Organisational Behaviour
Summary
The objectives of this course are:
Students are able to explain and discuss how HRM contributes to the performance of health
care professionals and to patient care.
Students are able to analyse individual and collective behaviour of health care professionals
within a case, based on concepts discussed in the course such as HRM, leadership and
teamwork.
Students are able to analyse the consequences of developments in health care for the
individual and collective behaviour of health care professionals and for patients.
Students are able to explain how concepts such as leadership, teamwork, and HRM can affect
working in healthcare and analyse how trends in health care affect this relationship.
Students are able to present dilemmas and tensions on concepts such as leadership,
performance, professionalism, and teamwork within health care organisations and to reflect
on it.
Students are able to identify, analyse, and reach solutions to problems on individual and
collective behaviour, presented in a case.
Students are able to discuss paper(s) in a workgroup by presenting the strengths and
weaknesses and by relating papers to each other.
1
,Table of Contents
Week 1: Introduction..............................................................................................................................3
Lecture 1 Introduction & HRM............................................................................................................3
Workgroup 1 Dilemma game...........................................................................................................13
Week 2: HRM and context....................................................................................................................14
Lecture 2 HRM and performance.....................................................................................................14
Workgroup 2.....................................................................................................................................22
Week 3: Leadership..............................................................................................................................26
Lecture 3...........................................................................................................................................26
Lecture 2 Medical leadership – Carina Hilders..................................................................................31
Workgroup 3.....................................................................................................................................35
Week 4: Teams.....................................................................................................................................40
Lecture 4...........................................................................................................................................40
Workgroup 4.....................................................................................................................................47
Week 5: Professionals..........................................................................................................................52
Lecture 5 Professionals.....................................................................................................................52
Lecture 2 Iris Wallenburg..................................................................................................................58
Workgroup 5.....................................................................................................................................61
Week 6: Dilemma game.......................................................................................................................64
2
,Week 1: Introduction
Lecture 1 Introduction & HRM
By Martina Buljac
OB & health care: dynamic, demanding & challenging
The health care setting is dynamic: the demand is increasing (people are getting older, higher
prevalence of chronic diseases, more multimorbidity). But the supply doesn’t increase with the same
speed. The amount of unfulfilled vacancies in healthcare is also increasing.
We need to provide more care, with the same or less resources
Healthcare providers are still aiming to provide high quality care, that is safe, effective and patient-
centered. At the same time they need to be there for the employees, for their well-being.
Organisations that are a happy work-place, can save money on recruitment and training etc because
employees are staying longer.
What is happening on the organisational level, group level and individual
level?
What is OB?
“A field of study that investigates the impact that individuals, groups, and structure have on behavior
within organizations, for the purpose of applying such knowledge toward improving an organization’s
effectiveness.”
It is about understanding behaviour. This behaviour is influenced by different levels (individual, group
and structure). We want to understand those levels and the interaction between the levels and
behaviour. How to use this knowledge to improve organisational effectiveness?
What is HRM?
HRM = a translation of how you can practically influence behaviour. Not only understanding it, but
also influencing it.
Human: employment relationship employer and employee
Resource: human capital; employees as resources to achieve organizational success through
knowledge, skills and competencies
Management: activities to let employees act in a desired way in order to achieve organizational
success. (Boselie, 2002)
3
, The management of work and people towards desired ends (Boxall et al., 2007)
HRM involves management decisions related to policies and practices that together shape the
employment relationship and are aimed at achieving individual, organizational, and societal goals
(Boselie, 2010)
Goals can be on different levels: organisational (effectiveness, efficiency, profit) or individual (well-
being) or societal (self-management of patients, being an ethically well organized organisation)
Strategic HRM (SHRM)
“Strategic human resource management is defined as the pattern of planned human resource
deployments and activities intended to enable an organization to achieve its goals.
It involves all of the activities that are implemented by an organization to affect the behavior of
individuals in an effort to implement the strategic needs of a business.”
(Wright & McMahan, 1992)
Combining your HRM with your business strategy. Creating a HRM that is unique and that achieves
your goals on organisational level.
Evolution of HRM https://youtu.be/nGM9MLoWLIQ
Traditional Personnel Management Human Resource Management
Instrumental and operational (focus Strategic, contribute to organizational
on administration and legislation) success
Focus on HR instruments: e.g. Also focus on work design e.g.
recruitment, selection, training, autonomy, teamwork, job
rewards, pay check enlargement
Employees represent costs Employees represent human capital
Responsibility of Personnel Shared responsibility (i.e. line
department management)
A shift that HRM is not only about HR instruments (recruitment, selection, rewards) but also about
work design (better work-life balance, how to design teams, how to create autonomy)
A shift from employees that are costs for the organization they are human capital that can create
profit but also making your employees happy is a goal on itself
A shift that the personnel department is responsible, they design HR in some office that nobody
passes by. to shared responsibility. HR is also on the work place, managers are responsible
4
Summary
The objectives of this course are:
Students are able to explain and discuss how HRM contributes to the performance of health
care professionals and to patient care.
