1. Human Resource Management (HRM)
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.
(Quelle: web definitions for HRM)

2. Effects of HRM
HRM-practices (especially job design and selection/ appraisal/training) better predict company performance than R&D, QM, strategy and technology (West, 2001)
Empowerment better predicts company performance than technology-based management practices (Patterson et al., 2004)
HRM-practices as cause and effect of company performance (Guest et al., 2003)

3. HRM from a work and organizational psychology perspective
Scientific foundation for HRM tools
HRM as a function penetrating the whole organization
Focus on working conditions as influences on human competence and motivation
Systematic linking of "fit human to task" and "fit task to human"

4. Organization as socio-technical system
Road map for HRM A
Motivation
Satisfaction
Performance
Organization as socio-technical system
Task /
Work process

5. Performance appraisal / Compensation
Road map for HRM B
Motivation
Satisfaction
Performance
Personnel selection
Performance appraisal / Compensation
Personnel development
Leadership
Team
Task /
Work process
Organization as socio-technical system

6. Topics HRM B: Leading teams

7. Organization of course
HRM B provides 3 ETCS points (approx 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.
The exam is written (1.5 hours; open book) and takes place the first week of the holidays. Overall grade: 30% project & 70% exam.
Material for each lecture by the previous friday on

8. Semester project Choose one of four topics:
1: Leadership assessment
2: Best practice in HRM
3: Pay for performance
4: Promotion of employability
Work in groups of four - final product is written report (to be handed in by June 18)
Depending on topic chosen, project entails literature reviews, interviews/observations/document analyses in companies, group exercises
Selection of topics/assignment to groups: fill out sign-up sheet

9. 1: Leadership assessment Marius Gerber & Barbara Künzle
Assessment Center: Evaluation of personal characteristics based on behavior in realistic situations
Task: develop and test an assessment method for leadership based on a chosen theory of leadership
Methods: determine relevant personal characteristics related to good leadership behavior, create an assessment scenario and carry out an assessment

10. 2: Best Practice in HRM Sabine Raeder & Johann Weichbrodt
Best practice: finding businesses with an excellent HRM (Swiss HR-Award), focus on practice, not results
Task: evaluate a company’s HRM and create a ranking list
Methods: create interview guidelines and conduct structured interviews with HR or general managers

11. 3: Pay for Performance Hannes Günter
Pay for performance systems: potential for serious unintended negative results, but also for substantial performance improvements
Task: systematically evaluate an existing pay for performance system
Methods: interviews with system designers and employees; benchmarking using ProMES

12. 4: Promotion of Employability Anette Wittekind & Daniel Boos
Employability: an individual’s chance of getting a job in the labor market; advantageous for employees, but also for employers (social responsibility)
Task: identify employability enhancement activities in Swiss companies
Methods: send out a questionnaire to Swiss companies and analyze the results

13. Sign-up sheet

14. "Benchmarking": Characteristics of HRM in successful companies (Pfeffer, 1998)
Employment security
Selective hiring
Self-managed teams and decentralization
High compensation contingent on organizational performance
Extensive training
Reduction of status differences
Sharing information

15. "Benchmarking": Characteristics of HRM in successful companies (Pfeffer, 1998)
1. Employment security
2. Selective hiring
3. Self-managed teams and decentralization
4. High compensation contingent on organizational performance
5. Extensive training
6. Reduction of status differences
7. Sharing information

16. "Benchmarking": Characteristics of HRM in successful companies (Pfeffer, 1998)
1. Employment security
2. Selective hiring
3. Self-managed teams and decentralization
4. High compensation contingent on organizational performance
5. Extensive training
6. Reduction of status differences
7. Sharing information

17. Legal and psychological contracts
Formerly
Firm $ t
Employee
Today
Employee
t + Goal achievement
Firm
$ + Goals
Legal contract
Hard Work
Loyalty
Employability
Employee
Firm
Psychological contract
Job security
Hard Work
Loyalty
Employee
Firm
Work flexibility, Downsizing

18. Flexible working: Change from a traditional to a new contract
Flexible working: Change from a traditional to a new contract? (Raeder & Grote, 2001)

19. Fit between expectations and offers – Employee perspective

20. (Non-)Fit of employer offers and employee expectations (Wittekind, Raeder & Grote, 2005)

21. (Non-)Fit of employee offers and employer expectations (Wittekind, Raeder & Grote, 2005)

22. Career orientations in Switzerland (Swiss HR-Barometer 2006, Grote & Staffelbach)
Traditional career
Independent career
Disengaged career

23. Psychological contract as leadership instrument
Psychological contracts ...
complement and super-impose legal contracts.
contain reciprocal, though not necessarily correspon-ding expectations and offers between employee and employer.
are derived from verbal agreements as well as from behaviors of contract partners and other members of the organization.
The more corresponding
and
the more explicit the agreement
the sounder the psychological contract.

