Read the summary and the most important questions on Organisational behaviour

• Week 1

  This is a preview. There are 1 more flashcards available for chapter 14/10/2014
  Show more cards here

• Explain the model of Lepak & Snell.

  Q1. High, high. Knowledge-based. Commitment-based. Physicians.
  Q2. Low, high. Job-based. Productivity-based. Dieticians
  Q3. Low, low. Contractual work. Compliance-based. Administration.
  Q4. Low, high. Alliances/partnerships. Collaborative-based. Legal advisers.

• Relevance of HRM in healthcare:

  Labour intensive sector, also more focus on strategic development

• Explain micro, international and strategic HRM:

  Micro: about recruitment, selection, development. International: transfer ideas from profit sector to healthcare. Strategic: adding value of HRM on the organisation.

• Explain the three challenges in HRM

  1. Shared responsibility between HR and line management; distinction between intended, actual and perceived practices
  2. Hard vs soft HRM; Added value vs. moral value (interacting with employees)
  3. Core vs perpheral workers; similar or different HR?

• Week 2

  This is a preview. There are 4 more flashcards available for chapter 21/10/2014
  Show more cards here

• Explain the development of approach between external and internal fit.

  1960-1980: Outside-in approach; focus on what customer wants.
  1990s: Inside-out approach; focus on what can your organisation do best.
  2000s: balanced approach; balance between what you do best and what the customer wants.

• Explain the three perspective of Delery & Doty on strategic HRM.

  1. Universalistic: best practice. 
  2. Contingency: best fit (strategic/vertical fit).
  3. Configurational: internal/horizontal fit & strategic/vertical fit (equifinality): fit with organisational strategy and between HR practices.

• Best fit, explain internal and external context.

  Internal context: strategic HRM is focused on the alignment or fit between the strategy of an organisation and the HR strategy of an organisation.
  External context: strategy is generally defined as an organisation's intention to achieve certain goals through planned alignment (or fit) between organisation and it's environment.

• Explain the model of (external) institutional context. (Paauwe & Boselie)

  Three forces have influences on the HRM strategy/policy/goals: (institutional theory: organisations becoming the same due to those: isomorphism)
  1. Coercive: laws, regulations.
  2. Normative: norms & values (management control system, depending on the professionalisation of an employee group)
  3. Mimetic: copying of other organisations or imitation as a result of trends.

• Give the two different leeways given the context

  1. Hyper-determinism: choices fully determined by contextual conditions.
  2. Hyper-voluntarism: no restrictions.

• Week 3

  This is a preview. There are 10 more flashcards available for chapter 28/10/2014
  Show more cards here

• Give the result and limitations of the article by West.

  The findings revealed strong associations between HR practices and patient mortality generally. Debate about the generalizability of the paper and also the methods for data.
  Limitations: sample size sometimes small, HR directors did not answer the most important questions, sample size varies, cross sectional design, missing data, mortality rate is measured by different scales.