Human Resource Management (HRM)
What?
… the functional area of an organization that is responsible for all aspects of hiring and supporting employees (e.g., providing and administering employee benefits).
… all the activities related to the recruitment, hiring, training, promotion, retention, separation, and support of employees.
… functions within a company that relate to people.
Why?
… is the effective use of human resources in order to enhance organisational performance.
… the process of evaluating human resource needs, finding people to fill those needs, and getting the best work from each employee by
providing the right incentives and job environment, all with the goal of meeting the needs of the firm.
… applying human resources within complex systems such that people succeed, performance improves, and human error
decreases.
HRM practices
Job analysis and design
Recruitment and selection
Training and development
Performance management and
compensation
Road map for both HRM courses
(Work process design, Leading teams)
Motivation Satisfaction Performance Personnel selection Performance appraisal / Pay Personnel development Task / Work process
Road map for
HRM: Work Process Design
Motivation Satisfaction
Performance
Task /
HRM: Work process design
Overview
23.9. Introduction
30.9. The role of HRM in strategic management 7.10. Tutorial Work process analysis - System level
14.10. Tutorial Work process analysis - Individual job level
21.10. Management of uncertainty as basis for work process design 28.10. Job design
4.11. Effects of job design: Stress/health, motivation, competence development 11.11. Coordination of work: Collaborative planning
18.11. Methods for analyzing work processes
25.11. Work process design embedded in organizational change 2.12. Integration of "fit task to human" and "fit human to task" 9.12. Disucsssion of student projects
Organization of course
3 ETCS points (approx. 75-90 work hours).
Besides the lecture, the prerequisite for credits
points and exam participation is the completion of a
semester project in groups of 4 students.
Topic of semester project: Analysis and assessment
of job and organizational design in a company
inclu-ding a written report and feedback to the company.
The exam is written and open book;
provisional date: Jan. 13, 2009, 10:15-11:45.
Overall grade: 50% project & 50% exam.
Semester project
Assessment of job and organizational design in a company
based on the instrument KOMPASS
– work system analysis (focus on work processes and
handling of disturbances in the processes)
– job analysis (focus on job design criteria)
Analyses involve 2-3 interviews with managers and
employees and .5 - 1 day observation of work tasks and processes
To be carried out in groups of four either in a company of
your choice or in a company provided
Please send an e-mail to Jacqueline Hohermuth by Sept. 29
([email protected]) with the names and e-mail addresses of the four people in your group, indicating also if you want us to provide a company and whether you can conduct the analyses in English and/or German
Required reading
Noe, R.A. et al. (2005). Human Resource Management: Gaining a competitive advantage. Chapter 2 Strategic Human Resource Management (pp.56-91). New York: McGraw-Hill. (Sept. 30/Dec. 2) Schein, E. (1988). Organizational psychology (3rd ed.) (pp. 50-72 and 93-101). Englewood Cliffs, NJ: Prentice-Hall. (Sept. 30)
Grote, G. (2004) Uncertainty management at the core of system design. Annual Reviews in Control, 28, 267-274. (Oct. 21)
Parker, S.K. & Wall, T.D. (2001). Work design: Learning from the past and mapping a new terrain. In Anderson, N., Ones, D.S., Sinangil, H.K. & Visweswaran, C. (Eds.). Handbook of Industrial, Work and Organizational Psychology, Vol. 1 (pp. 90-109). London: Sage. (Oct. 28/Nov. 4)
Foster, J.J. (2000). Motivation in the workplace. In N. Chmiel (Ed.), Introduction to work and organizational psychology - A European perspective (pp. 302-326). Oxford: Blackwell. (Nov. 4) Le Blanc, P., de Jong, J. & Schaufeli, W. (2000). Job stress and health. In N. Chmiel (Ed.),
Introduction to work and organizational psychology - A European perspective (pp. 148-177). Oxford: Blackwell. (Nov. 4)
Windischer, A. et al. (in press). Characteristics and organizational constraints of collaborative planning: Cognition, Technology & Work. (Nov. 11)
Lees, C.D. & Cordery, J.L. (2000). Job analysis and design. In N. Chmiel (Ed.), Introduction to work and organizational psychology - A European perspective (pp. 45-68). Oxford: Blackwell. (Nov. 18) Senior, B. (2000). Organizational change and development. In N. Chmiel (Ed.), Introduction to work and organizational psychology - A European perspective (pp. 347-383). Oxford: Blackwell. (Nov. 25)
Copies of the texts will be availabe during the lectures on Oct. 21/28 (CHF 10)
HRM: Work process design
Overview
23.9. Introduction
30.9. The role of HRM in strategic management 7.10. Tutorial Work process analysis - System level
14.10. Tutorial Work process analysis - Individual job level
21.10. Management of uncertainty as basis for work process design 28.10. Job design
4.11. Effects of job design: Stress/health, motivation, competence development 11.11. Coordination of work: Collaborative planning
18.11. Methods for analyzing work processes
25.11. Work process design embedded in organizational change 2.12. Integration of "fit task to human" and "fit human to task" 9.12. Disucsssion of student projects
Strategic Management:
The basic questions
A clear sense of an organization`s objectives and of
how it will achieve these objectives
Facilitate the capability of an organization to create
unique value while facing an uncertain environment
Achieving and maintaining a strong competitive
advantage.