24. Using the psychological contract to handle employment uncertainties
Communicate and match reciprocal expectations and offers
Early, comprehensive information also on uncertain developments (individual and organizational)
Support employability through training, job design, and systematic career management
Distribute risks between organization and employee according to individual coping capabilities
Further organizational commitment which allows for flexibility and "thinking in options"

25. "Benchmarking": Characteristics of HRM in successful companies (Pfeffer, 1998)
1. Employment security
2. Selective hiring
3. Self-managed teams and decentralization
4. High compensation contingent on organizational performance
5. Extensive training
6. Reduction of status differences
7. Sharing information

26. Fundamentals of organizational design (Kieser & Kubicek, 1983)
Specialization: Distribution of labor, resulting in different kinds of work tasks
Coordination: management of dependencies among subtasks, resources, and people
Configuration: Structure of line of command
Delegation of decision authority: Distribution of decision authority regarding actions and decision rules
Formalization: Determination of rules and procedures, e.g. structures, flow of information, performance measurement/assessment
So wenig wie die Rede von einer Stunde Null im betrieblichen Wissensmanagment Sinn macht - d.h. Betriebe haben immer schon Wissensmanagemten betrieben - kann auch in der Forschung und Entwicklung von Mitteln und Medien des Wissensmanagements von einer Stunde Null gesprochen werden.
In der Geschichte sind folgende Hauptströmungen zu verzeichnen:
HCI (Human Computer Interaction) / KI (Künstliche Intelligenz)
CMC (Computer Mediated Communication) CSCL (Computer Supported Cooperative Learning / mit CBT - Systemen) CSCW (Computer Supported Cooperative Work)
Knowledge Management Systems

27. Organization as socio-technical system

28. Prerequsites for good team work
Adequate common task
Complexity higher than individual competencies
Clear performance criteria
Collective decision competence
Shared goal orientation
Positive goal coupling
Goal transparency and feedback
Adequate group composition
Different perspectives on the task
Shared language
Development of group rules
Adequate group size
Support for team development (form, storm, norm, perform)
Explicit handling of conflicts between individual and collective autonomy

29. "Benchmarking": Characteristics of HRM in successful companies (Pfeffer, 1998)
1. Employment security
2. Selective hiring
3. Self-managed teams and decentralization
4. High compensation contingent on organizational performance
5. Extensive training
6. Reduction of status differences
7. Sharing information

30. Integration of "fit human to task" and "fit task to human"
Strive for dynamic relationship between people and work to keep people and organization moving
Select people that want to and can develop = learning ability and willingness as important selection criterion
Personnel development via training and via work assignments that further learning
Support for lateral und vertical careers in systematic processes of selection and development

31. Fit task to human (focus in HRM A)
Job design
Job crafting
supports dynamic relationship between person and work if tasks are created that include autonomy and learning requirements

32. Job design as crucial measure for personnel development
Design of humane work tasks in order to further
health
competencies
personality
based on the psychosocial functions of work

33. The product of work is people
Relationship between work and leisure activities
no relationship - empirical finding only for subjective assessment by people themselves, especially for "identity threating work" (Hoff, 1986)
work changes leisure - most frequent empirical finding (e.g. Meissner, 1971; Leitner, 1993)
leisure compensates for work - empirical finding especially regarding compensation of strain (e.g. Bamberg, 1986)
Reciprocal relationship between intellectual job demands and development of intelligence (Schallberger, 1987)
selection effect (more intelligent people get more demanding jobs) and
socialization effect (demanding jobs further intelligence) result in
widening gap (for more intelligent people intelligence increases, for less intelligent people intelligence stays the same/decreases)

34. Fit human to task (focus in HRM B)
Personnel selection
Training
supports dynamic relationship if people are chosen/trained for motivation and capability to learn

35. Topics HRM B: Leading teams