Human Resource Management (HRM)

• This document is a summary about Human Resource Management (HRM) in period 2

HRM and Strategy

• HRM is inextricably linked to the business strategy and is shaped by four distinct elements to form the human resource cycle: Selection, Assessment, Reward, Development (training).
• The model emphasizes the strategic aspect, it shouldn't forget about the tactical and operational as short-term execution is necessary.

Personnel Management

• A good personnel management requires a lot of the recruitment and selection: requirements are set in a job description with job-specific and personal requirements.
• Labor market: Everyone who offers work or needs work.

Scarce Labor Market

• There are more jobs than employees and employers have to make an effort to find and retain sufficient employees.

Recruitment

• Aimed at getting suitable candidates to apply for specific jobs within the organization.

Internal Recruitment

• Examine employees within the company who are suitable for a new role.
• Advantages: low costs, knowledge of the nature, knowledge and skills of the employee.
• Disadvantage: possibility of subjectivity in the selection and favoritism.

External recruitment

• Hire people from outside the company for a role.
• Various ways of external recruitment: Own organization's website.
• Own staff has chance of a good match and good estimation of employees
• Social media sites, recruitment sites, job boards, temporary employment agencies, headhunting, executive search, recruitment and selection agencies, guerilla marketing (unconventional way to attract attention).

Selection

• It means choosing the 'best' candidate for the job.
• Selection methods include: application letter including CV/video, job interview (unstructured), structured interview, psychological research (tests and questionnaires), assessment center method.

Validity of selection method:

• The higher the correlation, the greater the predictive value.
• Highest correlation is 1.00 and the lowest correlation is .000
• 1. IQ test in combination with a structured interview has the highest correlation
• 7. Assessment centers has the lowest

Introduction

• Introduction is a part of the entire socialization process that the employee experiences the first time.
• Anticipatory socialization: when a new employee wants to belong to the organization, he will adjust his behavior according to the requirements/expectations.
• Internalization: can resist the wishes of the organization, but eventually adopt the prevailing values.
• The process is successful if there is role clarity, task control/social acceptance
• Methods of integration (socialization & internalization): informing and guiding, reward & punishment, demonstrating, schooling
• The six C's for a good onboarding includes: Compliance (written and unwritten rules), Culture, Connection, Clarification, Checkback, Confidence .

Task Allocation

• Involves dividing activities into tasks and functions, grouping functions into organizational units, coordinating tasks, determining powers and relationships and designing communication channels.

Horizontal Specialization

• Determines how many tasks a function needs
• Low Horizontal Specialization: contains many tasks, high scope.
• High Horizontal Specialization: contains few tasks, little scope.

Vertical Specialization

• Addresses the degree to which employees can determine how they perform their function.
• Low Vertical Specialization: much control over the manner of execution, much depth.
• High Vertical Specialization: tasks are prescribed, little to no influence, little depth.

Horizontal + High Vertical Specialization

• Advantages: performed by low-skilled/cheap workers, controlled, simple tasks
• Disadvantages: monotonous character, less responsibility/satisfaction, poor employee and manager ratio, prone to faults

Low Horizontal + Low Vertical Specialization

• Advantages: greater appeal to knowledge/skills of the employee, responsible, high satisfaction, not prone to faults
• Disadvantages: function requires highly skilled/expensive employees, time-consuming to instruct

Adding more tasks

• Disadvantages of high horizontal specialization can be alleviated by task enlargement (more tasks added, more scope).

Adding more depth

• Disadvantages of high vertical specialization can be alleviated by task enrichment (more control over executing tasks, more depth).

Five Functions

• Five functions must possibly be made for workers in organizations: Support functions regulates external relations.
• Production functions to run production process.
• Maintenance functions involves human resources, building maintenance, safety.
• Adaptation functions ensures adaptation to a changing environment.
• Management functions focuses on applying structure.

Top Management

• Mainly concerned with direct supervision, managing external relations, and developing strategies to determine direction.

Middle management

• Responsible for the implementation of the activities/tasks.

The executive core

• Staff perform work that is directly related to primary business processes and the technical staff advises on designs, plans, standardizes and checks quality of tasks.

Supportive Staff

• Advises managers and focus on non-primary tasks w/o direct contribution to the primary process.

