W1: HRM during Crisis + SHRM

Question 1

3 types of crises

Answer 1

Economics crisis, natural disasters, and political uncertainty

Question 2

Crisis

Answer 2

Unwanted, unexpected, unprecedented, and almost unmanageable, causes widespread disbelief and uncertainty. Deviation from normal, considered threat to basic system structure

Question 3

Natural disasters effects

Answer 3

Challenge the fundamental way people work in groups, threaten basic social structure in workplaces, and transportation (ex. Covid)

Question 3

Economic crisis effects

Answer 3

Decrease in innovation, decline in output and lower investment (ex. 2008)

Question 4

Political uncertainty effects

Answer 4

Political uncertainty and hostile environments threaten the safety and security of employees (ex. war)

Question 5

Effects of economic crisis on IHRM

Answer 5

Developing over hiring, pay cuts, housing issues (ex. for expats)

Question 6

Effects of political uncertainty on IHRM

Answer 6

Risk management for expats, focus on employment relations

Question 6

Effects of natural disasters on IHRM

Answer 6

Employee well being (PTSD), rethink (global) mobility planning, remote work

Question 7

Challenges of managing performance during COVID

Answer 7

• Organizations strategic directions might change
• Time becomes even more limited
• Meaningfulness of performance management become questionable
• Goals might be out of reach
• Traditional management practices no longer exist (ex. open door policy or management by walking around)

Question 8

Why is HRM important in crisis

Answer 8

• Helps maintain business operations
• Maintains staff overview and adapts planning
• Keeps “human capital” motivated and production during uncertainties
• Delivers tools for leadership
• Provides structure and guidance in uncertain times
• Is needed to accurately identify and successfully retain top performance

Question 9

How do crises affect work experiences

Answer 9

Bring problems to the forefront and intensify poor working conditions, unemployment and underemployment abuse and exploitation

Question 10

Workplace dignity

Answer 10

reflects the self-recognized and other recognized worth acquired from engaging in work activity

Question 11

Decent work

Answer 11

A basic standard for acceptable employment (SDG 8). Decent work and precarious work represent 2 poles along a multidimensional conceptualization of work, has broad consequences for people’s work lives and their overall well-being

Question 12

Attributes of decent work

Answer 12

• Job creation
• Worker rights (representation, freedom of association and access to collective bargaining)
• Social dialogue (open dialogue among workers, employers and gov for collaboration)
• Safe and balanced conditions (safe, family friendly, adequately compensated, healthcare accessible)

Question 13

How can collective workers create more decency? (Model, 7 steps)

Answer 13

Precarious work → associational power building → coalitional power building → exercise of structural power → institutional power building → decent work

Question 14

Kant’s view philosophical view on human dignity

Answer 14

Argued that if you follow 3 rules you can succeed and do well as a person
1. Consistency (imagine everyone acted this way all the time, ex. lying)
2. Human dignity (treat people as valuable, not as tools for your benefit)
3. Universality (act as if your actions contribute to the creation of a moral world)

Question 15

Human dignity integration in HR

Answer 15

• managers and employees should be involved in the hiring process
• goals and objectives should be agreed upon together with employees
• reward systems should be design to reduce income inequality
• talent management practices should consider everyone’s talents
• commitment to the values and goals should have focus on human dignity
• pay schemes should narrow income inequality

Question 16

SHRM systems

Answer 16

Alignment structures that “fit” between various HRM practices and the organization’s strategic goals
HRM practices must develop employee skills, knowledge and motivation

Question 17

Targeted goals of HR systems

Answer 17

• Performance
• Innovation
• Corporate social responsibility
• • diversity and inclusion
• How can HR practices further these?

Question 17

AMO model

Answer 17

Ability-, motivation-, opportunity- enhancing practices
The right combination of people, technology and organization structure to make full use of resources and opportunities in achieving organizational performance

Question 18

Ability enhancing practices

Answer 18

Comprehensive recruitment, rigorous selection and extensive training

Question 19

Motivation enhancing practices

Answer 19

Developing performance appraisal, competitive compensation, incentives and rewards, extensive benefits, promotion and career development, job security

Question 20

Opportunity enhancing practices

Answer 20

Providing flexible job design, work teams, employee involvement, information sharing and voice mechanisms

Question 21

System content

Answer 21

Horizontal alignment of practices towards the same strategic goal

Question 22

System strength

Answer 22

Processes and signals through which HR practices are communicated to employees, in turn shaping the interpretations employees form about HR policies

Question 23

System content and system strength

Answer 23

SHRM: two aspects of bundling by which organizations convey information to employees and achieve desired outcomes

Question 24

System strength theory

Answer 24

Differentiates distinctiveness, consistency and consensus as system strength components