Inhoud
Lecture 1 – Organisational behaviour – Introduction OB ................................................................... 1
Q&A session – 23/10/2020.............................................................................................................. 1
Lecture ............................................................................................................................................. 5
Lecture 2 – Organisational behaviour - Leadership .......................................................................... 22
Q&A session – 30/10/2020............................................................................................................ 22
Lecture ........................................................................................................................................... 24
Lecture 3 – Organisational behaviour – Teams ................................................................................. 40
Q&A session – 06/11/2020............................................................................................................ 40
Lecture ........................................................................................................................................... 42
Lecture 4 – Organisational behaviour – Professionals ...................................................................... 53
Q&A session – 20/11/2020............................................................................................................ 53
Lecture ........................................................................................................................................... 54
Lecture 5 – Organisational behaviour –Motivation .......................................................................... 63
Q&A session – 27/11/2020............................................................................................................ 63
Lecture ........................................................................................................................................... 63
Lecture 1 – Organisational behaviour – Introduction OB
Q&A session – 23/10/2020
Why do we have this course?
WE already know the complexity of healthcare setting. Looking at healthcare organisations the
demand is increasing (multimorbidity) and the complexity is increasing. This wouldn’t be a problem if
the resources would also improve, but this is not the case. For instance there is shortage in
employees, healthcare professionals. Also looking at the costs we have a problem; if we don’t do
anything, by 2014 half of your income should be spent on the healthcare. Either way there are some
challenges.
Regarding these challenges, the care that they provide still high quality of care. How organisations
deal with this challenges, this course deals with this.
,In this course we are interested in different layers of the organisation. Those layers will be also be
represented in the weeks we will cover. We will start with HRM and context (the highest level,
organisational level). How does context influence your HRM policy? Second week it will focus on
leadership, third week we will talk about teams (the ones who provide care). In the end we will have
the individual level (the professional, what is it; is it good we have professionalism etc. how to
motivate and encourage those individuals).
Every week we will start on a Friday. Depending on each week the lectures differ (posted on Friday).
Week 4 is about a dilemma game (online and it’s mandatory because you write a reflective report of
it). Deadline of the report: 16th of November (before 18:00 o’clock!)
Questions about these lectures can be asked the Friday the week after.
The dilemma game: ideally with 4 people. No clear format of the reflection report, but there are
some questions you need to answer.
Q&A Lecture 1
Model Pauuwe
What changed in the development in the 2 models? (from contextually Contextually Based Human
Resource Theory (CBHRT) to contextual strategic HRM model)
The main change has now clearly 2 sides, one context side and HRM side. One the relationship and
HRM performance was quite simplistic, we know more about this relationship. So here he included
the employee level. Second performance measurement, performance is multidimensional, you have
to define what you mean by performance → so he tried to make it more diverse.
,Thereby in his previous model it was not mentioned, not visualised, that the characterize mechanism
also influence the legitimacy and ..
In the second model the 3 mechanism are central and all those 3 dimensions should be in balance
and they influence each other.
If you only look at the competitive and institutional mechanisms, you still have a different due to the
heritage. Its not possible for 2 organisation to get the same HR system, because they have both
different heritage. It makes it impossible to imitate.
Resource-based-view
Inside out approach, reacting to the outside-in approach. Not only focus on context but also on your
own characteristics, your own resources. Pauuwee combines these 2 approaches.
Heritage mechanism
The heritage mechanism are more the internal norms and values, but thy are of course influenced by
the institutional mechanism. But if those mechanism weren’t implied in the norms in the past, they
aren’t really related. So they are kind related but not direct.
Reverse causality; the model is visualised as a quantitative model, while it’s a qualitative model. With
the dotted lines Pauuwe wants to show there is interactions, so it’s not just from left to right, but you
can also have reverse causality.
➔ There is a constant interaction, the performance of today
Managerial intentionality: also refers to the voice of the managers and path dependency can limit
this managerial intentionally. So even though you have strong vision of what you want, the path
dependency limits you how far you can go.
➔ Leeway: even though you have different voices from the context, you still have some
autonomy/free space to make your own decisions
Managerial intentionally is kinda part of the autonomy.
Questions of High Performance Work Systems (HPWS)
The objective of those sytems (high performance of high-involvement systems) are the same, they
try to enhance outcomes by combining different practices. HR practices that enhance each other. In
, literature they are often used exchangeable the different is more the focus. So the idea behind is the
same.
➔ Some literature say it’s the same and some not
For this course we can just focus on high performance systems
From a business perspective you can see you want to create higher performance by looking at your
business processes, the focus on patients. In hospitals we see this; in the past hospitals were
functionally oriented, and now they moved to a focus on disciplines and now more to patients.
Contingent pay and reward schemes; e.g. inventive pay, like performance related pay.
Questions to the AMO model
This model links the HR systems with performance. One of the reasons this relation exist; it’s
willingness to take a step extra, even though there are not directly expected from you.
➔ It’s a little simplistic
Buurtzorg is seen as a really successful organisation; other organisations are inspired by this. But it
doesn’t mean it works for all the organisations → you can make some changes to make it fit
Questions about the model about employees distinction
If they have high value you want to employ them internally, when they have low value you want their
services but employ them externally. If they have high unique you want to build a relationship, but
with a low uniqueness you want to make it clear what you want and they in return.
