Best HR Practices (Pfeffer)
Selective recruitment & selection
integrity test, structured interviews, select best person
Comprehensive training, learning, and development
Performance related pay
yearly bonusses for best performers
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
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
HR is not about HR • Think outside in • Connect HR to investors and customers
Talent: competence x commitment x contribution • Leadership: why, what, how • Culture: behavior, pattern, identity • Organisation capabilities
HR as an organization• Integrated HR practices • Information Management, HR analytics • Employee Performance
Forces reshaping HR impact
Business context DESTEP
Pace of change
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
Requirements for HR professionals
Points of attention regarding Line Management
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
Ensure workable "span of control"
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
Information exchanges, communication
Reducing status differences
Security and safety of employees
Examples of HPW Practices
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
Use of attitude surveys
Comprehensive employee recruitment and selection procedures
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
Often spouse/children accompany the expat
Internal labor market
Why accept expat assignment?
Enhance career-> international experience
Language abilities, cultural flexibility, personality traits -> more likely to accept
Willingness spouse major factor
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?