HRM & OB 1

• Job Satisfaction
• Job Involvement
• Organizational Commitment
• Perceived Organizational Support (POS)
• Employee Engagement

These attitudes influence performance, turnover, OCB (Organizational Citizenship Behavior), and motivation.

Source: Reader OB Ch. 3; Slides p. 45–46

• Job content (challenge, autonomy, variety)
• Work environment and relationships
• Supervision and leadership style
• Pay and benefits (to a certain threshold)
• Personality traits (e.g., positive affectivity)

Source: Reader OB Ch. 3; Slides p. 44–45

HRM (Human Resource Management) is the strategic and operational management of people in an organization. It involves staffing, development, performance management, compensation, and ensuring a positive work environment—all aimed at achieving organizational goals.

Source: Slides p. 6–8, Martocchio p. 22

HRM impacts every employee because:

• It ensures fair treatment and development.
• It supports organizational success through talent management.
• Line managers depend on HRM for hiring, evaluating, and developing people.
• It influences motivation, job satisfaction, and well-being.

Source: Slides p. 9, Martocchio p. 22–23

• Production factor view: People are treated like inputs needed for work (like machines or money).
• Human capital view: People are valued for their knowledge, skills, and potential to create value. HRM then focuses on developing and managing this capital effectively.

Source: Slides p. 10–13

HRM functions include:

• Staffing
• Performance management
• Development
• Compensation
• Health & safety
• Employee relations

In a business context, they are aligned with company strategy, aim to increase competitiveness, and are adapted to internal and external conditions. Each function also serves a different stage of the employee lifecycle.

Source: Slides p. 31–37; Martocchio p. 32–47

The internal environment such as company culture, leadership style, and structure determines how HRM is designed and implemented. For example, a hierarchical company might need more formal HR policies, while a startup needs flexibility.

Source: Slides p. 5, 19

The external environment (economy, labor market, legal regulations, technology, globalization) influences HRM by:

• Creating pressure to adapt HR strategies (e.g., to remote work)
• Changing recruitment needs
• Increasing focus on sustainability, Diversity, Equity & Inclusion, and digital tools

Source: Slides p. 5, 17; Martocchio p. 24–27

It enables the organization to:

• Align people strategy with business goals
• Attract and retain top talent
• Build a performance culture
• Ensure compliance and reduce risk
• Create a positive and ethical work environment

Source: Slides p. 17–18

The Ulrich model defines four key HR roles:

1. Strategic Partner – aligns HR strategy with business strategy.
2. Change Agent – manages transformation and change.
3. Administrative Expert – ensures efficiency in HR processes.
4. Employee Champion – advocates for employee needs and engagement.

Source: Slides p. 4, 30

Recent trends in HRM include:

• Digitalization and automation (HR tech & data)
• Remote and hybrid work models
• Diversity, Equity & Inclusion (DE&I)
• Employee experience and mental health focus
• Agile HR and flexible work design
• Sustainability and corporate social responsibility

Source: Slides p. 4, 6; Martocchio p. 27

• Emotions are intense, short-lived feelings directed at someone/something, triggered by specific events.
• Moods are more general, less intense, and longer-lasting, often without a clear cause.

Source: Reader OB, p. 92; Slides, p. 6–7

Sources include:

• Personality
• Time of day/Weekday
• Weather (minor impact)
• Stress
• Sleep
• Exercise
• Age
• Gender

Source: Reader OB, p. 95–97; Slides, p. 8–9

• Emotional labor involves displaying required emotions.
• Surface acting can cause stress and burnout.
• Deep acting is less harmful.
• Emotional dissonance decreases job satisfaction.

Source: Reader OB, p. 97–99; Slides, p. 10

• AET explains how workplace events trigger emotional reactions that influence behaviors and attitudes.

Source: Reader OB, p. 102–103; Slides, p. 11

• EI = ability to perceive, understand, regulate emotions in oneself and others.
• Important for leadership and collaboration.

