Show Menu
Cheatography
  1. Home >
  2. Cheat Sheets >

HRM P.3 Cheat Sheet by

HRM part 3 for the exam

AMO

Ability
Compet­ences
can be developed through training
Motivation
Desire
willin­gness is an essential precon­dition to successful hrm implem­ent­ation. Many are not enthus­iastic. Maybe because of lack of person­al/­company incent­ives.
Opport­unity
Capacity, Support, Policy­/Pr­oce­dures
the time they have for both operat­ional as HR tasks
advice and coaching from HR specia­lists on how to perform hr activities eg conflict manage­ment; how to do perfor­mance apprai­sals; how to address discipline issues -> difficult subjects that come with people management
clear, but not too many; remove possible biases, but at the same time not too compli­cat­ed/­det­ailed -> see previous outcomes of Gratton study. If FLM don’t know how to use hr practices they adjust and fine tune it to their own unders­tan­din­g/b­eliefs.
Ability, Motiva­tion, & Opport­unity

Intern­ational business approaches

Ethnoc­entric approach:
places natives of the home country of a business in key positions at home and abroad
Polyce­ntric approach:
foreign subsid­iaries are locally managed by host-c­ountry nationals while corporate positions are likewise filled with home-c­ountry nationals
Regioc­entric approach:
places managers from various countries within geographic regions of a business
Geocentric approach:
any person best suited for the position, regardless of the employee's backgr­ound, culture or country of origin
within 1 company more approaches possible, long history versus recent mergers units. Not a black-and white situation, fluid, also: companies might want to avoid the word ethnoc­entric, race related.

Intern­ational business approaches

Ethnoc­entric approach: strategic decisions are made at headqu­arters (HQ). Key positions at domestic and foreign operations by HQ manage­ment: expatr­iates from parent country.

Polyce­ntric approach: the company treats each subsidiary as a distinct entity with some decisi­on-­making autonomy. Subsid­iaries are managed by host-c­ountry nationals, rarely to be promoted to HQ. Parent country nationals not to be sent abroad.

Regioc­entric approach: Staff will go abroad but within the region (e.g. Europe). No promotion to HQ. Great deal of decisi­on-­making autonomy for subsid­iaries.

Geocentric approach: worldwide integrated business. All staff is treated equally and strictly judged on ability.

Fit

Best-p­ractice approach
Belief that some HRM practices will outperform other practices in all circum­stances (best practices)
increase salaries linked to organi­zat­ional perfor­mance, job security, partic­ipa­tion, extensive training, commun­ication and involv­ement of employees, teamwork and decent­ral­ization
“One size fits all”
Best-fit approach
HRM practices related to “the context”: organi­sation strategy and internal factors
Relati­onship with timing and situat­ional specific aspects of the organi­sation.
HRM practices do or don’t fit (“best fit” instead of “best practice”)
The essence is an “outsi­de-in approach”
= the way that HR practi­ces­/po­licies are effective and aligned with the organi­sation.
People management practices need to be tailored to an organi­zat­ion’s specific circum­sta­nces.
Thus different combin­ation of HRM practices may be effective and practices may change in response to specific external or internal influe­nces.
Context: business model, eg intern­et/­web­based of Easyjet, labour market, unions, workforce, social values, laws.

Global talent management

Mobility of employees: entering, promotion, change of position, demotion, dismissal, resign­ation, lay off, retirement
Mobility is part of policy to acquire new compet­ences and hands-on experience in dealing with change, renew workforce
Management Develo­pment: focuses on succession of top manager; organized and secure availa­bility of qualified candid­ates. High potential managers: guided, monitored for 8- 10 years to qualify for top positions. Intern­ational assignment part of that journey (broaden horizon, get acquainted with
Talent manage­ment: not limited to high potential managers. 3 flavors
Everybody
Certain employees
Certain positions
Global Talent Manage­ment: combines certain employees and certain positions

Expat adjustment & failure

Factors: indivi­dual, family related, assign­ment, country and organi­zat­ional factors
Cultural novelty contri­butes to success: culture too different from one’s own
Main reason for expat failure is inability of expat or spouse to adjust. Accomm­odate spouse­/family
Tangible aspects of a country (public admin systems) are more easily to adjust to then aspects that are not direct, visible (relig­ious, cultural aspects)
Work related issues easier to cope with than the effects the assignment might have on family members
Adjustment is multif­aced: cognit­ional change in knowing, behavioral change in doing, and emotional change in accepting and feeling ok
Emotional change: High low roller coaster develo­pment, while other changes follow a more even, straight line
Spill over effect
Cross-over effect
Main cause for failure: inability to adjust­->early determ­ination of assignment
Psycho­logical contract
Repatr­iation

Best HR Practices (Pfeffer)

Selective recrui­tment & selection
integrity test, structured interv­iews, select best person
Extensive training
Compre­hensive training, learning, and develo­pment
Perfor­mance related pay
yearly bonusses for best performers
Team working
decent­ralize respon­sib­ility
Inform­ation sharing & commun­ication
management presen­tat­ions, newsle­tters, intranet, CEO role in commun­ication
Reduction of status differ­ences
avoiding status symbols linked to management positions, parking, secret­aries, offices, elevators, higher levels of building
Employment security
benefits unempl­oyment, death, insurances etc

