HRM Practices: A Global
Perspective
Lecture 1
Practices: Five Core Practices
What are HRM practices ?
- Employee relations and collective communication
- Recruitment & selection
- Performance management
- Rewards
- Training & development
Employee relations and collective communication
- Employee relations concerns matter of overarching employment or
collective workforce policy, such as bargaining and expression of
collective voice of employees
- Current trends & challenges
- Changing nature of work: tele-working
- e-HRM
- Importance of employee and collective communication for employee
commitment and retention (e.g. exchange theory)
Recruitment & selection
- One of the purposes is to determine present & future sta ng needs in
conjunction with job analysis and human resource planning
- Selection: a linked but separate practice after recruitment, which involves
the identi cation of the most suitable person from a pool of applicants
- Current trends & challenges
- War for talent
- Unemployment vs tight labour markets
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, - Comparative HRM recruitment practices (2011 study)
- Internal recruitment
- Recruitment agencies
- Word of mouth
- Company website
- Educational institutions
- Comparative HRM selection practices (2011 study)
- Interview panel
- One to one interview
- Psychometric tests
- Assessment centres
- Graphology
Performance management
- The name given to the formal conversations between line manager and
employee about priorities and their achievements
- But also…
- HR designed process designed to align the workforce with the strategy
- Current trends & challenges
- HRM analytics
- E ect on outcomes
- Expectancy theory
Rewards
- People are the largest single operating cost item of most businesses
- Using rewards to motivate employees and/or engender their active
commitment or engagement
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, - Current trends & challenges
- Bonuses
- Performance related pay
- Pay di erences
- E ects on outcomes
- Motivation theory
- E ciency wage theory
Training & development
- Training: planned and systematic modi cation of behaviour through
learning events, programs and instruction which enable individuals to
achieve the levels of knowledge, skill and competence to carry out their
work e ectively
- Development: the growth or realisation of a person’s ability and potential
thought the provision of learning and educational experiences
- Current trends & challenges
- Talent management
- Employability
- Learning organisation
- E ects on outcomes
- Psychological contract theory
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, Lecture 2
HRM and Context
Lecture outline
- HRM in context: gaining insight in various theories, perspective and
models on the relationships between HRM and (national) context
- Theoretical perspectives
- Best t vs best practices
- Universalistic, contingent, con gurational and contextual perspectives
- Contextually based human resource theory
- Empirical application
- CRANET
HRM in context
- 3 main approaches
- Cross-cultural management
- HRM across cultures
- International HRM
- Issues related to the management of HRs in MNC’s
- Comparative HRM
- Di erences / similarities in HRM across countries
Relevance of international HRM and comparative HRM
- Business and management has globalised
- A growing extension, intensity and velocity of interactions associated
with deepening impact, such that the e ects of distant events can be
highly signi cant elsewhere
- Management should be international and outward-looking
- Requirements to compare and learn from di erent nations and cultures
- MNCs need international management skills and knowledge transfer to
subsidiaries
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Perspective
Lecture 1
Practices: Five Core Practices
What are HRM practices ?
- Employee relations and collective communication
- Recruitment & selection
- Performance management
- Rewards
- Training & development
Employee relations and collective communication
- Employee relations concerns matter of overarching employment or
collective workforce policy, such as bargaining and expression of
collective voice of employees
- Current trends & challenges
- Changing nature of work: tele-working
- e-HRM
- Importance of employee and collective communication for employee
commitment and retention (e.g. exchange theory)
Recruitment & selection
- One of the purposes is to determine present & future sta ng needs in
conjunction with job analysis and human resource planning
- Selection: a linked but separate practice after recruitment, which involves
the identi cation of the most suitable person from a pool of applicants
- Current trends & challenges
- War for talent
- Unemployment vs tight labour markets
fi ffi
, - Comparative HRM recruitment practices (2011 study)
- Internal recruitment
- Recruitment agencies
- Word of mouth
- Company website
- Educational institutions
- Comparative HRM selection practices (2011 study)
- Interview panel
- One to one interview
- Psychometric tests
- Assessment centres
- Graphology
Performance management
- The name given to the formal conversations between line manager and
employee about priorities and their achievements
- But also…
- HR designed process designed to align the workforce with the strategy
- Current trends & challenges
- HRM analytics
- E ect on outcomes
- Expectancy theory
Rewards
- People are the largest single operating cost item of most businesses
- Using rewards to motivate employees and/or engender their active
commitment or engagement
ff
, - Current trends & challenges
- Bonuses
- Performance related pay
- Pay di erences
- E ects on outcomes
- Motivation theory
- E ciency wage theory
Training & development
- Training: planned and systematic modi cation of behaviour through
learning events, programs and instruction which enable individuals to
achieve the levels of knowledge, skill and competence to carry out their
work e ectively
- Development: the growth or realisation of a person’s ability and potential
thought the provision of learning and educational experiences
- Current trends & challenges
- Talent management
- Employability
- Learning organisation
- E ects on outcomes
- Psychological contract theory
ffi
ff ffff fi
, Lecture 2
HRM and Context
Lecture outline
- HRM in context: gaining insight in various theories, perspective and
models on the relationships between HRM and (national) context
- Theoretical perspectives
- Best t vs best practices
- Universalistic, contingent, con gurational and contextual perspectives
- Contextually based human resource theory
- Empirical application
- CRANET
HRM in context
- 3 main approaches
- Cross-cultural management
- HRM across cultures
- International HRM
- Issues related to the management of HRs in MNC’s
- Comparative HRM
- Di erences / similarities in HRM across countries
Relevance of international HRM and comparative HRM
- Business and management has globalised
- A growing extension, intensity and velocity of interactions associated
with deepening impact, such that the e ects of distant events can be
highly signi cant elsewhere
- Management should be international and outward-looking
- Requirements to compare and learn from di erent nations and cultures
- MNCs need international management skills and knowledge transfer to
subsidiaries
ff fi
fi fi ff ff
