UNISEMINAR
Human Resource Management
Maastricht
1st Edition
Academic Year 12/13
Human Resource Management
Table of Contents
Human Resource Management Table of Contents
Introduction Section 1: You as a human resource Section 2: HRM in business organizations Section 3: Strategy and strategic HRM (SHRM) Section 4: HR staf�ing Section 5: Company pro�iling and person-‐organization �it Section 6: Knowledge management and the retention of talent Section 7: Compensation Section 8: HRM in new and small enterprises Section 9: International HRM Section 10: Preparing for expatriation Section 11: Management and evaluation of HRM Notes, Feedback, Contact
I – IX 001 – 014 015 – 050 051 – 088 089 – 123 124 – 135 136 – 171 172 – 208 209 – 246 247 – 282 283 – 294 295 – 331 uniseminar.nl
Human Resource Management
Learning Card Types Part 2
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Human Resource Management Card Types
In order to make the different types clear, we have included the following recognition features for you:
De�initions are framed and grey.
Formulas are framed.
Examples are printed in italic.
Numerations are illustrated by bullet points
Continuative thoughts are marked by an à
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Human Resource Management
Sample Front
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Human Resource Management Sample Front
On the front of a learning card you will �ind the following: In the header: the course title, the corresponding chapter as well as the topic
The question as well as an information about the card type In the footer on the left: the dif�iculty of the question:
easy
medium
hard
In the footer on the right: the number of the current card as well as the total number of cards.
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Human Resource Management
Human Resource Mangement Introduction
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Human Resource Management Introduction
The course ‘Human Resource Management’ (HRM) aims at introducing students to the �ield of personnel and human resource management and the various issues that arise in these �ields. It also provides a broader picture of HRM and its context, such as the link between HRM and companies’ strategies and business models. Human resource management is de�ined as the “policies, practices and systems that in�luence employees’ behavior, attitudes and performance” (Noe et al., 2013). obligatory lliterature, which is also covered with these learning cards, comprises a total The o of 27 academic articles published in respective journals. Additionally, a non-‐mandatory textbook (Noe et al., 2013, Human Resource Management: Gaining a Competitive Advantage) is used during the course, however, it is not part of the exam-‐relevant literature. The exam at the end of this course will consist of multiple choice questions and covers the content of the journal articles. Needless to say, that not every detail of the articles can be covered with these learning cards, hence, you should take care that you have also understood the tutorial meetings‘ content for the application of your knowledge.
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Human Resource Management
Bangerter et al. (2012) – Personnel Selection and Signaling
What are the two kinds of ‘honest’ signals in human behavior? -‐ 2 Points -‐
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Bangerter et al. (2012) – Personnel Selection and Signaling
Honest Signals
Costly signals: require substantial investment in resources
Hard-‐to-‐fake signals: beyond conscious control of the individual and thus dif�icult to manipulate
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Human Resource Management
Bangerter et al. (2012) – Personnel Selection and Signaling
An emergent system is more or less stable when senders and receivers’ behaviors are mutually reinforcing. Such a system is then in a state of _______. If this is not the case, another outcome may emerge, called _______. a. equilibrium; chaos b. equilibrium; escalation c. balance; escalation d. equilibrium; out-‐of-‐equilibrium -‐ Multiple Choice -‐
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Bangerter et al. (2012) – Personnel Selection and Signaling
Correct A Answer: B B Bangerter et al. (2012), p. 722 An emergent system is more or less stable when senders and receivers’ behaviors are mutually reinforcing. Such a system is then in a state of eequilibrium. If this is not the case, another outcome may emerge, called eescalation. uniseminar.nl
Human Resource Management
Bangerter et al. (2012) – Personnel Selection and Signaling
What are the authors‘ propositions with regard to applicant adaptation strategies? -‐ 3 Points -‐
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Bangerter et al. (2012) – Personnel Selection and Signaling P2a P2b P2c
Applicants try to detect organizational selection criteria and adapt their behavior to ful�ill these criteria.
There are individual differences in applicants’ motivation and ability to detect organizational criteria and adapt their behavior. Costly signals are easier to adapt to than hard-‐to-‐fake signals.
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Human Resource Management
Coates (2001) – HR Implications of Emerging Business Models
Name the important implications of conglomerate business models for the HR function. -‐ 3 Points -‐
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Coates (2001) – HR Implications of Emerging Business Models HR must understand not one, but two corporate cultures and its peculiarities.
