Summary strategic human resource
management
, Radboud University 18-10-2026
content
lecture 1....................................................................................................2
Chapter 1..................................................................................................4
Lecture 2...................................................................................................6
Chapter 2..................................................................................................8
Lecture 3.................................................................................................10
Chapter 3................................................................................................12
Lecture 4.................................................................................................14
Chapter 4................................................................................................16
Lecture 5.................................................................................................18
Chapter 5................................................................................................20
Lecture 6.................................................................................................21
Chapter 6................................................................................................23
Lecture 7.................................................................................................25
Chapter 7................................................................................................27
Lecture 8.................................................................................................30
Chapter 8................................................................................................32
Lecture 9.................................................................................................34
Chapter 9................................................................................................36
................................................................................................................38
Lecture 10...............................................................................................38
Chapter 10..............................................................................................40
Lecture 11...............................................................................................42
Chapter 11..............................................................................................44
Lecture 12...............................................................................................47
Chapter 12..............................................................................................49
Lecture 13...............................................................................................51
Chapter 13..............................................................................................53
Lecture 14...............................................................................................55
Chapter 14..............................................................................................58
Chapter 1 (workgroup)............................................................................60
Chapter 2 (workgroup)............................................................................61
Chapter 3 (workgroup)............................................................................63
1
, Radboud University 18-10-2026
Chapter 7 (workgroup)............................................................................64
Chapter 11 (workgroup)..........................................................................66
Chapter 15 (workgroup)..........................................................................67
Chapter 16 (workgroup)..........................................................................69
Active listing: is it the forgotten dimension............................................71
Strength based performance appraisal and goal setting........................73
Displaying fairness while delivering bad news........................................75
Climate for conflict management............................................................77
Effective negotiation skill development..................................................79
lecture 1
Human resources are essential to organizational success. Employees are not simply a resource used
to achieve goals; they can also be a source of competitive advantage. Human Resource Management
(HRM) involves managing employees in ways that improve organizational performance while
considering individual needs and societal responsibilities. In the 21st century, Strategic Human
Resource Management (SHRM) has become increasingly important because organizations operate in
a constantly changing environment.
Organizations face changes such as mergers, acquisitions, reorganizations, strategic alliances, financial
crises and an ageing population. These developments affect organizational structures, working
conditions, job security, employee motivation and the skills required. Organizations must manage
change effectively to remain competitive. Competitive advantage means performing better than
competitors, and effective HRM can contribute by attracting, selecting, developing and retaining the
right employees.
There are three main perspectives on HRM: Micro HRM (MHRM), International HRM (IHRM) and
Strategic HRM (SHRM). MHRM focuses on individual HR practices, such as recruitment and selection,
induction, socialization, training and development. These practices help organizations attract suitable
employees and improve their knowledge, skills and abilities. MHRM is closely related to
Organizational Behaviour and Occupational Psychology because it examines how HR practices
influence employee attitudes and behaviour.
IHRM focuses on managing employees across national borders, particularly in multinational
companies. Organizations must deal with differences in culture, legislation and institutions. They
must decide which HR practices can be standardized internationally and which need to be adapted to
local conditions. IHRM also involves managing expatriates, who are employees assigned to work in
another country.
SHRM focuses on aligning HR policies and practices with the organization's overall business strategy.
Its aim is to create value and improve organizational performance to achieve a sustained competitive
advantage. An important concept is fit, which means that HR practices should support the business
strategy and work together consistently. For example, an organization focused on innovation should
recruit creative employees, encourage knowledge sharing and provide opportunities for continuous
learning.
2
, Radboud University 18-10-2026
When studying SHRM, three perspectives are important. The multi-actor perspective recognizes that
HRM involves different stakeholders, including employees, line managers, HR professionals, trade
unions, works councils, top management, shareholders and governments. These stakeholders may
have different interests that need to be balanced. The broad societal perspective emphasizes that
HRM is influenced by national and institutional contexts, including labour markets, legislation and
cultural expectations. The multi-level perspective considers HRM at both the individual level, focusing
on employee attitudes and behaviour, and the organizational level, focusing on strategy and
performance. These levels influence each other because HR policies affect employees, while
employees' collective behaviour affects organizational outcomes.
