Volledige samenvatting 2024/25 + artikels HRM in Master Bestuurskunde en
Publiek Management 2024-2025 met lesnotities en PPT!
Table of contents
1 General introduction of HRM .......................................................................................................................... 3
1.1 History of HRM ...................................................................................................................................... 3
1.2 Public sector peculiarities....................................................................................................................... 3
1.3 Differences between public and private sector....................................................................................... 4
2 Recruitment and employer branding ............................................................................................................... 4
2.1 The current state of the labor market .................................................................................................... 4
2.2 Employer branding as a strategy to attract and retain public employees ................................................ 5
2.2.1 Terminology employer branding and employer brand ........................................................................ 5
2.2.2 Why as a strategy? As in marketing? .................................................................................................. 5
2.2.3 How to build a strategy? .................................................................................................................... 6
2.3 Guest lecture: City of Ghent ................................................................................................................... 8
3 Selection ......................................................................................................................................................... 8
3.1 Three steps ............................................................................................................................................ 8
3.2 Guest lecture: ALTIOR .......................................................................................................................... 11
3.2.1 Definition of executive search and applied in a career...................................................................... 11
3.2.2 Features executive search ................................................................................................................ 11
3.2.3 Self reflection .................................................................................................................................. 11
3.2.4 SME’s, Multinationals, Consulting, Public Sector .............................................................................. 12
3.3 Guest lecture: Hudson ......................................................................................................................... 12
3.3.1 HR lifecycle ...................................................................................................................................... 12
3.3.2 AC/DC .............................................................................................................................................. 12
3.3.3 Matrix data collection and data interpretation ................................................................................. 12
3.3.4 Definition of competency, personality trait ...................................................................................... 13
4 Performance management ........................................................................................................................... 13
4.1 Definition ............................................................................................................................................. 13
4.2 PM-cycle - 7 steps ................................................................................................................................ 13
5 Training and development ............................................................................................................................ 16
5.1 Relevance ............................................................................................................................................ 16
5.2 Development? Training? ...................................................................................................................... 16
5.2.1 Training – research?......................................................................................................................... 16
5.2.2 Investment in training – a good idea? .............................................................................................. 16
5.3 Training process - 5 steps ..................................................................................................................... 16
5.4 Article: the eight principles for health care ........................................................................................... 20
1
,6 Reward and motivation ................................................................................................................................. 21
6.1 Total Rewards Model ........................................................................................................................... 21
7 Well-being .................................................................................................................................................... 24
7.1 The role of leadership .......................................................................................................................... 24
7.1.1 Traditional leadership models .......................................................................................................... 24
7.1.2 The essence of leadership ................................................................................................................ 25
7.1.3 Article in change leadership ............................................................................................................. 25
7.2 Sustainable HRM.................................................................................................................................. 26
7.2.1 Quadrants 2 and the relevance of it ................................................................................................. 27
7.2.2 So, what can we do within HRM based on sustainable HRM? ........................................................... 28
7.2.3 Remaining quadrants ....................................................................................................................... 28
7.3 Article: the Role of HR in Sustainability and CSR ................................................................................... 29
7.3.1 Overview ......................................................................................................................................... 29
7.3.2 Key Concepts ................................................................................................................................... 29
7.3.3 Dimensions of HR in Sustainability ................................................................................................... 29
7.3.4 HR Roles in Four Quadrants ............................................................................................................. 29
7.3.5 Key Themes ..................................................................................................................................... 30
7.3.6 Summary ......................................................................................................................................... 30
2
,1 General introduction of HRM
1.1 History of HRM
McDonalization:
Efficiency optimization of production in terms of speed (e.g. the drive through)
Calculability the tendency to calculate everything (e.g. quantity instead of quality focus)
Predictability uniformization of products, services, procedures (e.g. Belgium – Shangai same working
procedures)
Control control systems through the use of technology (e.g. automatic ordering)
Evolution of HR went from solely controlling the employees to a strategic partner who supports to reach the
organizational goals together with the employees.
The worldwide rapid changes in technological developments give potential to the HR, but brings also risks in bias.
e.g. smartphones at work, AI helps to create efficient processes but gives also risks in bias.
1.2 Public sector peculiarities
Three criteria that discerns organizations into varying degrees of ‘publicness’
Ownership Who owns the organization? Public organizations are more likely to be government-owned or owned
by the public community, while private organizations are often privately owned (by one or more
stakeholders).
Funding What is the (main) source of financial resources for this organization? Public organizations are more
likely to be publicly or government-funded, while private organizations often rely on customers and/or
shareholders.
Authority Is the organization controlled by political authority and, if so, to what extent? Public organizations are
almost always subject to political control, while private organizations are controlled by market forces.