Source: Reader OB, p. 104–105; Slides, p. 13

• Surface acting
• Deep acting
• Suppression
• Cognitive reappraisal
• Social sharing
• Mindfulness

Source: Reader OB, p. 106–107; Slides, p. 14–15

• Decision-making: Positive mood enhances creativity
• Leadership: EI improves effectiveness
• Negotiation: Affected by emotions
• Customer service: Emotional contagion matters
• Job performance: Positive affect improves OCB

Source: Reader OB, p. 107–109; Slides, p. 16–17

Strategic HRM is the process of aligning HR practices with the company’s overall business strategy to enhance long-term performance. It ensures that human capital contributes to achieving strategic goals.

Source: Martocchio p. 111; Slides p. 4

1. Define the mission and vision
2. Analyze internal and external environments (SWOT)
3. Set strategic objectives
4. Formulate and implement strategies

Source: Martocchio p. 112–113; Slides p. 9–10

• Internal Analysis: Assesses strengths and weaknesses (e.g., workforce skills, leadership, culture).
• External Analysis: Evaluates opportunities and threats from the market, competitors, technology, laws, etc.

This helps HR forecast talent needs and align HR strategy with environmental demands.

Source: Martocchio p. 114–115; Slides p. 12

HR (or workforce) planning ensures the right number of people with the right skills are available when needed. It prevents both overstaffing and talent shortages, making the organization more efficient and competitive.

Source: Martocchio p. 116–117; Slides p. 15–16

• Forecasting demand: Based on business goals, trends, and productivity metrics
• Forecasting supply: Through internal audits, turnover rates, and external labor market data

Source: Martocchio p. 117–118; Slides p. 18–19

• Surplus: Hiring freeze, early retirement, job sharing, internal transfers, layoffs
• Shortage: Recruitment, training programs, overtime, outsourcing, internal promotions

Source: Martocchio p. 118–119; Slides p. 21

Succession management identifies and develops future leaders within the organization to ensure continuity in key roles. It reduces risks from unexpected departures and supports long-term planning.

Source: Martocchio p. 119–120; Slides p. 22

Job analysis is the systematic process of identifying a job’s tasks, responsibilities, and required qualifications. It’s essential for recruitment, training, evaluation, and legal compliance.

Source: Martocchio p. 122–124; Slides p. 24–25

• Observation
• Interviews
• Questionnaires
• Employee logs
• Critical Incidents Technique (CIT)

Source: Martocchio p. 125–126; Slides p. 26–27

• Job Description: Lists duties, responsibilities, and scope of the job.
• Job Specification: Details the skills, qualifications, and traits required to perform the job.

Source: Martocchio p. 128; Slides p. 28

1. Planning – Define job needs and requirements via job analysis.
2. Sourcing – Identify and attract suitable candidates (internally or externally).
3. Selection – Evaluate applicants through interviews, tests, etc.
4. Hiring – Extend offers and sign employment contracts.
5. Onboarding – Integrate the new hire into the company culture and role.

Source: Martocchio p. 151–153; Slides p. 6

The employer brand is the company’s image and reputation as an employer. It represents the Employee Value Proposition (EVP)—what the organization offers employees in return for their talents.

Importance:

• Attracts high-quality applicants
• Enhances retention
• Differentiates from competitors in the job market

Source: Martocchio p. 154; Slides p. 15–16

Active sourcing is the proactive search for potential candidates—especially passive ones—through:

• Social media platforms (LinkedIn, X)
• Talent databases
• Networking events
• Direct outreach and referrals

It shifts from waiting for applicants to actively approaching talent.

Source: Slides p. 13–14

Internal sources:

• Internal job postings
• Promotions and transfers
• Employee referrals
• Succession planning databases

External sources:

• Job portals and company websites
• Social media (LinkedIn, Instagram)
• Recruitment agencies and headhunters
• Career fairs and university partnerships

Source: Slides p. 9–12

Internal:

Advantages: Cost-effective, faster, boosts morale
Disadvantages: Limited pool, may create internal tension

External:

Advantages: Brings new ideas and skills, diverse
Disadvantages: More expensive, longer integration time

Source: Martocchio p. 155; Slides p. 12

Best approach: Targeted active sourcing

• Use LinkedIn or social media campaigns with tailored messages
• Build a talent pool or community
• Share employee stories, behind-the-scenes content
• Maintain contact with potential candidates through newsletters or talent pipelines

Source: Slides p. 14–15