Paauwe (2004) argues that HRM should not focus exclusively on financial performance but should
also consider the employment relationship. Employees contribute their time, knowledge, skills and
effort, while organizations provide compensation, working conditions and development
opportunities. This creates a tension between added value and moral values. Added value concerns
the economic contribution of HRM, while moral values involve fairness, employee well-being, ethical
treatment and social responsibility. Effective HRM must consider both.
Boxall and Purcell (2003) explain that HRM includes different groups of workers, such as core
employees, peripheral employees and temporary or contract workers. It also involves both line
managers and specialist managers, including HR professionals. HRM is therefore not only the
responsibility of the HR department. It involves managing people and work, individually and
collectively, within the wider economic, social and institutional context.
A balanced approach to HRM is essential. According to Deephouse's (1999) strategic balance model,
organizational success requires both financial and societal performance to be above average
compared with other organizations. Financial performance concerns profitability and productivity,
while societal performance concerns the organization's impact on society and its treatment of
stakeholders. Organizations must remain financially successful while also meeting their social
responsibilities.
A balanced approach considers three interconnected goals: individual, organizational and societal
goals. Individual goals include job satisfaction, fair treatment, employee well-being and development.
Organizational goals include productivity, profitability and competitive advantage. Societal goals
involve ethical behaviour, social responsibility and compliance with societal expectations. These goals
can conflict. For example, reducing labour costs may improve short-term profits but harm employee
well-being and job security. SHRM must therefore balance the interests of employees, the
organization and society.
In conclusion, SHRM recognizes that employees and effective HR practices can be a source of
sustained competitive advantage. Organizations should align HR practices with their business
strategy, manage change effectively and consider different stakeholders and contexts. Most
importantly, HRM should balance financial performance with employee needs and societal
responsibilities to achieve sustainable organizational success.
3
management
, Radboud University 18-10-2026
content
lecture 1....................................................................................................2
Chapter 1..................................................................................................4
Lecture 2...................................................................................................6
Chapter 2..................................................................................................8
Lecture 3.................................................................................................10
Chapter 3................................................................................................12
Lecture 4.................................................................................................14
Chapter 4................................................................................................16
Lecture 5.................................................................................................18
Chapter 5................................................................................................20
Lecture 6.................................................................................................21
Chapter 6................................................................................................23
Lecture 7.................................................................................................25
Chapter 7................................................................................................27
Lecture 8.................................................................................................30
Chapter 8................................................................................................32
Lecture 9.................................................................................................34
Chapter 9................................................................................................36
................................................................................................................38
Lecture 10...............................................................................................38
Chapter 10..............................................................................................40
Lecture 11...............................................................................................42
Chapter 11..............................................................................................44
Lecture 12...............................................................................................47
Chapter 12..............................................................................................49
Lecture 13...............................................................................................51
Chapter 13..............................................................................................53
Lecture 14...............................................................................................55
Chapter 14..............................................................................................58
Chapter 1 (workgroup)............................................................................60
Chapter 2 (workgroup)............................................................................61
Chapter 3 (workgroup)............................................................................63
1
, Radboud University 18-10-2026
Chapter 7 (workgroup)............................................................................64
Chapter 11 (workgroup)..........................................................................66
Chapter 15 (workgroup)..........................................................................67
Chapter 16 (workgroup)..........................................................................69
Active listing: is it the forgotten dimension............................................71
Strength based performance appraisal and goal setting........................73
Displaying fairness while delivering bad news........................................75
Climate for conflict management............................................................77
Effective negotiation skill development..................................................79
lecture 1
Human resources are essential to organizational success. Employees are not simply a resource used
to achieve goals; they can also be a source of competitive advantage. Human Resource Management
(HRM) involves managing employees in ways that improve organizational performance while
considering individual needs and societal responsibilities. In the 21st century, Strategic Human
Resource Management (SHRM) has become increasingly important because organizations operate in
a constantly changing environment.
