summery:
principles of HRM
Course coordinator: Professor dr. Bert Schreurs Teaching assistant: Imke Dirkx
Tinneke Nijs
2023-2024
, 1. INTRODUCTION
HOW CAN HR HELP?
• Why don’t we find suitable candidates for the vacancy?
• How to choose the best candidate from the applicant pool?
• What feedback should we give employees during the performance review process?
• Which training should I offer my employees?
• How much should I pay my employees?
• How can I increase the well-being of my employees?
• How can we reduce personnel turnover in our organisation?
• Turnover: employees leaving the company (vrijwillig)
• Best leave first
• How can I ensure that my employees are fully committed to the goals of the organisation?
DOES IT MATTER?
Human resource management (HRM) refers to the constellation of decisions and actions associated with
managing individuals throughout the employee life cycle to maximize employee and organisational
effectiveness in attaining goals
Human resources = human capital under the firm’s control in a direct employment relationship
Human resource practice = organisational activities directed at managing the pool of human capital and
ensuring that the capital is employed towards the fulfilment of organisational goals
1
,Skills of HR = KSAPM -> We can influence these skills threw HR practices -> We want to increase the
performance threw performance management-> More effort for doing your job -> This will translate into a
better performance for the company bc everybody is performing
Human resources are an important source of sustained competitieve advantage but there is still some scepticm
bc
• HR managers are not interested in or equipped for doing business -> need to know more about how
people can serve corporate objectives
• To focused in efficiency instead of value -> maybe bc effecicieny is easer to measure than value -> exp.
HR-manager can’t give a reason why the training was needed and what it had brought to the company
-> HR should be a catalyst for behaviors that are valuable and contribute to the organization’s goals
(on not only keeping busy with payment, recruitment, …)
• HR pursues standardization and uniformity in the face of a workforce that is heterogeneous and
complex while they should acknowledge and reward their best performances (and not treath them the
same) -> this sends out the massages that being average is enough
IN THIS COURSE, WE WILL ARGUE THAT ...
• Human resources are one of the primary means of creating ‘sustained competitive advantage’ for the
organisation.
• To do so, the human resource architecture needs to be aligned with the business strategy and needs to be
internally consistent.
• Alignment is important = fit between what you do as HR-management and other aspect sush
as organisation of the company
• We can’t work in isolation we need alignment between the different aspects of the company
• Good human resources management takes into account the context in which the company operates
(culture, legislation, industry, etc.).
LEARNING GOALS
At the end of the course students should be able to:
• Identify and describe the key concepts and frameworks for HRM
• Describe the fundamentals and functionality of the different HR functions
• Understand and explain how the HR functions separately and in combination contribute to sustainable
competitive advantage
• Critically analyse factors that influence the strategic management of human resources in today’s
international environment
• Evaluate the extent to which an organisation’s HR architecture is in accordance with the most recent
scientific evidence
• Identify causes of HR-related problems and formulate recommendations based on the best available
evidence.
TEACHING METHOD
2
, • ‘Blended learning’
• Mix of traditional and web-based methods
• On-campus lectures
• Interactive
• E-learning platform
• Self-directed learning
• The course is designed to empower students to take ownership of their personal development
• Each chapter contains a number of test questions so students can check their understanding of
the material
• Lectures (on-campus)
• Set-up
• Highlights from the syllabus
• Interactive discussions
• Aim to:
• Clarify concepts and learn to apply them
• Promote critical thinking and contextual reasoning
• Identify general principles and cross-chapter relationships
• Lectures will not be recorded because of their interactive nature
PRACTICAL SESSIONS (ON -CAMPUS)
• Led by a teaching assistant
• Aim to:
• Inform students about the assignment
• Provide theoretical background about the assignment
• Answer questions about the assignment
• Highlight pitfalls and best practices
• Practical sessions will not be recorded because of their interactive nature
COURSE MATERIALS
• Syllabus: Schreurs, B. “Managing Human Resources: A Balanced Approach” (version 2023-24)
Via Standaard Student Webshop or Standaard Student Shop on Campus
Detailed course slides will be provided for topics that are not (yet) included in the syllabus
3
principles of HRM
Course coordinator: Professor dr. Bert Schreurs Teaching assistant: Imke Dirkx
Tinneke Nijs
2023-2024
, 1. INTRODUCTION
HOW CAN HR HELP?