3
,1.3 Differences between public and private sector
Difference Public sector Private sector
Goals Goals are not always that straightforward, which may Make a profit
cause goal ambiguity (produce public value, political
Performance-related pay
responsiveness, social equity..). e.g. providing the public
with a good quality public service is an important objective
Accountability and measures?
Organizational goals, team goals, and personal goals are
less tangible, harder to measure and sometimes even
conflicting
Difficult to copy private sector goals
Constraints Employees do not have always ave the capacity or Employees more participation in decision
autonomy to make certain (HRM-related) decisions. processes.
High levels of bureaucracy characteristic of public Employer has more power to manage the
sector organizations employees.
Employers have less power to manage their employees
than managers in private organizations.
manifest in all steps of the employment process and the
accompanying HR practices, such as hiring decisions,
(non)financial incentives, promotion opportunities,
employee exit management,…
Motivation Employees: PSM Public sector motivation: person’s Often based on extrinsic motivation, such
desire to serve society. Higher level of intrinsic and as monetary incentives
altruistic motivation, motivation to work often based on
personal values.
2 Recruitment and employer branding
2.1 The current state of the labor market
History: after the Covid19 crisis, the amount of job vacancies rises but there are less available employees.
Organizations are still struggling to attract young talents, because these young adults do more often voluntarily
turnover. ‘War on talents’ Become the employer of choice!
Resource-based theory = management theory that posits that organizations can gain competitive advantage
through the effective management of their internal resources and capabilities employees = resource and human
capital competitive advantage.
How can a public organization succeed in attracting both more (quantity) and more talented (quality) applicants?
How can a public organization convince more applicants to accept the job proposal? How can a public organization
motivate employees to stay in the job for a longer period?
4
,2.2 Employer branding as a strategy to attract and retain public employees
2.2.1 Terminology employer branding and employer brand
Employer branding = the process of creating, communicating, and managing an attractive, authentic and
distinctive employer image among both current and potential employees.
(EB)
= the process of creating and communicating – both internally and externally – a clear image of
what is attractive and distinctive about the organization as a workplace.
Employer brand = the package of functional, economic, and psychological benefits associated with working in
the organization, aligned with the organization’s identity.
= consists of individuals perceptions regarding the distinctive, core, and differentiating
characteristics of the organization as an employer.
2.2.2 Why as a strategy? As in marketing?
Attracting new talent
Employer branding is not only relevant for those jobs that are faced with a structural shortage
of employees, but for all organizations.
Retaining talent
Managing an existing employer brand
Cost-saving in recruitment and spillover effects
True of false?
“it is important to create an image as good as possible…” False
“A short recruitment and selection procedure is necessary” False
“The more information about the job in the job advertisements, the better” True
“Concrete information (e.g. 20 days of training) better than vague information (e.g. a nice package of True
training days)”
Marketing vs recruitment
Similarities Applying the marketing metaphor Applying to recruitment
Competitive market
Consumer/customer = job applicant/employee However, employer branding is not just
Limited information
Product/service = job marketing; it’s the beginning of a
Persuasive
Brand = employer brand relationship, as the image carries a
communication
promise that must be fulfilled throughout
In marketing, creating a unique and positive
the hired employee's career.
brand image increases the likelihood that a
particular service or product will be chosen = competition between different
over others. organizations to attract individuals
5
, Consumers/applicants often have limited and vague information
about the different alternatives, that’s why their choices and decisions
can be influenced
Applicants and employees’ perceptions of the employer image. To be
attractive, it is important that an employer shows what makes the
organization unique and different
Shed light on the company’s added value
2.2.3 How to build a strategy?
Four step plan
0. Preparatory phase
Responsibility?
Collaboration between:
- Marketeers: promoting EB
- HR professionals: to potential and current employees
- Communication specialist: in a transparent, authentic and engaging manner
Strategic Include well-defined and embraced mission, vision, objectives and core values
maturity? Must be consistent with all internal image of the corporation, such as financial image.
Target audience - which internal/external labor market segments?
- most sought-after profiles?
- expected competencies in which type of job profiles and human capital?
Financial - a minimum starting budget is necessary!
resources - healthy dose of creativity
- social media provides creative and cost-effective solutions.
Competitors - with which relevant competitors do you want to benchmark yourself?
- consider who your relevant competitors are in the labor market and how they position
themselves.
1. Define desired employer branding
o Creating an authentic employer brand
o Aligned with organizational identity
o Based on Instrumental-Symbolic framework
- Instrumental characteristics: objective, concrete,
tangible attributes e.g. costs, speed…
- Symbolic characteristics: subjective, abstract,
intangible attributes e.g. design, prestigious
green = instrumental 6
red = symbolic
Publiek Management 2024-2025 met lesnotities en PPT!
