HUMAN RESOURCE &
MANAGEMENT
⌛ WEEK 1
📂 What’s HRM?
The set of policies, practices and systems that influence employees’
behaviors, attitudes and performances. It is a set of planned actions that
are supposed to maximize companies’ performance by helping employees
in achieving goals relevant to the company.
It includes activities within the following eight areas:
1. Analysis and design of work
2. HR planning
3. Recruiting
4. Selection
5. Training and development
6. Compensation
7. Performance management
8. Employee relations
HUMAN RESOURCE & MANAGEMENT 1
, 🔑 Job analysis: Process of getting detailed information about jobs
Job design:
Addresses what tasks should be grouped into a particular job
Recruitment:
Process through which the organization seeks applicants for potential
employment
Selection:
Process by which the organization attempts to identify applicants with
the necessary knowledge, skills, abilities, and other characteristics to
help it achieve its goals
Training:
Planned effort to facilitate the learning of job-related knowledge,
skills, and behavior
Development:
Acquiring knowledge, skills, and behavior that improve employee’s
ability to meet challenges of existing jobs or jobs that do not yet exist
Performance management:
Ensures employee’s activities and outcomes are congruent with
organization’s objectives
Compensation:
Pay structure, incentives, and benefits
📂 Human capital and the VRIO model
Human Capital: the knowledge abilities, skills, and other talents that
individuals possess, that are crucial for companies activities and for
creating economic value. It is a unique type of capital, as it is not machines,
buildings or patents being used to create value, but living beings with their
own motivations, attitudes, psychological characteristics, or even
bargaining power that can be used by individuals to capture back some of
the economic value that they created for the company.
According to the VRIO model:
Valuable: quality of output
HUMAN RESOURCE & MANAGEMENT 2
, Rare: skills and talents can be scars
Inimitable: its culture or team synergies
Organized: harness the potential of their employees
📂 3. The Strategic HRM and degrees of HR strategic involvement
Strategic Human Resource Management: pattern of planned HR
deployments and activities intended to enable an organization to achieve its
goals. HR activities are seen as bundles or systems of coherent practices
that help enhance the abilities, motivation and create opportunities for the
employees to achieve strategic goals of the organization. We don’t only
focus in one practice, we look at the entire HR systems.
📝 4. Horizontal Aligment, vertical fit, 7 best practices and HPWS
Horizontal Alignment: the degree Pfeffer (1998) proposed seven
to which the HRM practies are best practices which are
mutually supporting and universally good for all the
reinforcing. companies:
Employment security
Selective hiring
Self-managed teams
High compensation
contingent on company
performance
Extensive training
Reduction of status
differences
Extensive information sharing
about the organisation.
HUMAN RESOURCE & MANAGEMENT 3
, Later, the theory envolved into the theory of High Performance Work
Systems (HPWS) is defined as systems which create environment in the
business that allows employees a greater involvement and taking
responsibility. This systems can be bundled around three important
aspects: Ability, Motivation and Opportunities (AMO model).
Best Fit: proposes that the most important success factor of HR is the fit
between the HR systems and the organizational context. Here, the
emphasis lies on the vertical strategic fit between those.
Boon & Paauwe proposed three dimensions to look at when we want to
asses the strategic fit:
Content: achieving business objectives as stated by the organization?
Process: involved in the process of strategy formulation?
Implementation: implemented in the organization such that the intented
goals can be achieved?
Adaptation: focuses on how supportive of change and how proactive or
reactive organizations are when they are implement the HR systems. in the
ongoing changing environment.
Companies that somewhat realized the importance of HR on their
competitive advantage tried to link the strategy with HR strategy but even in
here, there are various degrees of HR involvement. One way linking is when
management decides on the strategy and then tells to the HR practitioners
what they need to do to prepare the strategy from the people’s side. In two
way linkage, HR is able to feed back to the management and presents
inside on the impact of the strategy on the people-related outcomes.
