Chapter 1 + articles
Schnabel 5 I’s:
-Internalization: across the globe is increasing.
-Individualization is increasing, happiness and meaningful work.
-Informalization: less hierarchical
-Informatization: digital developments.
-intensification: more network oriented, combine pleasure and work.
Multiple stakeholder perspective: strategy of business in line with strategy of employee.
MHRM (micro): studies individual employment level. Recruitment, selection, training, development.
IHRM (international): HRM in large MNCs.
SHRM (strategic): takes into account internal and external organizational context. Fit of business and
HR strategy.
SHRM 3 perspectives: -multi-actor perspective: multiple stakeholders, including employees. -Broad
societal perspective: different institutional contexts (industry, regions, countries). -Multi level
perspective: including individual and strategic organizational perspective.
4 contract types: -Legal. -Economic/transactions (salary). -Psychological contract (unwritten). -
Sociological contract (social relations, bond colleagues etc.)
Article Paauwe 2004: Human resources are more than just resources. Also wellbeing, happiness and
health. Focusses on exchange relationship between employee and organization.
Soft HRM: added values, human side of organizing.
Hard HRM: moral values, focused on economics.
Anglo-American model (USA): creating shareholder value. (hard HRM)
Rhineland model (Europe): multiple stakeholders, employment relationship. (soft HRM).
Boxall and Purcell: HRM covers all workforce groups. Core employees are permanent.
Peripheral/contingent workers are temporarily.
Traditional HRM focuses on core employees, new HRM on all workforce.
The balanced approach: economic and institutional perspective.
-organizational success depends on financial performance and societal performance.
-Stakeholders interest and broader view leads to good people management.
-goal of employee, organization and society have to be aligned.
Chapter 2 + articles
Debate about HRM and its context:
-The best fit school: HRM more effective when aligned with internal and external context.
-The best practise school: universalistic perspective: one best way to do things in every company. An
example of this is Pfeffer’s 7 best practices:
1. Selective recruitment and selection. 2. Extensive training. 3. Performance related pay. 4.
Teamworking. 5. Information sharing and communication. 6. Reduction of status differences.
7. Employment security.
When taking into account environment you think about purpose, the why. Mission is how to
accomplish and vision is your efforts. Therefore environment influence the strategy and thus HRM.
, Business strategy: important choices.
Strategy: an organization's intention to achieve certain goals through planned alignment (fit)
between the organization and its environment.
Goal-based strategy: based on the organizations vision (what) and mission (how).
Strategic formulation: the process of forging a cohesive integrated set of strategies designed to deal
with the environment and achieve the business strategic goals.
Strategy implementation: the actions the organization takes to execute the strategy it has
formulated.
Sectors of the external environment
The general environment: represents the board external context of an organization.
Business environment: linked to population or organizational field, economy, customers etc.
Strategy 4 parts:
-Competitive strategy: which market enter and what kind of products.
-Financial strategy: how can we fund this strategy.
-Operational strategy: supplies we want to use.
-HR strategy: how we recruit people.
4 kind of fits in SHRM:
-Strategic or vertical fit: alignment between business strategy and the HR strategy.
-Internal or horizontal fit: alignment between individual HR practices.
-Organizational fit: alignment HRM and other organizational systems.
-Environmental fit: alignment HRM and institutional environment of an organization.
Strategic choice (CHILD):
-Hyper determinism: no space for strategic choice, determined by contextual conditions.
-Hyper voluntarism: free to do whatever the organization want.
Paauwe states that free space is bigger when: market growth, few stakeholders, limited laws, large
financial buffers, monopoly.
Individual needs:
-Need for autonomy.
-Need for competence, feeling of being skilled.
-Need for relatedness and belongingness.
-Need for structure.
-Need for psychological safety.
HR strategy scan (six component model):
Schnabel 5 I’s:
-Internalization: across the globe is increasing.
-Individualization is increasing, happiness and meaningful work.
-Informalization: less hierarchical
-Informatization: digital developments.
-intensification: more network oriented, combine pleasure and work.
Multiple stakeholder perspective: strategy of business in line with strategy of employee.
MHRM (micro): studies individual employment level. Recruitment, selection, training, development.
IHRM (international): HRM in large MNCs.
SHRM (strategic): takes into account internal and external organizational context. Fit of business and
HR strategy.
SHRM 3 perspectives: -multi-actor perspective: multiple stakeholders, including employees. -Broad
societal perspective: different institutional contexts (industry, regions, countries). -Multi level
perspective: including individual and strategic organizational perspective.
4 contract types: -Legal. -Economic/transactions (salary). -Psychological contract (unwritten). -
Sociological contract (social relations, bond colleagues etc.)
Article Paauwe 2004: Human resources are more than just resources. Also wellbeing, happiness and
health. Focusses on exchange relationship between employee and organization.
Soft HRM: added values, human side of organizing.
Hard HRM: moral values, focused on economics.
Anglo-American model (USA): creating shareholder value. (hard HRM)
Rhineland model (Europe): multiple stakeholders, employment relationship. (soft HRM).
Boxall and Purcell: HRM covers all workforce groups. Core employees are permanent.
Peripheral/contingent workers are temporarily.
Traditional HRM focuses on core employees, new HRM on all workforce.
The balanced approach: economic and institutional perspective.
-organizational success depends on financial performance and societal performance.
-Stakeholders interest and broader view leads to good people management.
-goal of employee, organization and society have to be aligned.
Chapter 2 + articles
Debate about HRM and its context:
-The best fit school: HRM more effective when aligned with internal and external context.
-The best practise school: universalistic perspective: one best way to do things in every company. An
example of this is Pfeffer’s 7 best practices:
1. Selective recruitment and selection. 2. Extensive training. 3. Performance related pay. 4.
Teamworking. 5. Information sharing and communication. 6. Reduction of status differences.
7. Employment security.
When taking into account environment you think about purpose, the why. Mission is how to
accomplish and vision is your efforts. Therefore environment influence the strategy and thus HRM.
, Business strategy: important choices.
Strategy: an organization's intention to achieve certain goals through planned alignment (fit)
between the organization and its environment.
Goal-based strategy: based on the organizations vision (what) and mission (how).
Strategic formulation: the process of forging a cohesive integrated set of strategies designed to deal
with the environment and achieve the business strategic goals.
Strategy implementation: the actions the organization takes to execute the strategy it has
formulated.
Sectors of the external environment
The general environment: represents the board external context of an organization.
Business environment: linked to population or organizational field, economy, customers etc.
Strategy 4 parts:
-Competitive strategy: which market enter and what kind of products.
-Financial strategy: how can we fund this strategy.
-Operational strategy: supplies we want to use.
-HR strategy: how we recruit people.
4 kind of fits in SHRM:
-Strategic or vertical fit: alignment between business strategy and the HR strategy.
-Internal or horizontal fit: alignment between individual HR practices.
-Organizational fit: alignment HRM and other organizational systems.
-Environmental fit: alignment HRM and institutional environment of an organization.
Strategic choice (CHILD):
-Hyper determinism: no space for strategic choice, determined by contextual conditions.
-Hyper voluntarism: free to do whatever the organization want.
Paauwe states that free space is bigger when: market growth, few stakeholders, limited laws, large
financial buffers, monopoly.
Individual needs:
-Need for autonomy.
-Need for competence, feeling of being skilled.
-Need for relatedness and belongingness.
-Need for structure.
-Need for psychological safety.
HR strategy scan (six component model):
