Course: MPA 9 Lecture: HRM
Lecturer: Prof. dr. B.Steijn Student no: FHRISS913 Word count:
Take Home Exam
Question I:
Article I: Perry, J et all ( 2006), Motivating employees in a new governanceera
In this article four insight are mentioned: 1.Finacial incentives;
2. Job design; 3. Goal setting; 4. Participation.
The insight that I shall describe is financial incentives.
In this article different authors gave different proposition about financial incentives. Authors also categorized financial incentives in individual incentives and group incentives. According to the meta analyses of Stajkoviv and Luthans ( 2003) financial incentives improve task performance. Furthermore there study have shown that feedback combined with money and some social recognition produce the strongest effect on performance. Also in the review of individual monetary incentives the conclusion can be drawn that in general monetary incentives improve performance. In group incentives it can be stated that in the condition in which reward are effective are unclear. In general, individual incentives is highly recommend because both employees and employers have higher productivity and improves.
Suriname context
In my opinion financial incentives can be used in Suriname context. It is proven that Suriname had a very low score on performance management because the fact that people are demotivated. According to the Michigan model performance is the most important aspect of HRM.
Article II : Ngcobo, T & Tikly L (2010):Key dimension of effective Leadership for Change: A focus on Township and Rural Schools in South Africa.
The dimension that are described in this article are: 1. The structural dimension;
2. The process dimension; 3. The personal dimension; 4. The practice dimension.; 5. Gender dimension.
The dimension that got my attention is the personal dimension because in this dimension the qualities of effective leadership or given. According to the article the main quality for an effective leadership is being ethical. If a leader is ethical that means that he has a personal integrity. A leader with a personal integrity means that he is honest ( he comes forward with appropriate information), trustworthy ( he has principles, follows through his commitments) he is fair ( gives equally treatment)
Suriname context
In my opinion I do not think that this insight would work. Suriname has a political environment where corruption, lack of accountability and no transparency has the higher mark. If a leader has the quality of being ethical than in Suriname the political system will not allow him to role. It can be easy stated that the Surinamese government isn’t ethical because of the fact that the president is a suspect in a brutal murder case.
Article III: Bello- Pintado, A (2015): Bundles of HRM practices and performance: empirical evidence from a Latin American context.
In this article the authors gives a theoretical and an empirical approach of bundles of HRM practices and performance.
Question 2.
Statement 1: Suriname organizations need HRM, whether or not it is balanced is not important
I agree that the organizations in Suriname needs HRM ( whether it is balanced or not), because HRM is very important for the development of an organization. It is seen that HRM is taken a very important position in the world especially if the organization want to develop better.
resources. Consequently, HRM encompasses efforts to promote personal development, employee satisfaction, and compliance with employment-related laws.
To achieve equilibrium between employer and employee goals and needs, HRM departments focus on these three general functions or activities: planning, implementation, and evaluation. The planning function refers to the development of human resource policies and regulations. Human resource managers attempt to determine future HRM activities and plan for the implementation of HRM procedures to help companies realize their goals.
If the organizations in Suriname wants to develop their performance it is very important that all the aspect of maybe 20 % of HRM is available in their organizations. Because of the fact that the factor human is very important for development.
Statement II: To add value, leadership is more important than HRM
No I do not agree with this statement because HRM and leaderships are two components that goes together. If the organization wants to be successful both aspects are needed. I will collaborate my agreement by stating with the fact that managers appoint people who run HR department. In fact managers needs to fill HRM with the information that HR needs to recruit people. Leaders must also make sure that human resources fulfills this two roles. HR and leadership should create effective mechanisms, such as money, recognition, and training, to motivate and retain people. And it should force organizations to confront their most charged relationships, such as those with unions, individuals who are no longer delivering results, or people who are becoming problematic ( who is not performing). HR is the department that can be stated as the “ the killer app “ of the organization. Competing is a game, and as with all games, the team that puts the best people on the field and gets them playing together wins. It’s that simple.
Looking at the argument above it can be concluded that both are equally important for an organization.
Statement III: Improving operational HRM ( also called MHRM) is what counts for developing countries (and not strategic HRM)
No I also do not agree with this statement because in my vision developing countries needs Strategic HRM . I shall collaborate on both aspect to give you a better view of my statement.
Operational HRM
if we take a closer look at the operational HRM ( so called MHRM) talks more about dealing on day to day basis. Performing operationally, human resources staff members are top-level administrators. The tasks they accomplish are generally highly visible to your employees because they are focused on the daily work issues attributed to the ongoing needs of your team. These include vital tasks such as recruitment, interviewing and hiring, and risk management. Operational HR management may use and maintain computerized HR information systems, and may also oversee your payroll department.
Strategic HRM
strategic capacity, HR staff members attempt to project future business needs and work to develop current employees and programs to meet those needs. Looking into the future, HR teams may consider many options to keep your business competitive and growing, including outsourcing certain jobs.
Course: MPA 9 Lecture: HRM
Lecturer: Prof. dr. B.Steijn Student no: FHRISS913 Word count:
Individual writing assignment
The HR challenge in the Police Force of Suriname
The Police Force of Suriname (KPS)
Originally, police in Suriname had the sense of caring for the "whole" State Board. In the middle of the last century meant caring for domestic governance. Now it means to care for the
maintenance of order, peace and security of society; Detecting crimes and monitor the compliance of the legal requirements.
Following the various tasks creates a distinction, n.l .:
1. Functional
The Repressive Police (detection of offenses, monitor compliance with legal requirements) also referred to as Judicial and Criminal Police. The Preventive Police (maintenance of public order and security, prevent violations and protect people and property) or also called Administrative Security Police
2. Organizational
The General Police (General powers of investigation) The Special Police (Limited investigative powers)
The Military Police (General investigative powers to military sites and objects and limited investigative powers in public places.
Suriname is a constitutional state in which is states how the managing powers are divided in three category:
• A government with the president in the lead, bound by law and justice.
• A constitution in which the fundamental rights of citizens and the ratios are guaranteed between government and citizens.
• The Trias Politica, where there is an independent judiciary.
The vision of KPS
The KPS is a professional organization:
With a working environment that is characterized by team spirit, collegiality and open communication where employees are constantly given the opportunity to develop their potential fully inspirational leadership;
That provides continuous high-quality policing;
With full advantage of modern technology;
Which is regularly accountable to society;
Who enter into effective partnerships.
To realize the vision of KPS, they had some starting points:
Personal are central;
the availability and accessibility of the police should be evenly spread over the territory;
a shift out of an incident directed towards problem-oriented approach is that is programmatic in nature and is attuned to the problems of the catchment.
Taking a good look at the mission an vision of KPS it can be concluded that the factor human is very important. Therefore it is very important that KPS has a balanced HRM. But in the practice it can be concluded that the organization has challenges in the HRM.
For identifying which challenges KPS is facing it is necessary to do a HR scan. According to Boselie (p 40) the strategy scan has six component.
1 Strategic fit 2 Institutional fit 3 Organizational fit 4 Internal fit
