Transcript Human resource management. Alleen voor betaalde medewerkers?

HRM
only for paid employees?
A research for the added value of
Human Resource Management
J. Vinke MA 2006
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Research 2002 - 2003
St. Ouderenwerk Zutphen
 ‘Not for profit’ organisation;
 Ideal mission;
 Nine (paid) employees;
 Hundred (unpaid) employees (volunteers)
 Services to elder people
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What was happening?
Lack of volunteers;
Without volunteers no good service;
Volunteers mostly high aged;
Behaviour volunteers “reactive”
Less new initiatives.
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Problem definition
“In what way can this organisation
get and keep a sufficient amount of
qualified workers?”
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Research Methods
Insight in needed vision, strategy and policy
(to get volunteers in and to keep them in)

Organisational analysis

Insight in the needs and wishes of the volunteers =
Research – interviews and questionaire

The way in which a concrete translation of the results to
policies can be done
Implementation plan
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1. Results Analysis
 Using volunteers for technological improvements
and education of employees;
 Improvement of the internal communication;
 Professional management of the volunteers;
 Recruitment and selection of employees based
on skills and competence;
 Focus on strategy and involve all employees;
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2. Research volunteers
Research target:
Insight in the needs and wishes of the
volunteers
and…
Insight in the acceptability of the
volunteers to implement the strategies
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Used differentiation for volunteering
 Value-expressive function
(showing involvement to the society and humanity)
 Social function
(Social acceptation and making new friends)
 Educational function
(new skills and competence)
 Ego defensive function
(Looking for compensation)
Clary en Snyder (1991)
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Interviews
Aims / objects:
Measurable hypotheses to make a
questionnaire for the volunteers of the
organisation
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Results interviews
Themes:

Attention to the volunteers;

Professional management of volunteers;

Relation between motive and kind of work
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Hypotheses
Example hypothesis:
“The majority of the volunteers
agrees that the organisation gives
enough attention to the volunteers
at this moment! “
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Important results
Hypothesis 1 - attention
80
70
60
50
percentage 40
30
20
10
0
1. At this moment the STOW gives enough
attention to her volunteers
Agree
Neutral
Disagree
70,5
13,1
14,8
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Hypothesis 2
Attention in the future.
60
50
40
30
20
10
0
Agree
Neutral
Disagree
2. In the future STOW has to give more
attention to her volunteers
52,5
16,4
27,9
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Hypothesis 4
Opinion of the respondents about the use of professional HRinstruments
100
80
60
40
20
0
Agree
Neutral
Disagree
Composition of all the hypotheses
concerning HR-instruments *
83,6
6,6
8,2
* 4 hypotheses with high ‘reliability’.
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Motif volunteers
50
45
40
35
30
25
20
15
10
5
0
Working motives
Helping people
45,9
New knowledge
3,3
Meeting new people
3,3
usefull timespending
45,9
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Hypothesis about the relation between motif and
work of the volunteer
Chi-Square Tests
Value
Df
A symp. Sig. (2sided)
Pearson Chi-Square
.834(a)
3
.841 |
Likelihood Ratio
.842
3
.840
Linear-by-Linear Association
.350
1
.554
N of Valid Cases
54
a. 2 cells (25.0%) have expected count less than 5. The minimum expected count is 1.44.
Results points that there is less relation between motif and kind of
work ( .834)
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The HR-scorecard
Norton:
“We can’t manage things we can’t
describe.”
from: “The HR-scorecard”, B.E. Becker, M.A. Huselid en D.
Ulrich (2001)
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HR-structure
HR-function
HR-system
Employee
behaviour
Employees
with strategic
competences
Policies and
implementation
focused on the
strategy
Strategic
relevant
competences,
motivation and
behaviour
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Value-chain Stichting Ouderenwerk Zutphen 2001
Necessarily
Motif
employe
e
Behaviour
employee.
customer
Satisfaction
customer
needs of
services
place
Employ
ees
Volunteers
Attitude
Empl.
Service
/produc
t
Quality
deliverin
g
Appreciation
society /
Stakeholders
Income
substitutions
Value for
customer
Satisfactio
n
employee.
Attractively
for new
employees
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From value chain to measurable
performance drivers
Performance drivers
performance indicators
Motive employee to participate Amount of attention for the employees motif
in the organisation
Volunteers / paid employees
Effect of selection and recruiting campaigns
Attitude employees
Amount of employees that are involved in
aims and objects of the organisation
Behaviour employees
Performance of the employees
Satisfaction employees
Amount of employees that leave the
organisation and their reasons
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Conclusion
The whole HR-policy has to be
aimed at the most important
reward system for these
employees :
The satisfaction of the own value creation!
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Implementation
HR-scorecard







Leading the change
Everybody has to be involved in the necessity
Creating a vision
Assuring agreement
Developing improvement of the systems
Controlling and visualising the improvements
Making a continuing change
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Human resource management.
Only for paid employees?
NO!
Also for
unpaid employees
BUT
Remember for
all:
Don’t try to motivate employees!
Just try to reward their motives!
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