UM_FS13_HRM_Issuu

UNISEMINAR

Human Resource Management

Maastricht 1st Edition Academic Year 12/13


Table of Contents


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Introduction I – IX Section 1: You as a human resource 001 – 014 Section 2: HRM in business organizations 015 – 050 Section 3: Strategy and strategic HRM (SHRM) 051 – 088 Section 4: HR staf�ing 089 – 123 Section 5: Company pro�iling and person-‐organization �it 124 – 135 Section 6: Knowledge management and the retention of talent 136 – 171 Section 7: Compensation 172 – 208 Section 8: HRM in new and small enterprises 209 – 246 Section 9: International HRM 247 – 282 Section 10: Preparing for expatriation 283 – 294 Section 11: Management and evaluation of HRM 295 – 331 Notes, Feedback, Contact

Table of Contents


VI / IX

Learning Card Types Part 2


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Card Types

In order to make the different types clear, we have included the following recognition features for you:

Examples are printed in italic.

  NNuummeerraattiioonnss are illustrated by bullet points

Continuative thoughts are marked by an à

DDee��iinniittiioonnss are framed and grey.

Formulas are framed.


Sample Front

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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:

  In the footer on the right: the number of the current card as well as the total number of cards.

easy medium hard


Human Resource Mangement Introduction

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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). The oobblliiggaattoorryy lliitteerraattuurree, which is also covered with these learning cards, comprises a total 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.

Introduction


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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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Costly signals: require substantial investment in resources

Hard-‐to-‐fake signals: beyond conscious control of the individual and thus dif�icult to manipulate

HHoonneesstt SSiiggnnaallss


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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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CCoorrrreecctt AAnnsswweerr:: BB 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 eeqquuiilliibbrriiuumm. If this is not the case, another outcome may emerge, called eessccaallaattiioonn.


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What are the authors‘ propositions with regard to applicant adaptation strategies?

-‐ 3 Points -‐


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Applicants try to detect organizational selection criteria and adapt their behavior to ful�ill these criteria. PP22aa

There are individual differences in applicants’ motivation and ability to detect organizational criteria and adapt their behavior.

PP22bb

Costly signals are easier to adapt to than hard-‐to-‐fake signals. PP22cc


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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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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.

CCoonngglloommeerraatteess

HR must understand not one, but two corporate cultures and its peculiarities.


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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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HR needs to promote rriisskk ttaasskkiinngg.

Growing ccoommpplleexxiittyy in products-‐based and services-‐ based businesses.

Increasing ttiimmee ccoommpprreessssiioonn in the supply chain.

In�luences of gglloobbaalliizzaattiioonn forces on business operations.


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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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CCoorrrreecctt AAnnsswweerr:: BB 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.


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The pro�it formula consists of which four elements?

-‐ 4 Points -‐


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RReevveennuuee mmooddeell Cost structure

Resource velocity Margin model


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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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Datta et al. (2005) – HRM and Labor Productivity

IInndduussttrryy CChhaarraacctteerriissttiiccss

Industry Differentiation

Industry Dynamism

Capital Intensity

Industry/Market Growth


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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

SSttrraatteeggiicc HHRR PPrraaccttiicceess

Job descriptions

Internal career opportunities

Training

Results-‐oriented appraisals

Pro�it sharing

Employment security

Participation


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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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Knowledge Stock/ Intellectual capital OOrrggaanniizzaattiioo-‐-‐

nnaall ccaappiittaall

HHuummaann ccaappiittaall

SSoocciiaall ccaappiittaall


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Make a sketch with the basic components of the conceptual model that is proposed by Wright et

al. (2001).

-‐ Graph -‐


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DDyynnaammiicc CCaappaabbiilliittyy

KKnnoowwlleeddggee MMaannaaggeemmeenntt

IInntteelllleeccttuuaall ccaappiittaall PPeeooppllee MMaannaaggeemm

eenntt PP

rraaccttiicceess

CCoorree CCoomm

ppeetteennccee

Change

Flow

Stock

Renewal

Valuable

Rare

Inimitable

Organized


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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

DDeecciiddiinngg ttoo sseeeekk �� kknnoowwlleeddggee

SSeeaarrcchhiinngg ffoorr kknnoowwlleeddggee

TTrraannssffeerrrriinngg kknnoowwlleeddggee

11 22 33


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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

Pay structure

Resource ef�iciency

Patient care outcomes

H1

Resource ef�iciency

Patient care outcomes

Financial performance

H4

H5

H6

Moderation effect on each of these three relationships


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

Depict the hypothesized effects of HRM intensity on productivity graphically.

-‐ Graph -‐


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

HRM Intensity

Employee turnover rate

Productivity

DDiirreecctt positive effect on productivity

IInnddiirreecctt positive effect on productivity: HRM intensity decreases employee turnover. Employee turnover is expected to be negatively related to productivity (less turnover higher productivity)

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UM_FS13_HRM_Issuu