Effectiviteit van organisatie-interventies

Effectiviteit van organisatie-interventies

1. (HRM) Modellen van effectiviteit 2. Financiële kosten / baten analyse

3. Reflectie

Effectiviteit van organisatie-interventie / PGW Jansen 17 mei 2011

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1. Effectiveness of, e.g., HRM • How does HRM contribute to organizational goals?

• Which financial costs and benefits are involved? • What effects does HRM have on employees and what can they do with HRM?


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Evaluation criteria Effectiveness • Goal realization Efficiency • Ratio of benefits to costs of personnel management • Both benefits and costs are difficult to quantify • Therefore: (critical) performance indicators Acceptation • Degree to which employees involved are satisfied • Acceptance influences effectiveness and efficiency •


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About which aspects of Management Development do we have evaluation data? yes

no

Contribution to organizational goals

18%

82%

Financial costs and benefits

17%

82%

Satisfaction of group concerned

40%

59%


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Effectiviteit van personele activiteiten • • • • • • •

Wie zijn onze „klanten? Wat willen die? Hoe hen dus tevreden te stellen? Wat zijn derhalve onze resultaatgebieden? Tot welke organisatiedoelen leidt dit? Tot welke personele doelen leidt dit? Welke personele activiteiten zijn dus nodig? Met welke organisatiekenmerken, omgevingskenmerken en persoonskenmerken moeten we daarbij rekening houden? • Hoe zit het met de effectiviteit, efficiëntie en acceptatie van onze personele activiteiten?


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Effectiviteit: zijn de juiste externe doelen geformuleerd?  Zijn de externe organisatiedoelen bereikt?  Zijn er zaken in de omgeving die realisatie gehinderd hebben?  Zijn er organisatiekenmerken die realisatie gehinderd hebben?  Efficiency: zijn de juiste interne prestaties geformuleerd?  Zijn die interne veranderingsdoelen bereikt?  Haperen interne prestaties door gebrekkige persoons- of omgevingskenmerken?  Hebben de gekozen veranderactiviteiten bijgedragen aan de interne prestaties?  Waren de veranderactiviteiten kosteneffectief?  Acceptatie: wat heeft de verandering betekend voor betrokkenen?  In welke mate voelen werknemers zich betrokken bij de organisatieverandering?  Zijn er negatieve effecten in termen van verzuim, verloop of kwaliteit? Effectiviteit van organisatie-interventie / PGW Jansen 17 mei 2011

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Prestatiemanagement-model Person  Performance management activities directed at: Person (e.g. training, selecting)

Situation (e.g. job, work group, manager, reward)



Personal constructs: -Cognitive (intelligence -Affective (emotion) -Motivational (willing)

------------------------

Company  Resources: Work Performance Personal (high performance (competence + task behaviors: commitment: -job specific human & social capital) -non-job specific -communication)

X



Situational (in control: supporting work group, coaching manager, motivating job, valuable incentives)

Commitment performance (high commitment organizational citizenship behaviors: -effort -discipline -helping)

Logistical

Financial (money market)

Result areas: (+ norms:  productivity, flexibility, Personnel legitimacy) (labor market)

Commercial (sales market)

R&D/ innovation

 Environment Internal performance management: personnel management

External performance management: social policy 7

Evaluatiedoelen Verantwoorden van activiteiten in het licht van afspraken: • ‘Hebben we het goed gedaan?’ Verbeteren van activiteiten: • ‘Hetzelfde beter doen’ (single loop) • ‘Iets heel nieuws gaan doen’ (double loop)


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2. Cost / benefit analysis: Performance indicators • Measuring an „abstract‟ construct such as „internal mobility‟ • Importance of reasoning why the indicator is related to the construct • Examples: Training costs, average recruiting costs per graduate, average age, most recent performance appraisal


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Use of performance indicators Basis for comparison: • to the past: trend caused by investing more/less in specific personnel activities • to other organizations in the same branch • to the future: agreeing upon some target value in order to direct & mobilize personnel activities


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2nd generation performance indicators • Measurement of: – image – willingness to change – commitment

• „Soft‟ internal performance • Periodic measurement of satisfaction: „social barometer‟


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What are the benefits of/returns on personnel management? (1) • “The language of business is dollars” (Cascio, 1987 p. 7)

• Utility Analysis • Human Resource Accounting


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What are the benefits of/returns on personnel management? (2) personnel activity  validity  internal performance  utility  external output (UA)

acceptance

experience by employee

financial assessment of human resources (HRA)


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Utility of personnel activity • Degree to which use of that activity improves an employee‟s hard/soft performance compared to an employee to whom that activity was not applied. • Often financially • How many euros does an employee increase in value on account of his/her performance when personnel activity is applied, compared to an average employee to whom that activity is not applied?


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Financial utility is determined by (1) • Number of persons • Correlation between score on activity and score on performance measure • Productivity difference between good and average employees • Costs of activity Effectiviteit van organisatie-interventie / PGW Jansen 17 mei 2011

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Financial utility is determined by (2) • „Base rate‟ • Average score on personnel activity • Tenure

• Number of years the activity is used without modifications Effectiviteit van organisatie-interventie / PGW Jansen 17 mei 2011

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Human resource accounting: activating personnel • Making the utility of factor labor visible (analogously to factor capital) • Two approaches: – costs of „asset‟ personnel? – benefits of asset personnel?


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Disadvantages of HRA (1) • Assets are to be bought/sold separately • Continuously evaluating personnel financially requires large elaborate system • No norms for booking investment and depreciation regarding personnel Effectiviteit van organisatie-interventie / PGW Jansen 17 mei 2011

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Disadvantages of HRA (2) • Labor market influences employee value • Productivity increase by personnel or by new technologies?


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Reaction of management (1) • In annual reports little attention for „human capital‟ • Controllers and managers react negatively to HRA • Not credible: – not the method – but the very large profits (250%!)


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Reaction of management (2) • What does „profit‟ refer to? • Investments lead to: 1 new activities, so to more turnover and profit 2 more efficient way of working, so to savings (more profit with same turnover) Effectiviteit van organisatie-interventie / PGW Jansen 17 mei 2011

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Therefore: present HRM as savings

• What are the costs of not applying this personnel activity?


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3. Reflectie. Evaluatie van effectiviteit: Gebaseerd op: • •

Type interventie Model van werkzaamheid

Maar: • •

Vele interventies (hoofdstuk 6) Vele theorieën / modellen (hoofdstukken 2-5)

Nochtans • Plicht tot „verhaal‟ over wat het oplevert + hoe het werkt


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Effectiviteit van organisatie-interventies

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