Application of corporate strategy to decisions
regarding all aspects of the organization
With greater empowerment, strategy becomes the
concern not just of directors but of employees at all
levels of the organization
Effects of HRM compared to other
strategy decisions
HRM-practices (especially job design and
selection/ appraisal/training) better predict
company performance than R&D, QM,
strategy and technology
(West, 2001)
Empowerment better predicts company
performance than technology-based
management practices
(Patterson et al., 2004)
HRM-practices as cause and effect of
company performance
(Guest et al., 2003)Linkage HRM and company strategy
Administrative (no) linkage
– HRM as purely administrative task
One-way linkage
– HRM implements strategic goals, but is not involved in strategy formulation
Two-way linkage
– HRM executive shows human resource implications of different strategic choices, but does not directly
participate in strategic decision making
Integrative linkage
– HRM executive is integral member of senior manage-ment team and participates in all phases of strategy formulation and implementation
Strategic HRM
"a pattern of planned human resource
deployments and activities intended to
enable an organization to achieve its goals"
(Noe et al., 2005)
Derive human resource needs (skills,
beha-viors, culture) from strategy formulation
Strategy implementation by means of HRM
practices, which further individuals'
capabilities and motivation as well as actual
performance
HRM practices: Strategic choices
Job analysis and design
– simple vs. complex tasks, specific vs. generic job descriptions
Recruitment and selection
– external vs. internal recruitment, specific vs. general skills
Training and development
– current vs. future skills, train few vs. all employees
Performance management and compensation
– internal vs. external equity, input/behavior/output control
Labor and employee relations
Contingencies in strategic HRM
(Snell & Youndt, 1995; Lepak & Snell, 1999)
Input vs. behavior vs. output control
– Input control most effective with high uncertainties
– Behavior control only works with low uncertainties
– Output control has no effect on performance in any condition
Uniqueness and value of human capital
– Traditional, loyalty based employment relationshipwhen knowledge and skills are firm-specific and of high competitive value
– Purely economic employment relationship when
knowledge and skills are neither firm-specific nor of high competitive value
Consequences for job design
Input vs. behavior vs. output control
– Input control: Complex jobs with high discretion; emphasis on intrinsic motivation
– Behavior control: Simple jobs with low discretion; emphasis on extrinsic motivation
– Output control: Clearly prescribed job objectives; emphasis on extrinsic motivation
Uniqueness and value of human capital
– Firm specific knowledge/skills: Learning on the job– Competitive value of knowledge/skills: Job crafting, career development
Influence of normative assumptions on
strategic and operational HRM
Assumptions about human nature (Schein, 1988)
Economic man: Employees will do whatever affords them the greatest economic gain
Social man: Social needs are the prime motivator of human behavior, and interpersonal relationships the prime shaper of a sense of identity.
Self-actualizing man: People seek a sense of accomplish-ment in their work and are primarily motivated and self-controlled
Complex man: Human needs fall into many categories and vary according to stage of development and total life