Coordination

• It is necessary to restore the coherence between the tasks/departments
• Coordination takes place through: mutual adaptation, direct supervision, standardization/formalization (laying down work processes)

Functional Grouping

• People together that perform similar tasks.
• Product Grouping = all activities for a particular product in one group.
• Market Grouping = recognize the need to approach markets in a different way.
• Geographic Grouping = sell the same products in different locations; otherwise, product grouping.

Division Authority

• Authority and the relations can be managed/organized in different ways: decides the degree of centralization or decentralization.

Centralization

• A strong degree of subordination between the various managerial layers where decisions are made at the top

Decentralization

• Powers are more distributed across different organizational levels/tasks are delegated to assistant services.

Project organization

• A temporary structure within any existing one, in which representatives from different departments form a project

Matrix organization

• Concerned with the production of products/services that always require an integrated approach.
• Communication can run vertically, horizontally or laterally.

Vertical communication

• runs via the hierarchical line and in centralized organization

Horizontal communication

• Runs through staff and departments, occurs in horizontal and lateral information channels and in decentralized organization

Structural Form

• Depends on the size, dynamics and complexity with overhead costs for extra which results from this growth.
• The simple structure is suitable for a small size and complexity.

Divisional structure

• When the P-structure breaks with concern, special version P structure.

Durable Employability

• Making sure that everyone continues to work longer in a healthy and productive manner.
• The Social and Economic Council (SER) identifies 3 factors that influence the DI=
• Work Ability* = the degree to which employees are socially, physically and mentally able to meet the demands of their work.

Work Ability 4 factors:

• Health: also social health
• Competencies: career-specific
• Standards and values: commitment and motivation
• Labor: conditions and environment.
• External factors have a direct or indirect influence on the WV

Vitality

• Have mental resilience and perseverance to carry out the work in a motivated and energetic way.

Aspects that are important:

• Lifestyle provides energy, fewer sick leaves and higher productivity.
• Develop wellness with the BRAVO compass: Exercise, Stop smoking, less Alcohol, healthy Food and Relaxation.
• Physical burden is a major risk of workers physical under load is a risk.

McGregor's theory

• Employees are lazy, motivate through: physiological and safety needs is theory X
• Employees like to work and motivate through socio and appreciation needs is theory Y
• Intrinsic motivation = people work by themselves and the extrinsic do it by prompting

Employability

• The ability of employees to be and to remain employable.

Competence Management

• The realization that the key resources are not only important in determining strategic choices
• 21st century skills and competencies help the medewerkes is prepared for changes like communication, collaboration and creativity

Learning/Development of Employees

• Learning and Training needs outlined - places learn/knowledge development a place in the perspective
• Employees are developing the strategy for personal development and training, coaching/intervision possible.

Organization

• A collection of groups with criteria for people divided by mutual dependence for the execution of tasks.

Formal Groups

• Administrative groups determine the goals of the enterprise/how problems are solved.
• Executive groups=focus = in their own working environment.
• Self-managing teams= tasks also have planning and controlling tasks; improve performance and reduce absenteeism

Self-steering Teams

• Quality of work to increase
• Customer-centric work to perform
• Better respond to the wishes of the market
• Facilitate the flexibility

Communication of Self Steering Teams

• Must be able to perform all tasks (so multi-use)
• To minimize cases (faster response rate)
• Must provide members a base

Informal Groups

• Spontaneous groups: arise by common activities/friendships.
• Interest groups: advocate a common goal.
• Functions of groups: evolutionary and biological function=protection is group by security.

Pschologic function

• social support, provide information, social identity (also status = hierarchy)
• Cognitive function=people need help.

Group Behavior

• New group members are encouraged to accept the behavior of the group: conform
• Group has standard behavior which the group tries to correct; group members is forced to give contributions.

Factors what have influence on behaviour

• Active behavior the group tries to influence, make people persuaded by an opinion.
• Passief behavior is not intentioned also affects on behavior but unrecognized.

Five fases in groups developments

• Orientation: exploration stands central
• Conflict: there are often disagreement
• Stabalition: oppositions decreases
• Perform the group
• Finishing up: group stop existing

Cohesion group strengthened/disturbed through

• Differences in vision/interests/ideology

Groups in organizations

• Groups must be supported by other groups for their task