Conglomerates
The HR function must plan to meld the different corporate cultures with the help of retention and retraining, as well as modi�ications in the reward structure. HR must decide how to recruit new and existing workers into the new larger enterprise.
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Human Resource Management
Coates (2001) – HR Implications of Emerging Business Models
List the remaining HR issues and trends that Coates (2001) emphasizes in his article besides the major emerging business model categories. -‐ 4 Points -‐
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Coates (2001) – HR Implications of Emerging Business Models
HR needs to promote rrisk ttasking.
Growing ccomplexity in products-‐based and services-‐ based businesses. Increasing ttime ccompression in the supply chain.
In�luences of gglobalization forces on business operations.
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Human Resource Management
Johnson et al. (2008) – Reinventing Your Business Model
The blueprint element that de�ines how the company creates value for itself while providing value to the customer is called a. customer value proposition. b. pro�it formula. c. revenue model. d. margin model. -‐ Multiple Choice -‐
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Johnson et al. (2008) – Reinventing Your Business Model
Correct A Answer: B B Johnson et al. (2008), p. 51 The blueprint element that de�ines how the company creates value for itself while providing value to the customer is called pro�it formula. uniseminar.nl
Human Resource Management
Johnson et al. (2008) – Reinventing Your Business Model
The pro�it formula consists of which four elements? -‐ 4 Points -‐
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Johnson et al. (2008) – Reinventing Your Business Model
Revenue m model
Cost structure
Resource velocity
Margin model
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Human Resource Management
Datta et al. (2005) – HRM and Labor Productivity
Name the general industry characteristics that are analyzed in the study by Datta et al. (2005) as factors in�luencing the ef�icacy of high-‐ performance work systems. -‐ 4 Points -‐
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Human Resource Management
Datta et al. (2005) – HRM and Labor Productivity
Industry Differentiation
Industry Dynamism
Industry C Characteristics
Capital Intensity
Industry/Market Growth
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Human Resource Management
Delery & Doty (1996) – Modes of Theorizing in Strategic HRM
Name all seven strategic HR practices that the authors identify in their article. -‐ 7 Points -‐
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Delery & Doty (1996) – Modes of Theorizing in Strategic HRM Job descriptions Participation Employment security
Internal career opportunities
Strategic H HR Practices Pro�it sharing
Training
Results-‐oriented appraisals
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Human Resource Management
Wright et al. (2001) – HR and the Resource Based View
What are the three components of a �irm‘s stock of knowledge, also referred to as intellectual capital? -‐ 3 Points -‐
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Wright et al. (2001) – HR and the Resource Based View
Human capital Knowledge Stock/ Intellectual capital Organizatio-‐ Social nal ccapital capital
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Human Resource Management
Wright et al. (2001) – HR and the Resource Based View
Make a sketch with the basic components of the conceptual model that is proposed by Wright et al. (2001). -‐ Graph -‐
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Change
Flow
Stock
Dynamic C Capability Knowledge M Management Intellectual ccapital
Renewal Valuable Rare Inimitable
Core C Competence
People M Management P Practices
Wright et al. (2001) – HR and the Resource Based View
Organized
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Human Resource Management
Hansen et al. (2005) – Knowledge Sharing in Organizations
What are the three phases of knowledge sharing as mentioned by Hansen et al. (2005)? -‐ 3 Points -‐
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Hansen et al. (2005) – Knowledge Sharing in Organizations
1
Deciding tto sseek �� D k knowledge
2
Searching ffor knowledge
3
Transferring knowledge
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Human Resource Management
Brown et al. (2003) – Compensation Policy and Performance
Which of the hypotheses formulated and tested by Brown et al. (2003) have been supported in the statistical analysis? -‐ Concept -‐
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Brown et al. (2003) – Compensation Policy and Performance Pay levels
Moderation effect on each of these three relationships
Pay structure
Resource ef�iciency
Patient care outcomes
H1
Resource ef�iciency
H4
Financial performance
H6
Patient care outcomes
H5
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Human Resource Management Sels et al. (2006) – HRM-‐Performance Link
Depict the hypothesized effects of HRM intensity on productivity graphically. -‐ Graph -‐
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Indirect positive effect on productivity: HRM intensity decreases employee turnover. Employee turnover is expected to be negatively related to productivity (less turnover higher productivity)
Employee turnover rate
HRM Intensity Direct positive effect on productivity
Productivity
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