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Summary Lectures Organisational Behaviour (GW4004MV)
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In this document is a summary of every lecture from the course Organisational Behaviour with extra notes made by me.
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Summary lectures Organisational BehaviourLecture 1 – Organisational behaviour
OB & health care: dynamic, demanding & challenging
We want to know what happens on all these levels in the
healthcare.
Demand is increasing, people older, prevalence chronic diseases
higher. But supply does not rise with the same speed. What we
need to do is to provide more care with the same or more
resources.
Organizations still want to deliver high quality care. Safe, effective,
patient-centered care. They also want to be there for their
employees. Investing in happy workplace, you will get it back.
Levels:
- Organization (hrm policy)
- Leadership (who are the leaders)
- Teams (who is providing this care, what is an effective team)
- Individual (health care professionals)
What is organisational behaviour
“A field of study that investigates the impact that individuals, groups, and structure have on behavior
within organizations, for the purpose of applying such knowledge toward improving an organization’s
effectiveness.”
Understand the levels and the interaction. Next step is how to use this knowledge to also improve
organization’s effectiveness.
Human Resource Management
How can you do something to influence humans?
Translation how you practically can influence individually behaviour, not only understand.
Human:
Employment relationship employer and employee
Resource:
Human capital; employees as resources to achieve organizational success through knowledge, skills
and competencies
Management:
Activities to let employees act is a desired way in order to achieve organizational success
The management of work and people towards desired ends (Boxall et al., 2007)
HRM involves management decisions related to policies and practices that together shape
the employment relationship and are aimed at achieving individual, organizational, and
societal goals (Boselie, 2010) : you can have different goals to manage your resources.
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,Example of Google: HRM-director says that she gives talented people freedom, facilitates them to be
creative (no registration of sickness or vacation-days). She trusts her employees; no rules about
working times
Example of Buurtzorg: vision that when you recruit highly educated people, they’re well capably of
making own decisions and that’s why you do not need managers. Support should be requested by
the team itself.
Strategic HRM (SHRM)
“Strategic human resource management is defined as the pattern of planned human resource
deployments and activities intended to enable an organization to achieve its goals.
It involves all of the activities that are implemented by an organization to affect the behavior of
individuals in an effort to implement the strategic needs of a business.”
Strategic HRM: combining your HRM into business strategy. HRM makes sure you have great strategy
but also that you achieve your goals on organizational level.
Evolution of HRM
- HRM more focused on the long
term, is business-oriented and
focusses more on commitment
instead of control
- Now there is an important role
for the line managers
- Shared responsibility
There was an evolution from Personnel
management to HRM.
Personnel management: something that
is designed somewhere in an office
where they also provide salary.
To HRM of a shared responsibility, HRM that also works on the work floor. Also responsibility of your
team leader.
Also that HR is not only about instruments like recruiting and training but also about work design,
how to create autonomy, better work life balance, create team.
Employees as costs to employees as human capital. Not only capital to create profit, also make your
employees happy.
Major developments in HRM
- Managing talent
- Managing work-life balance
- Managing change and cultural transformation
- Becoming a learning organization
- Improving leadership development
So: now more focus on well-being and less on control/rules and productivity
2
,Hard HRM versus Soft HRM
Human Resource Management Human Resource Management
Humans are one of the resources you have. Not only a mean to an end, humans are the
Focus on managing these resources to add most important resource and a goal on its own.
economic value. Input vs output. Relationships they have with the organization
and among each other are really important.
Feelings and interactions are important, goal is
that your employees are happy.
Adds values Moral values
Foundational models of (S)HRM
- Michigan model (Fombrun et
al., 1984): Narrow
- Hard HRM
- McGregor: Theory X
- Incentives to perform
- Organizational strategy and
mission are central
- Employees are a mean to create a strategy
- You need to have different incentives, incentives are for employees to work better.
- Harvard model (Beer et al.,
1984): Broad
- Soft HRM
- HRM facilitates development
- McGregor: Theory Y
- HRM facilitates
- Employees are central
- It’s all about the process
- Multiple performance measures
- Looks at well-being and societal
performances.
In search for synthesis
- You want both sides; HRM is
combining those two sides
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, - Combining the ‘added value’ with the ‘moral value’ you create a unique approach
- Results in sustainable competitive advantages for every organization
In reality you don’t want to choose. You want to have both. You want to have the efficiency,
effectivity and financial stability, but also organizational that creating fairness, sustainability, moral
values are important.
By combining both you will create a competitive advantages regarding your competitors.
Ultimate goals of Tony Chocolonely: to produce 100% slavenly-free chocolate:
- They’ve faced a big financial growth over the last years
- Combined moral value by increasing their economic value
- This process leads to the uniqueness of one particular organization
HR practices or systems
- Individual practices: recruitment selection training, talent management
Shifted towards
- HRM system/HPWS: Bundle of HR activities that increase organizational performance
o If you combine different practices with the same goal you will create more.
HR bundles/systems
Different HR practices the same goal with enhancing empowerment, meaning self-management,
higher autonomy.
Motivation: more creating practices on feedback, opportunity for career path.
Skills: combining training, recruitment, job descriptions all together to create skills
HR bundles (AMO model)
AMO model Ability, motivation and opportunity. It gives a theoretical insight in how you can
increase the effective discretionary effort:
- Three types of HRM-bundles can be linked to the AMO-model
- Taking the extra step without somebody expects it from you leads to better performance
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