emotions
a. Maslow’s motivation hierarchy: how people act and feel.
3. Wellbeing
a. Not only focus on employee performance, but also focus on their wellbeing.
Stress, burnout, satisfaction, if they can engage at work… not everybody feels
engaged at work.
4. Life beyond work
a. Work-life balance
b. Security and health
c. Wellbeing: threat them respectfully
d. There is more than work
Core jobs of HRM managers:
1. Plan HR
a. What kind of resources do I need?
b. What skills do they need to have?
c. How many do I need?
d. When do I need?
e. HR Forecasting on demand and supply
i. Combined with job analysis: you must understand the skills your
(future) HR should bring. You need to know what kind of skills you are
looking for. That starts with analysing workflow and jobs.
2. Obtain HR
a. How do we find them?
b. HR hiring
c. Recruit/attract people
d. Where to find and how to attract them
3. Manage HR
a. They are on board now, how do we manage them?
b. Look for outputs
c. Continuous performance evaluation
d. HR assessment and training: provide training when needed
e. HR motivation: Knowing the ups and downs
2
, i. If they do well 🡪 reward, give incentives
ii. Not doing well 🡪 motivate via different approaches
Everything is driven by: Evidence based HRM
HRM is not based on someone’s intuition and experiences. We need to base everything on
theory and scientific findings.
How to interview:
Structured interviews have a higher validity then unstructured interview. So, answer the same
questions to every candidate. Better to interview with standardizes questions, rather than on
their unique background. You must compare the outcomes and don’t be biased.
HRM: new challenges
New challenges:
1. Globalization
2. Changing demographic trends
3. Diversified employment forms
4. Business sustainability and social responds
5. Technology
Challenge 1: Globalization
Globalization: companies are dealing with partners and customers from different countries.
- Offshoring: relocation from home country to lower cost countries (India or
Cambodia).
o For example: Starbucks new location in Switzerland to stand between UK and
Colombia.
- Outsourcing: ownership of certain business patricians has shifted from own company
to somewhere else. Sometimes driven by strategic reasons.
o For example: Starbucks benefit of producing own coffee beans is no longer
that high than selling them. More revenue from the selling part than the
production part. Now, buy beans from other local shops. Outsourcing can have
a lot of benefits.
- Reshoring: cost increase. Go back to the home country. Bring jobs back to your home
fellow. Stimulate local economies.
Global organization: An organization that employs a workforce in different countries
throughout the world, with a view to maximizing performance by sourcing or providing goods
and/or services in a globally based market, and in which decisions are driven by markets
rather than geography.
3
, Employees are no longer part of the same countries. Classify them:
1. Parent/home country
a. The country in which the company’s corporate HQ is located.
2. Host country
a. Country in which the parent country organization seeks to locate
b. Plant business operations
c. Hire local persons
d. Host the country nationals
3. Third country
a. Not home or host country
b. Not likely to have a facilitate here
Levels of globalization participation
Domestic: everything happens domestically. No activities in other countries.
International: one activity abroad. Subsidiary. Expanding products to secondary
countries.
Multinational: growing. Lot of local partners. Take more managerial responsibilities.
Increase efficiency. Lowering overall costs. Country competition more
intensive.
Transnational: no real HQ. transcend boundaries. The ability to work with people of
other cultures as equals.
How does it change HRM?
- Obtain HR
o Racial and cultural diversity in labor forces
- Performance management
o Global assignment
o Expatriation: work abroad for a period
o Reparation: come back
▪ How do you help them to come back?
4