Organizations face changes such as mergers, acquisitions, reorganizations, strategic alliances, financial
crises and an ageing population. These developments affect organizational structures, working
conditions, job security, employee motivation and the skills required. Organizations must manage
change effectively to remain competitive. Competitive advantage means performing better than
competitors, and effective HRM can contribute by attracting, selecting, developing and retaining the
right employees.
There are three main perspectives on HRM: Micro HRM (MHRM), International HRM (IHRM) and
Strategic HRM (SHRM). MHRM focuses on individual HR practices, such as recruitment and selection,
induction, socialization, training and development. These practices help organizations attract suitable
employees and improve their knowledge, skills and abilities. MHRM is closely related to
Organizational Behaviour and Occupational Psychology because it examines how HR practices
influence employee attitudes and behaviour.
IHRM focuses on managing employees across national borders, particularly in multinational
companies. Organizations must deal with differences in culture, legislation and institutions. They
must decide which HR practices can be standardized internationally and which need to be adapted to
local conditions. IHRM also involves managing expatriates, who are employees assigned to work in
another country.
SHRM focuses on aligning HR policies and practices with the organization's overall business strategy.
Its aim is to create value and improve organizational performance to achieve a sustained competitive
advantage. An important concept is fit, which means that HR practices should support the business
strategy and work together consistently. For example, an organization focused on innovation should
recruit creative employees, encourage knowledge sharing and provide opportunities for continuous
learning.
2
, Radboud University 18-10-2026
When studying SHRM, three perspectives are important. The multi-actor perspective recognizes that
HRM involves different stakeholders, including employees, line managers, HR professionals, trade
unions, works councils, top management, shareholders and governments. These stakeholders may
have different interests that need to be balanced. The broad societal perspective emphasizes that
HRM is influenced by national and institutional contexts, including labour markets, legislation and
cultural expectations. The multi-level perspective considers HRM at both the individual level, focusing
on employee attitudes and behaviour, and the organizational level, focusing on strategy and
performance. These levels influence each other because HR policies affect employees, while
employees' collective behaviour affects organizational outcomes.
Paauwe (2004) argues that HRM should not focus exclusively on financial performance but should
also consider the employment relationship. Employees contribute their time, knowledge, skills and
effort, while organizations provide compensation, working conditions and development
opportunities. This creates a tension between added value and moral values. Added value concerns
the economic contribution of HRM, while moral values involve fairness, employee well-being, ethical
treatment and social responsibility. Effective HRM must consider both.
Boxall and Purcell (2003) explain that HRM includes different groups of workers, such as core
employees, peripheral employees and temporary or contract workers. It also involves both line
managers and specialist managers, including HR professionals. HRM is therefore not only the
responsibility of the HR department. It involves managing people and work, individually and
collectively, within the wider economic, social and institutional context.
A balanced approach to HRM is essential. According to Deephouse's (1999) strategic balance model,
organizational success requires both financial and societal performance to be above average
compared with other organizations. Financial performance concerns profitability and productivity,
while societal performance concerns the organization's impact on society and its treatment of
stakeholders. Organizations must remain financially successful while also meeting their social
responsibilities.
A balanced approach considers three interconnected goals: individual, organizational and societal
goals. Individual goals include job satisfaction, fair treatment, employee well-being and development.
Organizational goals include productivity, profitability and competitive advantage. Societal goals
involve ethical behaviour, social responsibility and compliance with societal expectations. These goals
can conflict. For example, reducing labour costs may improve short-term profits but harm employee
well-being and job security. SHRM must therefore balance the interests of employees, the
organization and society.
In conclusion, SHRM recognizes that employees and effective HR practices can be a source of
sustained competitive advantage. Organizations should align HR practices with their business
strategy, manage change effectively and consider different stakeholders and contexts. Most
importantly, HRM should balance financial performance with employee needs and societal
responsibilities to achieve sustainable organizational success.
3