Table of contents
1 General introduction of HRM .......................................................................................................................... 3
1.1 History of HRM ...................................................................................................................................... 3
1.2 Public sector peculiarities....................................................................................................................... 3
1.3 Differences between public and private sector....................................................................................... 4
2 Recruitment and employer branding ............................................................................................................... 4
2.1 The current state of the labor market .................................................................................................... 4
2.2 Employer branding as a strategy to attract and retain public employees ................................................ 5
2.2.1 Terminology employer branding and employer brand ........................................................................ 5
2.2.2 Why as a strategy? As in marketing? .................................................................................................. 5
2.2.3 How to build a strategy? .................................................................................................................... 6
2.3 Guest lecture: City of Ghent ................................................................................................................... 8
3 Selection ......................................................................................................................................................... 8
3.1 Three steps ............................................................................................................................................ 8
3.2 Guest lecture: ALTIOR .......................................................................................................................... 11
3.2.1 Definition of executive search and applied in a career...................................................................... 11
3.2.2 Features executive search ................................................................................................................ 11
3.2.3 Self reflection .................................................................................................................................. 11
3.2.4 SME’s, Multinationals, Consulting, Public Sector .............................................................................. 12
3.3 Guest lecture: Hudson ......................................................................................................................... 12
3.3.1 HR lifecycle ...................................................................................................................................... 12
3.3.2 AC/DC .............................................................................................................................................. 12
3.3.3 Matrix data collection and data interpretation ................................................................................. 12
3.3.4 Definition of competency, personality trait ...................................................................................... 13
4 Performance management ........................................................................................................................... 13
4.1 Definition ............................................................................................................................................. 13
4.2 PM-cycle - 7 steps ................................................................................................................................ 13
5 Training and development ............................................................................................................................ 16
5.1 Relevance ............................................................................................................................................ 16
5.2 Development? Training? ...................................................................................................................... 16
5.2.1 Training – research?......................................................................................................................... 16
5.2.2 Investment in training – a good idea? .............................................................................................. 16
5.3 Training process - 5 steps ..................................................................................................................... 16
5.4 Article: the eight principles for health care ........................................................................................... 20
1
,6 Reward and motivation ................................................................................................................................. 21
6.1 Total Rewards Model ........................................................................................................................... 21
7 Well-being .................................................................................................................................................... 24
7.1 The role of leadership .......................................................................................................................... 24
7.1.1 Traditional leadership models .......................................................................................................... 24
7.1.2 The essence of leadership ................................................................................................................ 25
7.1.3 Article in change leadership ............................................................................................................. 25
7.2 Sustainable HRM.................................................................................................................................. 26
7.2.1 Quadrants 2 and the relevance of it ................................................................................................. 27
7.2.2 So, what can we do within HRM based on sustainable HRM? ........................................................... 28
7.2.3 Remaining quadrants ....................................................................................................................... 28
7.3 Article: the Role of HR in Sustainability and CSR ................................................................................... 29
7.3.1 Overview ......................................................................................................................................... 29
7.3.2 Key Concepts ................................................................................................................................... 29
7.3.3 Dimensions of HR in Sustainability ................................................................................................... 29
7.3.4 HR Roles in Four Quadrants ............................................................................................................. 29
7.3.5 Key Themes ..................................................................................................................................... 30
7.3.6 Summary ......................................................................................................................................... 30
2
,1 General introduction of HRM
1.1 History of HRM
McDonalization:
Efficiency optimization of production in terms of speed (e.g. the drive through)
Calculability the tendency to calculate everything (e.g. quantity instead of quality focus)
Predictability uniformization of products, services, procedures (e.g. Belgium – Shangai same working
procedures)
Control control systems through the use of technology (e.g. automatic ordering)
Evolution of HR went from solely controlling the employees to a strategic partner who supports to reach the
organizational goals together with the employees.
The worldwide rapid changes in technological developments give potential to the HR, but brings also risks in bias.
e.g. smartphones at work, AI helps to create efficient processes but gives also risks in bias.
1.2 Public sector peculiarities
Three criteria that discerns organizations into varying degrees of ‘publicness’
Ownership Who owns the organization? Public organizations are more likely to be government-owned or owned
by the public community, while private organizations are often privately owned (by one or more
stakeholders).
Funding What is the (main) source of financial resources for this organization? Public organizations are more
likely to be publicly or government-funded, while private organizations often rely on customers and/or
shareholders.
Authority Is the organization controlled by political authority and, if so, to what extent? Public organizations are
almost always subject to political control, while private organizations are controlled by market forces.
