Professional Documents
Culture Documents
What? the functional area of an organization that is responsible for all aspects of hiring and supporting employees (e.g., providing and administering employee benefits). all the activities related to the recruitment, hiring, training, promotion, retention, separation, and support of employees. functions within a company that relate to people. Why? is the effective use of human resources in order to enhance organisational performance. the process of evaluating human resource needs, finding people to fill those needs, and getting the best work from each employee by providing the right incentives and job environment, all with the goal of meeting the needs of the firm. applying human resources within complex systems such that people succeed, performance improves, and human error decreases.
(Source: web definitions for HRM) HRM: Work Process Design G. Grote ETHZ, Fall08
HRM practices
Job analysis and design Recruitment and selection Training and development Performance management and compensation Labor and employee relations
Road map for both HRM courses (Work process design, Leading teams)
Personnel selection
Satisfaction Motivation
Personnel development
Satisfaction
Motivation
Organization of course
3 ETCS points (approx. 75-90 work hours). Besides the lecture, the prerequisite for credits points and exam participation is the completion of a semester project in groups of 4 students. Topic of semester project: Analysis and assessment of job and organizational design in a company including a written report and feedback to the company. The exam is written and open book; provisional date: Jan. 13, 2009, 10:15-11:45. Overall grade: 50% project & 50% exam. Material for the lecture at www.oat.ethz.ch.
HRM: Work Process Design G. Grote ETHZ, Fall08
Semester project
Assessment of job and organizational design in a company based on the instrument KOMPASS work system analysis (focus on work processes and handling of disturbances in the processes) job analysis (focus on job design criteria) Analyses involve 2-3 interviews with managers and employees and .5 - 1 day observation of work tasks and processes To be carried out in groups of four either in a company of your choice or in a company provided Please send an e-mail to Jacqueline Hohermuth by Sept. 29 (jhohermuth@ethz.ch) with the names and e-mail addresses of the four people in your group, indicating also if you want us to provide a company and whether you can conduct the analyses in English and/or German
Required reading
Noe, R.A. et al. (2005). Human Resource Management: Gaining a competitive advantage. Chapter 2 Strategic Human Resource Management (pp.56-91). New York: McGraw-Hill. (Sept. 30/Dec. 2) Schein, E. (1988). Organizational psychology (3rd ed.) (pp. 50-72 and 93-101). Englewood Cliffs, NJ: Prentice-Hall. (Sept. 30) Grote, G. (2004) Uncertainty management at the core of system design. Annual Reviews in Control, 28, 267-274. (Oct. 21) Parker, S.K. & Wall, T.D. (2001). Work design: Learning from the past and mapping a new terrain. In Anderson, N., Ones, D.S., Sinangil, H.K. & Visweswaran, C. (Eds.). Handbook of Industrial, Work and Organizational Psychology, Vol. 1 (pp. 90-109). London: Sage. (Oct. 28/Nov. 4) Foster, J.J. (2000). Motivation in the workplace. In N. Chmiel (Ed.), Introduction to work and organizational psychology - A European perspective (pp. 302-326). Oxford: Blackwell. (Nov. 4) Le Blanc, P., de Jong, J. & Schaufeli, W. (2000). Job stress and health. In N. Chmiel (Ed.), Introduction to work and organizational psychology - A European perspective (pp. 148-177). Oxford: Blackwell. (Nov. 4) Windischer, A. et al. (in press). Characteristics and organizational constraints of collaborative planning: Cognition, Technology & Work. (Nov. 11) Lees, C.D. & Cordery, J.L. (2000). Job analysis and design. In N. Chmiel (Ed.), Introduction to work and organizational psychology - A European perspective (pp. 45-68). Oxford: Blackwell. (Nov. 18) Senior, B. (2000). Organizational change and development. In N. Chmiel (Ed.), Introduction to work and organizational psychology - A European perspective (pp. 347-383). Oxford: Blackwell. (Nov. 25)
Copies of the texts will be availabe during the lectures on Oct. 21/28 (CHF 10)
HRM: Work Process Design G. Grote ETHZ, Fall08
One-way linkage
HRM implements strategic goals, but is not involved in strategy formulation
Two-way linkage
HRM executive shows human resource implications of different strategic choices, but does not directly participate in strategic decision making
Integrative linkage
HRM executive is integral member of senior management team and participates in all phases of strategy formulation and implementation
HRM: Work Process Design G. Grote ETHZ, Fall08
Strategic HRM
"a pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals"
(Noe et al., 2005)
Derive human resource needs (skills, behaviors, culture) from strategy formulation Strategy implementation by means of HRM practices, which further individuals' capabilities and motivation as well as actual performance
HRM: Work Process Design G. Grote ETHZ, Fall08