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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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Human  Resource  Management

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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Human  Resource  Management

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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Human  Resource  Management

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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Human  Resource  Management

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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Human  Resource  Management

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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Human  Resource  Management

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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Human  Resource  Management

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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Human  Resource  Management

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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Human  Resource  Management

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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Human  Resource  Management

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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Human  Resource  Management

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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Human  Resource  Management

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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Human  Resource  Management Sels  et  al.  (2006)  –  HRM-­‐Performance  Link

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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