Students are able to analyse individual and collective behaviour of health care professionals
within a case, based on concepts discussed in the course such as HRM, leadership and
teamwork.
Students are able to analyse the consequences of developments in health care for the
individual and collective behaviour of health care professionals and for patients.
Students are able to explain how concepts such as leadership, teamwork, and HRM can affect
working in healthcare and analyse how trends in health care affect this relationship.
Students are able to present dilemmas and tensions on concepts such as leadership,
performance, professionalism, and teamwork within health care organisations and to reflect
on it.
Students are able to identify, analyse, and reach solutions to problems on individual and
collective behaviour, presented in a case.
Students are able to discuss paper(s) in a workgroup by presenting the strengths and
weaknesses and by relating papers to each other.
1
,Table of Contents
Week 1: Introduction..............................................................................................................................3
Lecture 1 Introduction & HRM............................................................................................................3
Workgroup 1 Dilemma game...........................................................................................................13
Week 2: HRM and context....................................................................................................................14
Lecture 2 HRM and performance.....................................................................................................14
Workgroup 2.....................................................................................................................................22
Week 3: Leadership..............................................................................................................................26
Lecture 3...........................................................................................................................................26
Lecture 2 Medical leadership – Carina Hilders..................................................................................31
Workgroup 3.....................................................................................................................................35
Week 4: Teams.....................................................................................................................................40
Lecture 4...........................................................................................................................................40
Workgroup 4.....................................................................................................................................47
Week 5: Professionals..........................................................................................................................52
Lecture 5 Professionals.....................................................................................................................52
Lecture 2 Iris Wallenburg..................................................................................................................58
Workgroup 5.....................................................................................................................................61
Week 6: Dilemma game.......................................................................................................................64
2
,Week 1: Introduction
Lecture 1 Introduction & HRM
By Martina Buljac
OB & health care: dynamic, demanding & challenging
The health care setting is dynamic: the demand is increasing (people are getting older, higher
prevalence of chronic diseases, more multimorbidity). But the supply doesn’t increase with the same
speed. The amount of unfulfilled vacancies in healthcare is also increasing.
We need to provide more care, with the same or less resources
Healthcare providers are still aiming to provide high quality care, that is safe, effective and patient-
centered. At the same time they need to be there for the employees, for their well-being.
Organisations that are a happy work-place, can save money on recruitment and training etc because
employees are staying longer.
What is happening on the organisational level, group level and individual
level?
What is OB?
“A field of study that investigates the impact that individuals, groups, and structure have on behavior
within organizations, for the purpose of applying such knowledge toward improving an organization’s
effectiveness.”
It is about understanding behaviour. This behaviour is influenced by different levels (individual, group
and structure). We want to understand those levels and the interaction between the levels and
behaviour. How to use this knowledge to improve organisational effectiveness?
What is HRM?
HRM = a translation of how you can practically influence behaviour. Not only understanding it, but
also influencing it.
Human: employment relationship employer and employee
Resource: human capital; employees as resources to achieve organizational success through
knowledge, skills and competencies
Management: activities to let employees act in a desired way in order to achieve organizational
success. (Boselie, 2002)
3
, The management of work and people towards desired ends (Boxall et al., 2007)
HRM involves management decisions related to policies and practices that together shape the
employment relationship and are aimed at achieving individual, organizational, and societal goals
(Boselie, 2010)
Goals can be on different levels: organisational (effectiveness, efficiency, profit) or individual (well-
being) or societal (self-management of patients, being an ethically well organized organisation)
Strategic HRM (SHRM)
“Strategic human resource management is defined as the pattern of planned human resource
deployments and activities intended to enable an organization to achieve its goals.
It involves all of the activities that are implemented by an organization to affect the behavior of
individuals in an effort to implement the strategic needs of a business.”
(Wright & McMahan, 1992)
Combining your HRM with your business strategy. Creating a HRM that is unique and that achieves
your goals on organisational level.
Evolution of HRM https://youtu.be/nGM9MLoWLIQ
Traditional Personnel Management Human Resource Management
Instrumental and operational (focus Strategic, contribute to organizational
on administration and legislation) success
Focus on HR instruments: e.g. Also focus on work design e.g.
recruitment, selection, training, autonomy, teamwork, job
rewards, pay check enlargement
Employees represent costs Employees represent human capital
Responsibility of Personnel Shared responsibility (i.e. line
department management)
A shift that HRM is not only about HR instruments (recruitment, selection, rewards) but also about
work design (better work-life balance, how to design teams, how to create autonomy)
A shift from employees that are costs for the organization they are human capital that can create
profit but also making your employees happy is a goal on itself
A shift that the personnel department is responsible, they design HR in some office that nobody
passes by. to shared responsibility. HR is also on the work place, managers are responsible
4
