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Samenvatting HRM in Public Organizations
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S'abonnersophievanhoornweder
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HRM LES 1 INTRODUCTIE1. Introduction
- Not only about HRM, also about evidence, facts, research
- Have employees changed? NO, it is a fable
- Subjective (biased by facial expressions)
2. History of HRM
- Mass production
o the abuse of employees (children who work, long days,..)
o controlling and punishing
- Taylor-period (scientific management)
o gaining more respect for employees because of regulation
o one way to do the task to be as eff & eff as possible
o there were observation studies to create the best way of working
- Human relations period
o hawthorne effect (attention is enough to have better performance)
the room with no light changes performed better
o first time the person behind the employee became important
- golden sixties
o well-being became an important element!! beside performance
- Now
o for example: from controlling to a lot of autonomy
o HR -> strategic partner to reach the organizational goals
o Neo-corporatisme: policymaking and consulting were the government and
social partners come together to have a socio-eco agreement (tripartite
consultative structure)
o Human resource management: with four dimensions
organizational
people
instrumental
strategical
- HR is still changing and growing
o Worldwide rapid changes
COVID
rapid technological changes (smart fridges, robots, vertical rooms)
o Benefits but also replacing employees and HR!!
HR needs to reinvent themselves all the time
3. Chapter 1: basic elements of the instrumental dimension
- Instrumental dimension
o The history of administrative conrol
one best way (Taylor), industrialization, l’homme machine
the person behind the employee was not important
Person and organization as a machine: automatism in the
functioning
o Mcdonaldization of society
1
, an example of an organization that is in lign with this dimension
and Taylorisme
control, efficiency, predictability, calculability,
o Benefits and drawbacks (Seligman experiment)
o The core business of the instrumental dimension
HRM transactions
def: They are personnel transactions that deal with all the
applications and concrete tasks that are connected with
routine- based aspects of HRM
they concern adm tasks, paperwork, giving advice and
information about routine-based activities
these services need to rely on routine to be delivered
automatically and repetitively
for example: presence administration: time schedules, …
HRM transformations
def: these are oriented at a project-based method. They
need technical, juridical, and managerial expertise and lead
to more HRM value
for example: training and development
need for a good policy on how to manage these items in an
evidence-based way, for example: recruitment
Recruitment
o 1. Who are we looking for? (Right person in the
right place)
individual development goals and reaching
the projects and activities of the company
o 2. Strategic workforce planning
in line with strategy of the organization
in line with the HR requirements and take
into account the future environmental and
business goals
o What attracts employees (money, conditions…)
o Employer branding
creating an image for the company for the
future and current employees in a way that
is meaningfull for them
link with marketing
image = brand
applicant = buyers
jobs = product
HRM LES 3 INSTRUMENTAL DIMENSION (recruitment)
1. Recruitment dimension
- Why war for talent?
o Demographic trends
2
, less workforce (smaller recruitment pool)
more replacing 50-plussers!
for whole Europe
the war still has to break out
o Employees are more and more the biggest assets
o Relevant questions
how to attract, how to retain and how to get them to accept
- Answer: employer branding
o Introduction
relevant for ALL jobs, not only them with a structural shortage
o Definitions
Creating, communicating, and managing an attractive and
distinctive employer image for current and future employees,
o In line with marketing
marketing: creating a unique and positive brand image
recruitment: promoting a clear image of the org as a unique and
attractive employer, inside&outside
o True or false statements
o What makes your image as an employer (review organisations)
social media
word-of-mouth (what the employees tell)
jobpages and ads (content & the look/feel)
HR-recruiters and employees (kind, useful information, capable)
Organizational capacities (size, profits, investments)
for example: bad review (give kind short reply)
o competition in marketing and recruitment
similarity: competition to attract individuals
consumers/applicants have vague and less info about the different
alternatives
be aware: spill-over (applicant and consumer)
o Scientific background
perceptions of the applicant/employee of the employer image
crucial determinant for attractiveness
Employers show the added value and what makes the org unique
and different
o Three steps in the process
1. desired employer image of EVP
in line with the strategy, mison, vision
Instrumental advantages
MARKETING
o objective, tangible and physical
o product-related
o vb. speed, pixels
RECRUITMENT
o Objective and concrete characteristics
o Location, salary, type of job
Symbolic advantages (personality of the company)
3
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