Assignment 3
Managing People Strategically
Student: Jessica van Delft; 14644959
Lecturer: Emma van Gerven
Due date: 21-11-2022
Word count: 749
, OPTIMIZING PERFORMANCE:
a short three-level guide for managers
INTRODUCTION HRM AND PERFORMANCE
Today’s rapid technological changes and enhanced Substantial evidence exists upon the link between
competition in the business environment call for action HRM and performance (Becker & Gerhart, 1996;
to boost business efficiency, productivity and Huselid, 1995). For example, the HR department of a
organizational outcomes. Therefore, as a successful firm can adopt a selection and recruitment system for
business manager myself, I am continuously working hiring the people with the best person-organizational fit
on performance improvement within my department; or they could focus on employee training in job-
Improving performance goes beyond simply motivating relevant skills to boost performance. However, to
your employees to work harder. The manager is the actually influence performance, HR practices need to
changemaker, but how to actually optimize the be implemented effectively (Guest & Bos-Nehles,
performance of your employees? In this blog entry, I 2012). This is where the role of the manager comes in:
will built upon the causal chain between HRM and the managers are one of the key determinants for
performance and how you, as a manager, create one successful implementation at the operational business
of the most important links in this chain to achieve level (Purcell & Hutchinson). For instance, line
organizational performance. managers make the decision to execute the intended
practice developed by HR and they are responsible for
the quality of the implementation (Guest & Bos-Nehles,
2012). Therefore, as a manager, you should carefully
think about the process of intended, actual and
perceived HRM practices that lead to the desired
employee and organizational outcomes. How does this
work in practice? 2 2
Managing People Strategically
Student: Jessica van Delft; 14644959
Lecturer: Emma van Gerven
Due date: 21-11-2022
Word count: 749
, OPTIMIZING PERFORMANCE:
a short three-level guide for managers
INTRODUCTION HRM AND PERFORMANCE
Today’s rapid technological changes and enhanced Substantial evidence exists upon the link between
competition in the business environment call for action HRM and performance (Becker & Gerhart, 1996;
to boost business efficiency, productivity and Huselid, 1995). For example, the HR department of a
organizational outcomes. Therefore, as a successful firm can adopt a selection and recruitment system for
business manager myself, I am continuously working hiring the people with the best person-organizational fit
on performance improvement within my department; or they could focus on employee training in job-
Improving performance goes beyond simply motivating relevant skills to boost performance. However, to
your employees to work harder. The manager is the actually influence performance, HR practices need to
changemaker, but how to actually optimize the be implemented effectively (Guest & Bos-Nehles,
performance of your employees? In this blog entry, I 2012). This is where the role of the manager comes in:
will built upon the causal chain between HRM and the managers are one of the key determinants for
performance and how you, as a manager, create one successful implementation at the operational business
of the most important links in this chain to achieve level (Purcell & Hutchinson). For instance, line
organizational performance. managers make the decision to execute the intended
practice developed by HR and they are responsible for
the quality of the implementation (Guest & Bos-Nehles,
2012). Therefore, as a manager, you should carefully
think about the process of intended, actual and
perceived HRM practices that lead to the desired
employee and organizational outcomes. How does this
work in practice? 2 2