High Perfor­mance Organi­sation (HPO)

“Achieves financial and non-fi­nancial results that are exceed­ingly better than those of its peer group over a period of time of 5 years or more, by focusing in a discip­lined way on that what really matters to the organi­sation”
By adapting quickly to internal and external changes
Integrated management structure
Continuous develo­pment of core business
Treating employees as most important asset

HR is about the Business

Perspe­ctive
HR is not about HR • Think outside in • Connect HR to investors and customers
Outcomes
Talent: competence x commitment x contri­bution • Leader­ship: why, what, how • Culture: behavior, pattern, identity • Organi­sation capabi­lities
Transf­orm­ation
HR as an organi­zation• Integrated HR practices • Inform­ation Manage­ment, HR analytics • Employee Perfor­mance

Forces reshaping HR impact

Business context DESTEP
Pace of change
Stakeh­older expect­ations
Personal context
on business success
  

HPO Five Pillars

Quality of management
Continuous improv­ement and innovation
Focus on the long term
Openness and action orient­ation
Quality of employees

Recognized HR ambigu­ities

Overlap between personnel management as a set of activities for all managers versus personnel management as a specialist function
Difficulty of defining success in personnel manage­ment, determ­ining who or what was respon­sible for success or failure and identi­fying the unique contri­bution of the personnel function
Personnel managers are part of manage­ment, while having a ‘special’ relati­onship with and respon­sib­ility for the workers

HRM- implem­ent­ation

Requir­ements for HR profes­sionals
Points of attention regarding Line Management
access­ibility
clarity about their respon­sib­ility in taking on HR tasks and the importance of these different tasks
insight into operat­ional problems of managers
the organi­sation should give managers the chance to focus on key HR tasks
good commun­ication
Ensure workable "span of contro­l"
partne­rship

Applying HPWP

The applic­ation of individual HPWPs (best practice in HRM) with no further horizontal alignment or fit.
The applic­ation of mini-b­undles that represent the alignment of two or three HPWPs.
The applic­ation of a sophis­ticated HPWS, including multiple HPWPs.

Approaches regarding HRM (Brewster, 2012)

Intern­ational HRM is the way organi­sations manage their HR across different countries. This can be done by:

Contextual HRM: takes into account differ­ences between countries regarding HRM.
Univer­salist HRM: one HR policy for all countries.
 

High Perfor­mance Work Systems

High Perfor­mance Culture ->
High Perfor­mance Organi­sation ->

High perfor­mance work systems

Selective Recrui­tment & Selection
Intensive training for employees
Perfor­mance Related Pay
Team cooper­ation
Inform­ation exchanges, commun­ication
Reducing status differ­ences
Security and safety of employees

Examples of HPW Practices

Job rotation
Self-d­irected work leaders
High levels of skills training
Problem solving groups
Encour­agement of innovative and creative behaviour
Extensive employee involv­ement and training
Implem­ent­ation of employee sugges­tions
Contingent pay based on perfor­mance
Coachi­ng/­men­toring
Inform­ation sharing
Use of attitude surveys
Compre­hensive employee recrui­tment and selection procedures

Expats

Derived from the word “expat­riate” a person who lives outside their native country.
Born and raised in another country than the one he works in/is sent to
Earns above average
Works for a company with an intern­ational orient­ation
Sent abroad by the company he works for
Returns to his home country after a couple of years abroad
Often management positions due to high costs
High education
Often spouse­/ch­ildren accompany the expat
Internal labor market
Work visa
Why accept expat assign­ment?
Enhance career­-> intern­ational experience
Language abilities, cultural flexib­ility, person­ality traits -> more likely to accept
Willin­gness spouse major factor

Perfor­mance Management

To actively manage employee behavior in order to achieve behavior that contri­butes to organi­sat­ional goals.
Made up of:
input (skills, knowledge, attitude),
throughput (work behavior),
output (outcomes from work behavior: results).
Major advant­ages: links individual and organi­sat­ional goals.
Related to reward, develo­pment, coaching, career planning and dismissal.

Questions when designing the PMP

Who is to be evaluated?
What is to be evaluated?
Who performs the evalua­tion?
What is the time frame?
Should we be using objective or subjective evalua­tions?
Do we apply relative or absolute perfor­mance indica­tors?
Should a forced distri­bution be used?
What should be the role of cultural aspects?
 

Metadata

  • Languages:
  • Published: 18th June, 2022

Comments

No comments yet. Add yours below!

Add a Comment

Your Comment

Please enter your name.

    Please enter your email address

      Please enter your Comment.

          Related Cheat Sheets

          HRM Cheat Sheet
          HR Starter Sheet Cheat Sheet

          More Cheat Sheets by sigynl

          HRM Cheat Sheet
          HRM Continuation Cheat Sheet