J. Vinke MA 2006 1

HRMonly for paid employees?

HRMonly for paid employees?

A research for the added value of

Human Resource Management

J. Vinke MA 2006 2

‘Not for profit’ organisation; Ideal mission; Nine (paid) employees; Hundred (unpaid) employees (volunteers)Services to elder people

Research 2002 - 2003

St. Ouderenwerk Zutphen

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What was happening?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 definitionProblem definition

“In what way can this organisation get and keep a sufficient amount of

qualified workers?”

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Research MethodsResearch 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 Analysis1. 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 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 volunteeringUsed 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 Interviews Aims / objects:

Measurable hypotheses to make a questionnaire for the volunteers of the

organisation

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Results interviews Results interviews

Themes:

Attention to the volunteers;

Professional management of volunteers;

Relation between motive and kind of work

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Hypotheses 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 resultsHypothesis 1 - attention

Important resultsHypothesis 1 - attention

0

10

20

30

40

50

60

70

80

percentage

Agree 70,5

Neutral 13,1

Disagree 14,8

1. At this moment the STOW gives enough attention to her volunteers

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Hypothesis 2Attention in the future.Hypothesis 2

Attention in the future.

0

10

20

30

40

50

60

Agree 52,5

Neutral 16,4

Disagree 27,9

2. In the future STOW has to give more attention to her volunteers

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Hypothesis 4Opinion of the respondents about the use of professional HR-

instruments

Hypothesis 4Opinion of the respondents about the use of professional HR-

instruments

0

20

40

60

80

100

Agree 83,6

Neutral 6,6

Disagree 8,2

Composition of all the hypotheses concerning HR-instruments *

* 4 hypotheses with high ‘reliability’.

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Motif volunteersMotif volunteers

0

5

10

15

20

25

30

35

40

45

50

Helping people 45,9

New knowledge 3,3

Meeting new people 3,3

usefull timespending 45,9

Working motives

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Hypothesis about the relation between motif and work of the volunteer

Hypothesis about the relation between motif and work of the volunteer

Chi-Square Tests

Value Df A symp. Sig. (2-sided)

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-scorecardThe 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-structureHR-structure

HR-function

Employees with strategic competences

HR-system

Policies and implementation focused on the

strategy

Employee behaviour

Strategic relevant

competences, motivation and

behaviour

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place

AttitudeEmpl. Quality

delivering

Value for customer

Satisfaction customer

customerBehaviour employee.

Volunteers Service /produc

t

Employees

Necessarily

needs of services

Appreciation society / StakeholdersIncome substitutions

Attractively for new

employees

Motif employe

e

Satisfaction

employee.

Value-chain Stichting Ouderenwerk Zutphen 2001

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From value chain to measurable performance drivers

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 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

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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NO!Also for

unpaid employeesBUT

Remember for

all:

Human resource management.Only for paid employees?

Don’t try to motivate employees! Just try to reward their motives!