• Why don’t we find suitable candidates for the vacancy?
• How to choose the best candidate from the applicant pool?
• What feedback should we give employees during the performance review process?
• Which training should I offer my employees?
• How much should I pay my employees?
• How can I increase the well-being of my employees?
• How can we reduce personnel turnover in our organisation?
• Turnover: employees leaving the company (vrijwillig)
• Best leave first
• How can I ensure that my employees are fully committed to the goals of the organisation?
DOES IT MATTER?
Human resource management (HRM) refers to the constellation of decisions and actions associated with
managing individuals throughout the employee life cycle to maximize employee and organisational
effectiveness in attaining goals
Human resources = human capital under the firm’s control in a direct employment relationship
Human resource practice = organisational activities directed at managing the pool of human capital and
ensuring that the capital is employed towards the fulfilment of organisational goals
1
,Skills of HR = KSAPM -> We can influence these skills threw HR practices -> We want to increase the
performance threw performance management-> More effort for doing your job -> This will translate into a
better performance for the company bc everybody is performing
Human resources are an important source of sustained competitieve advantage but there is still some scepticm
bc
• HR managers are not interested in or equipped for doing business -> need to know more about how
people can serve corporate objectives
• To focused in efficiency instead of value -> maybe bc effecicieny is easer to measure than value -> exp.
HR-manager can’t give a reason why the training was needed and what it had brought to the company
-> HR should be a catalyst for behaviors that are valuable and contribute to the organization’s goals
(on not only keeping busy with payment, recruitment, …)
• HR pursues standardization and uniformity in the face of a workforce that is heterogeneous and
complex while they should acknowledge and reward their best performances (and not treath them the
same) -> this sends out the massages that being average is enough
IN THIS COURSE, WE WILL ARGUE THAT ...
• Human resources are one of the primary means of creating ‘sustained competitive advantage’ for the
organisation.
• To do so, the human resource architecture needs to be aligned with the business strategy and needs to be
internally consistent.
• Alignment is important = fit between what you do as HR-management and other aspect sush
as organisation of the company
• We can’t work in isolation we need alignment between the different aspects of the company
• Good human resources management takes into account the context in which the company operates
(culture, legislation, industry, etc.).
LEARNING GOALS
At the end of the course students should be able to:
• Identify and describe the key concepts and frameworks for HRM
• Describe the fundamentals and functionality of the different HR functions
• Understand and explain how the HR functions separately and in combination contribute to sustainable
competitive advantage
• Critically analyse factors that influence the strategic management of human resources in today’s
international environment
• Evaluate the extent to which an organisation’s HR architecture is in accordance with the most recent
scientific evidence
• Identify causes of HR-related problems and formulate recommendations based on the best available
evidence.
TEACHING METHOD
2
, • ‘Blended learning’
• Mix of traditional and web-based methods
• On-campus lectures
• Interactive
• E-learning platform
• Self-directed learning
• The course is designed to empower students to take ownership of their personal development
• Each chapter contains a number of test questions so students can check their understanding of
the material
• Lectures (on-campus)
• Set-up
• Highlights from the syllabus
• Interactive discussions
• Aim to:
• Clarify concepts and learn to apply them
• Promote critical thinking and contextual reasoning
• Identify general principles and cross-chapter relationships
• Lectures will not be recorded because of their interactive nature
PRACTICAL SESSIONS (ON -CAMPUS)
• Led by a teaching assistant
• Aim to:
• Inform students about the assignment
• Provide theoretical background about the assignment
• Answer questions about the assignment
• Highlight pitfalls and best practices
• Practical sessions will not be recorded because of their interactive nature
COURSE MATERIALS
• Syllabus: Schreurs, B. “Managing Human Resources: A Balanced Approach” (version 2023-24)
Via Standaard Student Webshop or Standaard Student Shop on Campus
Detailed course slides will be provided for topics that are not (yet) included in the syllabus
3
