Introduction to HRM - Runhaar 2026
Introduction to the field of
(Sustainable) Human Resources Management
Piety Runhaar
Associate professor – Education and Learning Sciences
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Introduction to the field of
(Sustainable) Human Resources Management
Piety Runhaar
Associate professor – Education and Learning Sciences
Who am I?
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Social- & Organisatiion psychology
Trainer
Consultant
PhD candidate
Teacher
Associate professor
Program director Teacher Training
Learning & development of employees in (school)organisations..
...supporting role of HRM
Program of Today
Introduction on HRM
Content
What does it comprise?
How about Sustainable HRM?
Process
How does HRM affect employee attitude, behavior and performance?
Human Resources Management
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....refers to all managerial attempts to influence employees’ ability, motivation and opportunities to perform (cf Boxall & Purcell, 2008)
Human Resources Management
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....refers to all managerial attempts to influence employees’ ability, motivation and opportunities to perform (cf Boxall & Purcell, 2008)
... a bundle of interlinked policies and practices that are explicitly targeted at attracting, retaining, developing and rewarding employees in such a way that it results in optimal employee and organization performance (see also DeArmond, Shaw & Wright, 2009; Runhaar, 2017)
HRM research
Content and Process view on HRM
What practises affect employees’ attitudes and behaviour?
How do these practices affect employees’ attitudes and behaviour?
AMO –Theory of Performance (Appelbaum et al., 2001)
Performance = Ability * Motivation * Opportunity
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Content: What does HRM comprise?
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Content: What does HRM comprise?
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Content: What does HRM comprise?
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Content: What does HRM comprise?
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Content: What does HRM comprise?
Think – Pair - Share
Tink: Think of your (former) side job: ‘Why do you (dis)like your work?’
Pair: Exchange with neighbor(s): ‘What HRM practices played a role?’
Share: Fill out the Lesson up, individually:
What HRM practices improved your job satisfaction/motivation?
What HRM practices improved your job satisfaction / motivation?
Think – Pair - Share
Tink: Think of your (former) side job: ‘Why do you (dis)like your work?’
Pair: Exchange with neighbor(s): ‘What HRM practices played a role?’
Share: Fill out the Lesson up, individually:
What HRM practices improved your job satisfaction/motivation?
What HRM practices decreased your job satisfaction/ motivation?
What HRM practices decreased your job satisfaction / motivation?
Herzberg 2-factor model
Image: planyway.com
Traditional view on HRM: AMO as means to an end (performance, financial gains, market share etc.)
Sustainable HRM: AMO as goals in themselves
Sustainable HRM (Ehnert et al., 2014, p. 6)
Sustainable HRM (Ehnert et al., 2014, p. 6)
sustainable …. the ability of a society, an organization or an individual to maintain, strengthen and to develop itself (its resources, capital etc.) from within…
Sustainable HRM (Ehnert et al., 2020)
Common Good HRM places collective interests above or – more realistically – equal to individual (including organizational) wishes, needs, and desires
Image: acadame.co.uk
How is HRM related to performance?
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(Bouwmans, 2019)
Process
How is HRM related to performance?
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(Bouwmans, 2019)
Process
Image: parsadi.com;
Image: parsadi.com; learningmanagement2.com
Image: engageandprosper.com
How is HRM related to performance?
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(Bouwmans, 2019)
Process
How is HRM related to performance?
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(Bouwmans, 2019)
Process
Opening the black box....
HRM system as ‘signalling function’
Bowen & Ostroff (2004)
Distinctiveness
Consistent ‘strong’ HRM system
Consensus
HRM research: Opening the black-box
HRM system as ‘signalling function’
Bowen & Ostroff (2004)
Distinctiveness
Consistent ‘strong’ HRM system
Consensus
HRM research: Opening the black-box
HRM system as ‘signalling function’
Bowen & Ostroff (2004)
Distinctiveness
Consistent ‘strong’ HRM system
Consensus
HRM research: Opening the black-box
HRM system as ‘signalling function’
Bowen & Ostroff (2004)
Distinctiveness
Consistent ‘strong’ HRM system
Consensus
HRM research: Opening the black-box
HRM system as ‘signalling function’
Bowen & Ostroff (2004)
Distinctiveness
Consistent ‘strong’ HRM system
Consensus
HRM research: Opening the black-box
HRM research: Opening the black-box
Social exchange theory
(Blau, 1964)
Balance among ‘Gives and gets’
Three basic drivers (MacClelland)
Self determination theory (Deci & Ryan)
Need for Competence / achievement
Need for Autonomy / power
Need for Relationships / affiliation
Three basic drivers (MacClelland)
Self determination theory (Deci & Ryan)
Need for Competence / achievement
Need for Autonomy / power
Need for Relationships / affiliation
“Which driver is dominant in your case?”
Which driver is dominant in your case?
Competence/achievement
Relationships/affiliation
Autonomy/power
HRM research: Opening the black-box
Social exchange theory
(Blau, 1964)
Balance among ‘Gives and gets’
Idiosyncratic deals (Rousseau, 2000)
HRM: a broad and multidisciplinary field
HRM systems
Performance
Individuals
Teams
Organisation(s)
Societies
Sustainable
HRM: a broad and multidisciplinary field
HRM systems
Performance
Individuals
Teams
Organisation(s)
Societies
Sustainable
Next lecture: HRM at WUR
Guest: Martijn Scheen, Corporate HR WUR:
HRM and recent developments
HRM and leadership
HRM and collaboration (within and outside WUR)
As preparation: “What do you think is the most valuable HR aspect of striving to become a sustainable organization?”
What do you think is the most valuable HR aspect of striving to become a sustainable organization?
