Organisational
Behavior
GW4004MV
S537735 – Thomas van Waesberge
14 October 2022 – 29 November 2022
,Week 1
Organizational behavior
What is organizational behavior
- “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.”
Human Resource Management (Boselie, 2002)
- Human:
o employment relationship employer and employee
- Resource:
o human capital; employees as resources to achieve organizational success through
knowledge, skills and competencies
- Management:
o activities to let employees act in a desired way in order to achieve organizational
success
- 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)
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.”
Evolution of HRM
Major developments in HRM
- Managing talent
- Managing work-life balance
- Managing change and cultural transformation
- Becoming a learning organization
- Improving leadership development
,Hard HRM versus Soft HRM
- Human Resource Management
o Added values
- Human Resource Management
o Moral values
Foundational models of (S)HRM
- Michigan model (Fombrun et al., 1984):
Narrow
o Hard HRM
o McGregor: Theory X
o Incentivized to perform
o Organizational strategy and mission are central
- Harvard model (Beer et al., 1984):
Broad
o Soft HRM
o McGregor: Theory Y
o HRM facilitates
o Employees are central
o Multiple performance
measures
In search for synthesis
HR practices or systems
- Individual practices – Simple, like a log of wood
- HRM system/ High Performance Work System (HPWS): Bundle of activities that increase
organizational performance – Like a processed chair of combined logs of wood
HR system/bundles
- Empowerment-Enhancing Bundles
o Employee involvement in influencing work process/outcomes
o Formal grievance procedure and complaint resolution systems
o Job enrichment (skill flexibility, job variety, responsibility)
o Self-managed or autonomous work groups
o Employee participation in decision making
o Systems to encourage feedback from employees
- Motivation-Enhancing Bundles
, o Formal performance appraisal process
o Incentive plans (bonuses, profit-sharing, gain-sharing plans)
o Liking pay to performance
o Opportunities for internal career mobility and promotions
o Health care and other employee benefits
- Skill-Enhancing Bundles
o Job descriptions/requirements generated through job analysis
o Job-based skill training
o Recruiting to ensure availability of large applicant pools
o Structured and validated tools/procedures for personnel selection
AMO model
Core versus peripheral workers
- HR differentiation
- Tendency: focus on core workers
- Lepak & Snell (2002): HR architecture
- Based on uniqueness and strategic value
- Different employees, different HR treatment
The differentiated workforce (Lepak & Snell, 2002)
Contextual SHRM framework
SHRM & Context
Behavior
GW4004MV
S537735 – Thomas van Waesberge
14 October 2022 – 29 November 2022
,Week 1
Organizational behavior
What is organizational behavior
- “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.”
Human Resource Management (Boselie, 2002)
- Human:
o employment relationship employer and employee
- Resource:
o human capital; employees as resources to achieve organizational success through
knowledge, skills and competencies
- Management:
o activities to let employees act in a desired way in order to achieve organizational
success
- 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)
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.”
Evolution of HRM
Major developments in HRM
- Managing talent
- Managing work-life balance
- Managing change and cultural transformation
- Becoming a learning organization
- Improving leadership development
,Hard HRM versus Soft HRM
- Human Resource Management
o Added values
- Human Resource Management
o Moral values
Foundational models of (S)HRM
- Michigan model (Fombrun et al., 1984):
Narrow
o Hard HRM
o McGregor: Theory X
o Incentivized to perform
o Organizational strategy and mission are central
- Harvard model (Beer et al., 1984):
Broad
o Soft HRM
o McGregor: Theory Y
o HRM facilitates
o Employees are central
o Multiple performance
measures
In search for synthesis
HR practices or systems
- Individual practices – Simple, like a log of wood
- HRM system/ High Performance Work System (HPWS): Bundle of activities that increase
organizational performance – Like a processed chair of combined logs of wood
HR system/bundles
- Empowerment-Enhancing Bundles
o Employee involvement in influencing work process/outcomes
o Formal grievance procedure and complaint resolution systems
o Job enrichment (skill flexibility, job variety, responsibility)
o Self-managed or autonomous work groups
o Employee participation in decision making
o Systems to encourage feedback from employees
- Motivation-Enhancing Bundles
, o Formal performance appraisal process
o Incentive plans (bonuses, profit-sharing, gain-sharing plans)
o Liking pay to performance
o Opportunities for internal career mobility and promotions
o Health care and other employee benefits
- Skill-Enhancing Bundles
o Job descriptions/requirements generated through job analysis
o Job-based skill training
o Recruiting to ensure availability of large applicant pools
o Structured and validated tools/procedures for personnel selection
AMO model
Core versus peripheral workers
- HR differentiation
- Tendency: focus on core workers
- Lepak & Snell (2002): HR architecture
- Based on uniqueness and strategic value
- Different employees, different HR treatment
The differentiated workforce (Lepak & Snell, 2002)
Contextual SHRM framework
SHRM & Context