HUMAN RESOURCE & MANAGEMENT 4
MANAGEMENT
⌛ WEEK 1
📂 What’s HRM?
The set of policies, practices and systems that influence employees’
behaviors, attitudes and performances. It is a set of planned actions that
are supposed to maximize companies’ performance by helping employees
in achieving goals relevant to the company.
It includes activities within the following eight areas:
1. Analysis and design of work
2. HR planning
3. Recruiting
4. Selection
5. Training and development
6. Compensation
7. Performance management
8. Employee relations
HUMAN RESOURCE & MANAGEMENT 1
, 🔑 Job analysis: Process of getting detailed information about jobs
Job design:
Addresses what tasks should be grouped into a particular job
Recruitment:
Process through which the organization seeks applicants for potential
employment
Selection:
Process by which the organization attempts to identify applicants with
the necessary knowledge, skills, abilities, and other characteristics to
help it achieve its goals
Training:
Planned effort to facilitate the learning of job-related knowledge,
skills, and behavior
Development:
Acquiring knowledge, skills, and behavior that improve employee’s
ability to meet challenges of existing jobs or jobs that do not yet exist
Performance management:
Ensures employee’s activities and outcomes are congruent with
organization’s objectives
Compensation:
Pay structure, incentives, and benefits
📂 Human capital and the VRIO model
Human Capital: the knowledge abilities, skills, and other talents that
individuals possess, that are crucial for companies activities and for
creating economic value. It is a unique type of capital, as it is not machines,
buildings or patents being used to create value, but living beings with their
own motivations, attitudes, psychological characteristics, or even
bargaining power that can be used by individuals to capture back some of
the economic value that they created for the company.
According to the VRIO model:
Valuable: quality of output
HUMAN RESOURCE & MANAGEMENT 2
, Rare: skills and talents can be scars
Inimitable: its culture or team synergies
Organized: harness the potential of their employees
📂 3. The Strategic HRM and degrees of HR strategic involvement
Strategic Human Resource Management: pattern of planned HR
deployments and activities intended to enable an organization to achieve its
goals. HR activities are seen as bundles or systems of coherent practices
that help enhance the abilities, motivation and create opportunities for the
employees to achieve strategic goals of the organization. We don’t only
focus in one practice, we look at the entire HR systems.
📝 4. Horizontal Aligment, vertical fit, 7 best practices and HPWS
Horizontal Alignment: the degree Pfeffer (1998) proposed seven
to which the HRM practies are best practices which are
mutually supporting and universally good for all the
reinforcing. companies:
Employment security
Selective hiring
Self-managed teams
High compensation
contingent on company
performance
Extensive training
Reduction of status
differences
Extensive information sharing
about the organisation.
HUMAN RESOURCE & MANAGEMENT 3
, Later, the theory envolved into the theory of High Performance Work
Systems (HPWS) is defined as systems which create environment in the
business that allows employees a greater involvement and taking
responsibility. This systems can be bundled around three important
aspects: Ability, Motivation and Opportunities (AMO model).
Best Fit: proposes that the most important success factor of HR is the fit
between the HR systems and the organizational context. Here, the
emphasis lies on the vertical strategic fit between those.
Boon & Paauwe proposed three dimensions to look at when we want to
asses the strategic fit:
Content: achieving business objectives as stated by the organization?
Process: involved in the process of strategy formulation?
Implementation: implemented in the organization such that the intented
goals can be achieved?
Adaptation: focuses on how supportive of change and how proactive or
reactive organizations are when they are implement the HR systems. in the
ongoing changing environment.
Companies that somewhat realized the importance of HR on their
competitive advantage tried to link the strategy with HR strategy but even in
here, there are various degrees of HR involvement. One way linking is when
management decides on the strategy and then tells to the HR practitioners
what they need to do to prepare the strategy from the people’s side. In two
way linkage, HR is able to feed back to the management and presents
inside on the impact of the strategy on the people-related outcomes.
HUMAN RESOURCE & MANAGEMENT 4
