Index
Lecture 1…………………………………………………………………………………………2
Lecture 2…………………………………………………………………………………………5
● Delery & Doty (1996)
Lecture 3……………………………………………………………………………..…………8
● Wright & Boswell (2002)
● Van de Voorde (2012)
Lecture 4………………………………………………...see guest lecture document
Lecture 5……………………………………………………………..…………………….…13
Lecture 6…………………………………………………see guest lecture document
Lecture 7…………………………………………………………………………………….…17
Lecture 8………………………………………………………………………………...….…20
Lecture 9……………………………………………………………………………………….23
● Mahesh Subramony (2009)
● Clint Chadwick (2010) - HRM systems: synergies
Lecture 10 ……………………………………………………………………..………….…25
Lecture 11.……………………..………………………see guest lecture document
1
, HRM: A global perspective
Lecture 1 - Introduction
Perceived vs. Implemented HR activities → Employees don’t experience the management as they
want certain implementations to perceived.
Human Resource Management refers to the policies, practices, and systems that influence
employees’ attitude, behavior and performance.
Human Resource Management is a distinctive approach to employment management which seeks
to obtain competitive advantage through the strategic development of a highly committed and
skilled workforce, using an array of cultural, structural and personal techniques (Storey, 1995).
both definitions include a strategic that is aimed to be achieved. Skilled labor work is a mechanism
to reach the strategic goal.
Strategic HRM
The idea of this figure is that if you implement each of these activities then it would lead to better
company performance.
HRM practices are ‘programs and techniques that actually get operationalized in the unit (Wright
& Boswell, 2002, pp. 263-264) → Implemented practices
- ‘things that happen’
- concrete ways in which people are managed in the organization
- certain level of facility
versus (two different definitions for the same keyword)
‘the actual, functioning, observable activities, as experienced by employees’ (Boselie et al., 2005,
pp. 74) → Perceived practices
- actual practices and experiences
- observable
2
, Focus on five core HRM practices:
- Employee relations and collective communication
- Recruitment and selection
- Performance management
- Rewards
- Training and development
HRM practice 1 : Employee relations and collective communications
Employee relations concerns matters of overarching employment or collective workforce policy,
such as bargaining (the traditional focus of industrial relations), and expression of the collective
voice of employees.
- current trends and challenges: (1) changing nature of work: teleworking (2) e-HRM (the use
of internet to implement certain practices).
Importance of employee relations and collective communication for employee commitment and
retention → exchange theory
HRM practice 2 : Recruitment and Selection
One of the purpose of recruitment is to determine present and future staffing needs in
conjunction with job analysis and human resource planning.
selection - a linked but separate practice after recruitment - then involves the identification of the
most suitable person from a pool of applicants.
- current trends and challenges: (1) war for talent demand is larger than labor supply and
vice versa (2) unemployment versus tight labour market.
Internal recruitment results in another vacancy. An employee is leaving one position to fulfil
another.
HRM practice 3 : Performance Management
Performance management is the name given to the formal conversations between line managers
and employee about priorities and their achievements. It is process designed to align the
workforce with the strategy.
- current trends and challenges: (1) HRM analysis
- Effects and outcomes: Expectancy theory
HRM practice 4 : Rewards
People are the largest single operating cost item of most businesses.
Using rewards to motivate employees and/or engender their active commitment or engagement.
- current trends and challenges: (1) Bonuses (2) Performance related pay (3) pay differences.
- Effects on outcomes: motivation theory, efficiency wage theory
3
Lecture 1…………………………………………………………………………………………2
Lecture 2…………………………………………………………………………………………5
● Delery & Doty (1996)
Lecture 3……………………………………………………………………………..…………8
● Wright & Boswell (2002)
● Van de Voorde (2012)
Lecture 4………………………………………………...see guest lecture document
Lecture 5……………………………………………………………..…………………….…13
Lecture 6…………………………………………………see guest lecture document
Lecture 7…………………………………………………………………………………….…17
Lecture 8………………………………………………………………………………...….…20
Lecture 9……………………………………………………………………………………….23
● Mahesh Subramony (2009)
● Clint Chadwick (2010) - HRM systems: synergies
Lecture 10 ……………………………………………………………………..………….…25
Lecture 11.……………………..………………………see guest lecture document
1
, HRM: A global perspective
Lecture 1 - Introduction
Perceived vs. Implemented HR activities → Employees don’t experience the management as they
want certain implementations to perceived.
Human Resource Management refers to the policies, practices, and systems that influence
employees’ attitude, behavior and performance.
Human Resource Management is a distinctive approach to employment management which seeks
to obtain competitive advantage through the strategic development of a highly committed and
skilled workforce, using an array of cultural, structural and personal techniques (Storey, 1995).
both definitions include a strategic that is aimed to be achieved. Skilled labor work is a mechanism
to reach the strategic goal.
Strategic HRM
The idea of this figure is that if you implement each of these activities then it would lead to better
company performance.
HRM practices are ‘programs and techniques that actually get operationalized in the unit (Wright
& Boswell, 2002, pp. 263-264) → Implemented practices
- ‘things that happen’
- concrete ways in which people are managed in the organization
- certain level of facility
versus (two different definitions for the same keyword)
‘the actual, functioning, observable activities, as experienced by employees’ (Boselie et al., 2005,
pp. 74) → Perceived practices
- actual practices and experiences
- observable
2
, Focus on five core HRM practices:
- Employee relations and collective communication
- Recruitment and selection
- Performance management
- Rewards
- Training and development
HRM practice 1 : Employee relations and collective communications
Employee relations concerns matters of overarching employment or collective workforce policy,
such as bargaining (the traditional focus of industrial relations), and expression of the collective
voice of employees.
- current trends and challenges: (1) changing nature of work: teleworking (2) e-HRM (the use
of internet to implement certain practices).
Importance of employee relations and collective communication for employee commitment and
retention → exchange theory
HRM practice 2 : Recruitment and Selection
One of the purpose of recruitment is to determine present and future staffing needs in
conjunction with job analysis and human resource planning.
selection - a linked but separate practice after recruitment - then involves the identification of the
most suitable person from a pool of applicants.
- current trends and challenges: (1) war for talent demand is larger than labor supply and
vice versa (2) unemployment versus tight labour market.
Internal recruitment results in another vacancy. An employee is leaving one position to fulfil
another.
HRM practice 3 : Performance Management
Performance management is the name given to the formal conversations between line managers
and employee about priorities and their achievements. It is process designed to align the
workforce with the strategy.
- current trends and challenges: (1) HRM analysis
- Effects and outcomes: Expectancy theory
HRM practice 4 : Rewards
People are the largest single operating cost item of most businesses.
Using rewards to motivate employees and/or engender their active commitment or engagement.
- current trends and challenges: (1) Bonuses (2) Performance related pay (3) pay differences.
- Effects on outcomes: motivation theory, efficiency wage theory
3
