SET A: 1. What do we mean by the terms ‘ best fit’ and ‘best practice ‘to describe SHRM. Use any short case examples to illustrate your discussion? What mean/ Bet fit and best practice in SHRM 2. How are Human Resource Departments responding to the challenge of SHRM? How Human Resource Departments responding to the challenge of SHRM 3. Outline the main principles of human resource planning. planning. Outline/ Main principles of human resource planning The complexity of the human resources management and its ability to be creative and scientific resource, results from its fundamental principles underlying at its foundation. From these principles we underline the most relevant and meaningful: - previewing, training/forming and providing human resources in relation to the requirements of scientific and technical revolution and the concrete needs of organizations - continuous training of human resources for the purpose of saving financial resources on the one hand and rapid integration into employment of human resources on the other hand - recruitment, selection and orientation in relation to the needs of ensuring consistency between quantitative and qualitative employment resources and available jobs - personnel assessment, physical energy and mental stress resulting from the assessment of workstations and work performance - motivation of employees, establishment and differentiation of remuneration in relation to the weight and the intensity of the work and the quantitative and qualitative performances, promoting and building professional careers - labor protection facing the risks of illness and accidents work and the social protection facing social risks that cannot be previewed - maximum economic efficiency of utilization of all resources in conditions of security and health protection, highlighting the productivity gains on workstation, individuals or work teams - information, communication, personal negotiation and by representatives (unions, associations, councils, etc.)
- integration, cooperation and the participation of employees in decision-making and to the achievement of the organization’s objectives. 4. What are the main features of Lawler’s model on strategic issues in reward management? What/ The main features of Lawler’s model in reward management Strategic issue Base of rewards - Job based, person based, skill based
Main features Often typified by larger organization where internal equity between job grades is of particular importance and where large job ‘families’ exist with multiple job holders. Individual bonus: additional pay for Performance and incentivisation- scope for achievement of above average work. progression Piece work measured day output and time related pay systems: based on purchasing - Individual, group or organizational additional products or services in volume, cost criteria or time-related performance criteria Added value-organization wide incentives: based upon an equation involving the cost of producing goods and services and the scale income. A ratio is formed which can be the basis for improving the internal efficiency of working and thereby the ratio of costs. A set proportion of saving is paid back to employees. Market position - Position in sector: upper/ mid/ lower quartile Internal versus external Maintaining competitive and cost-effective comparison pay and benefit rates Providing guidance for internal and external - Internal and external equity differentials between jobs by reference to national and regional labour markets Gaining information required to make adjustment to levels of pay and benefits. Centralised versus decentralised reward - Decision makinglocalization Degree of pay hierarchy
- Number of structure - Integration of job structures Reward mix - Balance of pay and benefits - Degree of choice - Harmonization Process issues - Communication policy: transparency - Decision making: extent of vision, individual involvement in job, pay evaluation and pricing Reward systems – consequences/ integration - Link to prevailing business - Flexibility - Consistency with other HR systems
Maybe discussed earlier, the hypothetical reward system is a mixture of job-based skillbased, seniority-based and performance criteria.
5. Discuss the main features of a Learning Organisation. Why is important in a strategic HRD approach to organising development? Discuss/ The main features of a Learning Organisation - Why important in a SHRD approach to OD 6. Outline the main features of the organisational development process as laid down by Beckhard? Outline/ The main features of the organisational development process
7. Which two organizational change models do you think are most useful and why? Which/ The most two useful organizational change models 8. Outline the main mechanisms used in Performance Management Systems and explain the options that can be used within them? Outline/ The main mechanisms used in PMS, the options explanation 9. Identify the main strengths and weaknesses of individual performance related pay? Identify/ The main strengths and weaknesses of individual performance related pay 10. Explain the difference between training and learning and briefly discuss how this difference is important in relation to modern Strategic Human Resource Development approaches Explain/ The difference btw training and learning – how important in modern SHRD approach
11. How can an organization that is having difficulty increasing levels of pay improve the reward packages of their staff?
12. Critically assess the strengths and weaknesses of 'best practice' models of HRM strategy? Critically assess/ The strengths and weaknesses of 'best practice' models of HRM strategy 13. Outline and discuss the main obstacles hindering or preventing HR departments from delivering strategic HRM Outline, discuss/ The main obstacles hindering or preventing HRD from delivering SHRM 14. What should organisations consider when developing a reward strategy? Organisations consideration/ Developing a reward strategy
15. How can recruitment and selection processes contribute to strategic HRM? How/ Recruitment and selection processes contribute to strategic HRM 16. Which mechanisms of employee involvement would you recommend using as part of your employee relations strategy and why?
17. What do you understand by the term ‘strategic variables’ in employee relation? Personal understanding/ The term ‘strategic variables’ in employee relation 18. Outline the main uses of competency models in SHRM? The main uses of competency models in SHRM 19. What are the main features of a Performance Management system? The main features of a PMS SET B:
1. You have been asked to address a regional audience from a management institute on the subject of ‘ Getting the most from your Human resources function – A cost effective value added service for the 21 st Century ‘prepare a briefing discussion paper as to what you would recommend and how you would go about this acknowledging the challenges you might face or implementing this. (30 marks)
2. In what ways can organisations develop strategically useful performance management systems? What is the nature of the link to SHRM thinking? (30 marks)
3. Why is reward management potentially so problematic for SHRM?
In what ways can organisations integrate reward management in to the HRM strategy? (30 marks)
4. The best approach to modern employment relations is through the use of partnerships and partnership agreements. Discuss this statement in relation to a country of your choice.
5. How could partnership agreement provide a way of integrating employee relations within SHRM? In the light of recent international recessionary event do the prospects of ‘partnership’ seem more or less likely for organization.
6. How can HR functions deliver strategic organizational change and what difficulties may they face in doing it? Use theories, models and organizational examples as appropriate to develop your answer.
7. Critically evaluate the use of competency based approaches in modern HR strategies. Explain in details how they may be used in recruitment and selection. Use organisational examples as appropriate to support our answer
8. Evaluate the main theoretical views of the nature of HRM strategy?
9. − Critically evaluate the role that performance management systems play in the delivery of SHRM. − Discuss the main mechanisms used in PMS and explain the different options that can be used within them. − Use organisational examples as appropriate to support your answer
10. For developmental activity to be deemed 'strategic' organisations need to shift the focus from a “training” to a “learning” approach. Discuss this proposition in the context of development activity supporting individual and organisational change
11. Critically evaluate the use of competency based approaches in modern HR strategies. Explain in detail how they may be used in one specific area of HR such as performance management. Use organisational examples as appropriate to support your answer.
12. Critically evaluate ONE of the following a) In what ways can HR strategies provide the level of organisational flexibility required by modern organisations? OR b) Should reward strategies always include an element of performance related pay. Justify your answer in relation to both theory and practise?
13. Performance Management systems are both central and problematic for SHRM. Discuss this statement.