Lecture 1 – Organisational behaviour – Introduction OB ................................................................... 1
Q&A session – 23/10/2020.............................................................................................................. 1
Lecture ............................................................................................................................................. 5
Lecture 2 – Organisational behaviour - Leadership .......................................................................... 22
Q&A session – 30/10/2020............................................................................................................ 22
Lecture ........................................................................................................................................... 24
Lecture 3 – Organisational behaviour – Teams ................................................................................. 40
Q&A session – 06/11/2020............................................................................................................ 40
Lecture ........................................................................................................................................... 42
Lecture 4 – Organisational behaviour – Professionals ...................................................................... 53
Q&A session – 20/11/2020............................................................................................................ 53
Lecture ........................................................................................................................................... 54
Lecture 5 – Organisational behaviour –Motivation .......................................................................... 63
Q&A session – 27/11/2020............................................................................................................ 63
Lecture ........................................................................................................................................... 63
Lecture 1 – Organisational behaviour – Introduction OB
Q&A session – 23/10/2020
Why do we have this course?
WE already know the complexity of healthcare setting. Looking at healthcare organisations the
demand is increasing (multimorbidity) and the complexity is increasing. This wouldn’t be a problem if
the resources would also improve, but this is not the case. For instance there is shortage in
employees, healthcare professionals. Also looking at the costs we have a problem; if we don’t do
anything, by 2014 half of your income should be spent on the healthcare. Either way there are some
challenges.
Regarding these challenges, the care that they provide still high quality of care. How organisations
deal with this challenges, this course deals with this.
,In this course we are interested in different layers of the organisation. Those layers will be also be
represented in the weeks we will cover. We will start with HRM and context (the highest level,
organisational level). How does context influence your HRM policy? Second week it will focus on
leadership, third week we will talk about teams (the ones who provide care). In the end we will have
the individual level (the professional, what is it; is it good we have professionalism etc. how to
motivate and encourage those individuals).
Every week we will start on a Friday. Depending on each week the lectures differ (posted on Friday).
Week 4 is about a dilemma game (online and it’s mandatory because you write a reflective report of
it). Deadline of the report: 16th of November (before 18:00 o’clock!)
Questions about these lectures can be asked the Friday the week after.
The dilemma game: ideally with 4 people. No clear format of the reflection report, but there are
some questions you need to answer.
Q&A Lecture 1
Model Pauuwe
What changed in the development in the 2 models? (from contextually Contextually Based Human
Resource Theory (CBHRT) to contextual strategic HRM model)
The main change has now clearly 2 sides, one context side and HRM side. One the relationship and
HRM performance was quite simplistic, we know more about this relationship. So here he included
the employee level. Second performance measurement, performance is multidimensional, you have
to define what you mean by performance → so he tried to make it more diverse.
,Thereby in his previous model it was not mentioned, not visualised, that the characterize mechanism
also influence the legitimacy and ..
In the second model the 3 mechanism are central and all those 3 dimensions should be in balance
and they influence each other.
If you only look at the competitive and institutional mechanisms, you still have a different due to the
heritage. Its not possible for 2 organisation to get the same HR system, because they have both
different heritage. It makes it impossible to imitate.
Resource-based-view
Inside out approach, reacting to the outside-in approach. Not only focus on context but also on your
own characteristics, your own resources. Pauuwee combines these 2 approaches.
Heritage mechanism
The heritage mechanism are more the internal norms and values, but thy are of course influenced by
the institutional mechanism. But if those mechanism weren’t implied in the norms in the past, they
aren’t really related. So they are kind related but not direct.
Reverse causality; the model is visualised as a quantitative model, while it’s a qualitative model. With
the dotted lines Pauuwe wants to show there is interactions, so it’s not just from left to right, but you
can also have reverse causality.
➔ There is a constant interaction, the performance of today
Managerial intentionality: also refers to the voice of the managers and path dependency can limit
this managerial intentionally. So even though you have strong vision of what you want, the path
dependency limits you how far you can go.
➔ Leeway: even though you have different voices from the context, you still have some
autonomy/free space to make your own decisions
Managerial intentionally is kinda part of the autonomy.
Questions of High Performance Work Systems (HPWS)
The objective of those sytems (high performance of high-involvement systems) are the same, they
try to enhance outcomes by combining different practices. HR practices that enhance each other. In
, literature they are often used exchangeable the different is more the focus. So the idea behind is the
same.
➔ Some literature say it’s the same and some not
For this course we can just focus on high performance systems
From a business perspective you can see you want to create higher performance by looking at your
business processes, the focus on patients. In hospitals we see this; in the past hospitals were
functionally oriented, and now they moved to a focus on disciplines and now more to patients.
Contingent pay and reward schemes; e.g. inventive pay, like performance related pay.
Questions to the AMO model
This model links the HR systems with performance. One of the reasons this relation exist; it’s
willingness to take a step extra, even though there are not directly expected from you.
➔ It’s a little simplistic
Buurtzorg is seen as a really successful organisation; other organisations are inspired by this. But it
doesn’t mean it works for all the organisations → you can make some changes to make it fit
Questions about the model about employees distinction
If they have high value you want to employ them internally, when they have low value you want their
services but employ them externally. If they have high unique you want to build a relationship, but
with a low uniqueness you want to make it clear what you want and they in return.