3
,1.3 Differences between public and private sector
Difference Public sector Private sector
Goals Goals are not always that straightforward, which may Make a profit
cause goal ambiguity (produce public value, political
Performance-related pay
responsiveness, social equity..). e.g. providing the public
with a good quality public service is an important objective
Accountability and measures?
Organizational goals, team goals, and personal goals are
less tangible, harder to measure and sometimes even
conflicting
Difficult to copy private sector goals
Constraints Employees do not have always ave the capacity or Employees more participation in decision
autonomy to make certain (HRM-related) decisions. processes.
High levels of bureaucracy characteristic of public Employer has more power to manage the
sector organizations employees.
Employers have less power to manage their employees
than managers in private organizations.
manifest in all steps of the employment process and the
accompanying HR practices, such as hiring decisions,
(non)financial incentives, promotion opportunities,
employee exit management,…
Motivation Employees: PSM Public sector motivation: person’s Often based on extrinsic motivation, such
desire to serve society. Higher level of intrinsic and as monetary incentives
altruistic motivation, motivation to work often based on
personal values.
2 Recruitment and employer branding
2.1 The current state of the labor market
History: after the Covid19 crisis, the amount of job vacancies rises but there are less available employees.
Organizations are still struggling to attract young talents, because these young adults do more often voluntarily
turnover. ‘War on talents’ Become the employer of choice!
Resource-based theory = management theory that posits that organizations can gain competitive advantage
through the effective management of their internal resources and capabilities employees = resource and human
capital competitive advantage.
How can a public organization succeed in attracting both more (quantity) and more talented (quality) applicants?
How can a public organization convince more applicants to accept the job proposal? How can a public organization
motivate employees to stay in the job for a longer period?
4
,2.2 Employer branding as a strategy to attract and retain public employees
2.2.1 Terminology employer branding and employer brand
Employer branding = the process of creating, communicating, and managing an attractive, authentic and
distinctive employer image among both current and potential employees.
(EB)
= the process of creating and communicating – both internally and externally – a clear image of
what is attractive and distinctive about the organization as a workplace.
Employer brand = the package of functional, economic, and psychological benefits associated with working in
the organization, aligned with the organization’s identity.
= consists of individuals perceptions regarding the distinctive, core, and differentiating
characteristics of the organization as an employer.
2.2.2 Why as a strategy? As in marketing?
Attracting new talent
Employer branding is not only relevant for those jobs that are faced with a structural shortage
of employees, but for all organizations.
Retaining talent
Managing an existing employer brand
Cost-saving in recruitment and spillover effects
True of false?
“it is important to create an image as good as possible…” False
“A short recruitment and selection procedure is necessary” False
“The more information about the job in the job advertisements, the better” True
“Concrete information (e.g. 20 days of training) better than vague information (e.g. a nice package of True
training days)”
Marketing vs recruitment
Similarities Applying the marketing metaphor Applying to recruitment
Competitive market
Consumer/customer = job applicant/employee However, employer branding is not just
Limited information
Product/service = job marketing; it’s the beginning of a
Persuasive
Brand = employer brand relationship, as the image carries a
communication
promise that must be fulfilled throughout
In marketing, creating a unique and positive
the hired employee's career.
brand image increases the likelihood that a
particular service or product will be chosen = competition between different
over others. organizations to attract individuals
5
, Consumers/applicants often have limited and vague information
about the different alternatives, that’s why their choices and decisions
can be influenced
Applicants and employees’ perceptions of the employer image. To be
attractive, it is important that an employer shows what makes the
organization unique and different
Shed light on the company’s added value
2.2.3 How to build a strategy?
Four step plan
0. Preparatory phase
Responsibility?
Collaboration between:
- Marketeers: promoting EB
- HR professionals: to potential and current employees
- Communication specialist: in a transparent, authentic and engaging manner
Strategic Include well-defined and embraced mission, vision, objectives and core values
maturity? Must be consistent with all internal image of the corporation, such as financial image.
Target audience - which internal/external labor market segments?
- most sought-after profiles?
- expected competencies in which type of job profiles and human capital?
Financial - a minimum starting budget is necessary!
resources - healthy dose of creativity
- social media provides creative and cost-effective solutions.
Competitors - with which relevant competitors do you want to benchmark yourself?
- consider who your relevant competitors are in the labor market and how they position
themselves.
1. Define desired employer branding
o Creating an authentic employer brand
o Aligned with organizational identity
o Based on Instrumental-Symbolic framework
- Instrumental characteristics: objective, concrete,
tangible attributes e.g. costs, speed…
- Symbolic characteristics: subjective, abstract,
intangible attributes e.g. design, prestigious
green = instrumental 6
red = symbolic
