Summary: People, Management And Organizations | 9781137605054 | ANNA SUTTON

Read the summary and the most important questions on PEOPLE, MANAGEMENT AND ORGANIZATIONS | 9781137605054 | ANNA SUTTON

• 1 Integrating OB and HRM

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• Taylor's approach on management

  Division of labour to increase efficiency.
  Management to have maximum prosperity for employer and employees
  Management should increase workers' productivity

• Taylor's 5 principles of scientific management

  - Manager should organize the work (employee should just work)
  - Manager defines how the employee should do the work
  - Best person is selected for the job
  - Workers are trained properly
  - Worker's performance is monitored

• Challenges of combining OB and HRM

  - Individual or organization: multi-level models
  - Balance between theory or application 
  - Link with performance (3HRM performance measures)

• 3 HRM performance measures

  - Financial - profits, sales, market share
  - Organizational - Productivity or quality measures
  - HR related - Employee attitudes and behaviours

• 4 dimensions of HRM based on its goals - Guest

  - Integration: HRM integrated into strategy
  - Employee commitment
  - Flexibility: contributes to flexibility
  - Quality: selection and training

• 1.2 Human Resource Management

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• Wat zijn eudaimonische werknemersuitomsten?

  activerend –-> proces van zingeving, groei, psychologisch werk
  
  Actieve en positieve gemoedstoestand tav werk gekenmerkt door vitaliteit (veerkrachtig bij tegenslagen), toewijding (trots), absorptie (opgaan in werk)
  
  Mensen die bevlogen zijn hebben veel sociale contacten. Ze doen niet alleen werk gerelateerde activiteiten.

• 1.2.2.1 Defining HRM today

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• Boxall (2007) heeft 3 brede overlappende areas over HRM geïdentificeerd. Welke zijn dit?

  1. Micro HRM
     
  2. Strategic HRM (SHRM)
  3. International HRM

• 2 What is work all about?

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• Elements of a work ethic

  - Intrinsic benefits: work gives opportunity to gain respect
  - Material rewards: work provides pay and holidays
  - Duty: work is a duty, people who don't work are lazy

• Gendered nature of work

  Masculine work is valued more than feminine work
  - Deeply engrained, difficult to change
  Pay gap doesn't change because women work part-time due to home responsibilities and women are disproportionally represented in lower paid jobs

• Challenges with managing volunteering

  How to engage volunteers:
  - Resentful to paid employees
  - Volunteers have higher bargaining power
  - High turnover rate - lack of resources
  Increased professionalization of the sector