Samenvatting Human resource management_3e bach

HRM
1 Chapter 1: HRM definition and history & the importance of
evidence
1.1 HRM: definition and history, what is HRM?
 What is management? (to define HRM we start with the definition of management)
o Management is the attainment of organizational goals in an effective and
efficient manner through planning, organizing, leading and monitoring
organizational resources

1.1.1 HRM definition
1.1.1.1 Organizational resources
 Management is the attainment of organizational goals in an effective and efficient manner
through planning, organizing, leading and monitoring organizational resources
 Organisational resources can be everything: money, innovation, people,…
‘Managing’ humans
 Human machines
o Don’t let them go in overdrive
 Comparing it with a capital machine
 Is a human expensive when we compare it with a machine?
 Investment of hiring 1 person in a firm: whats the value/cost of
hiring a person for the company?
 1 fte = 1 000 000 euros  hiring a person is a LT commitment
o Salary of 50 000 euros  50 000* 20 years = 1 000 000
 If you hire someone you need to have the intention that you
are investing in them for 1 000 000 euros
 Easier to see the value of machines
 How do you treat that human?
 Do you let them go in overdrive? Burnout
 In a service firm
 70% to 75% of the cost is people cost  so it’s a huge cost, thats why
HRM is so important
o Maintain (train) when necessary
 What type of personnel do we need? (planning)
 How will the work floor be organised? (organising)
 Motivate workers (leading)
 Monitor performance (monitoring)




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,‘Managing humans’ is a team effort




 it’s not just HR, different aspects





o Direct impact on the employees = rode lijn (HR can deliver its message in a
controlled way
 Teambuilding events
 Company culture & EB
 Surveys
 Social law





o Indirect impact from HR on the employees
o Managers can also have an invluence on how the employees feel in the
organization, how they perform and how long they stay with the organization
o Managers are closer to the employees than HR, because of their daily contact
o A lot of operational HR is done by the managers
o HR will give you a frame but the manager will decide eventually





o Direct impact on the manager
 Training to prevent errors
 Saving the day if errors occur
 Guide employee in recovery process (ex.: employee works 12
hours and 6 days  managers ask what he is the added value
for the organization  HR can’t prevent the damage, they can
only guide employee in recovery process
 Support in HR matters



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, 
o Each employee can be the coach of another (motivate eachother)

1.1.1.2 Effective and efficient manner
 Management is the attainment of organizational goals in an effective and efficient manner
through planning, organizing, leading and monitoring organizational resources
Good HR
 Effective
o Do what you promise to do
 Efficient
o Within budget
 Calculated
o Make your business case like other departments do

1.1.1.3 Attainment (=bereiken) of organizational goals
 Management is the attainment of organizational goals in an effective and efficient manner
through planning, organizing, leading and monitoring organizational resources
‘Managing’ humans can be hard
 Shareholders have invested and want profit, more than the banks’ interest rate
o HR is there to help the shareholders to make more profit: achieve
organizational goals
 HR is not there for the people, employees, the well-being of the staff
 Back in the days, I used to say
o If you want to do HR because you like people, go and do something else.
Become a doctor or a social worker, but don’t do HR.
 Never forget this quote: The decision is ruthless. Ethics are in the execution.
o You have to stay profitable
 ethics: how are you going to do that?
 Temporary unemployment (no profit loss because you don’t fire them)
 Organization (1000 employees) decides to restructure  100
employees unemployed, makes them unhappy  will secure
the remaining 900 jobs  900 remaining sad (friends leave) 
tough decision: HR needs to implement it in the best possible
way (assist the leavers and help the stayers: so work on well-
being of the staff)





o Decided to do the dismissal
 Last arrow: how they did it  it has to be executed


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,  Today, I say it differently: If you want to do HR because you like people, optimise
your soft skills and train your strategic (hard) skills
o Primary responsibility HR = organization (goals), BUT well-being = still
important
o Motivated employees work better and contribute more to achieving goals
o So that you can influence the discussion on the strategy
 No discussion  no solution
o 2008  crisis  high WLH
o Now: labor market is thight
 So it’s important that you keep your employees because you will not
find new employees
 If they don’t have right skills you (re)train them bc there are no other
employees to vervang them with  (re)training to have right skills
o Proximus heeft 2000 werknemers ontslagen om er dan 2000 nieuwe aan te
nemen omdat ze niet de juiste skills hadden  dit is nu niet meer mogelijk
 Nu moet je ze trainen en coachen zodat hun skills beter worden want
er zijn geen andere werknemers
HR is not a charity
 Motivated, educated and properly led workers deliver better performances and
contribute more to the attainment of the organizational goals
Focus on ‘managing’
 HR may be more a means than an end, HR’s first responsibility is with the
organization


1.1.2 The 4 roles of HR
 Dave Ulrich: Made a model




o
o HR sets out the broad outlines that are later translated into concrete changes
for employees
o A model that explains what HR is doing  You can put it in 4 roles
o Exam: you get a case and need to decide which role it is
o You can also combine these different roles  but in this model you split it all up


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