Contemporary Human Resource Management Text and Cases 5th edition Tom Redman, Adrian Wilkinson, Tony Dundon - Solutions

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Analyse the reasons for the growth in importance of performance management.
Explain the performance management systems model and the key processes embedded in the model;
Evaluate some of the major criticisms of performance management;
Suggest ways in which performance management may link more closely to strategic human resource management.
What factors do you think would explain the weaknesses Radnor and McGuire found in their research?
What obstacles do you think may stand in the way of an attempt by organisations to adopt a ‘new style’ of management in which the ‘new style’ manager is supportive, a team leader, a coach and facilitator?
To what extent do you think that the lack of objectivity in performance appraisal may be overcome in performance management?
In what ways do you think the psychological contract is threatened by the shortcomings in the implementation of performance management at Stiles et al.’s organisations?
What problems may be involved in distinguishing between lack of capability and negligence?
What other potential problems may be relevant to the introduction or implementation of performance management?
Tyco employs 260,000 people in the USA and in more than 100 countries around the world. It is:• a global leader in passive electronic components and major producer of active components;• the number one worldwide company offering fire and security solutions;• one of the largest medical device
develop and discuss a continuum of strategic maturity upon which different approaches to Human resource development (HRD) can be located;
identify and explain the major features of Strategic human resource development (SHRD) and organise these into a conceptual framework;
analyse how systematic approaches to HRD can be accommodated in conceptual frameworks of SHRD;
analyse the significance of the learning organisation and knowledge management to SHRD;
critically review the rhetoric and reality of the role of managers as key SHRD stakeholders.
Based on the story so far, what do you think are the essential characteristics of SHRD?
Before reading on, how would you critique Garavan’s depiction of SHRD as summarised in Key Concepts 10.2? Key Concepts 10.2:1. Integration with organisational missions and goals – where HRD is systematically integrated with wider business planning in a supporting role so that sight is not lost
How can SHRD help support second-order strategy changes designed to produce a flatter organisational structure through delayering?
Why might it be argued that managers are the linchpin in the successful introduction and maintenance of SHRD?
What factors have contributed to the relatively low level of importance attaching to management development?
One of the biggest challenges facing companies in developing economies is coping with the lack of skilled staff. In rapidly developing economies, such as India, companies need highly qualified talent now. While investment in education by governments can produce a workforce with the right skills for
Hinchcliffe Cards was started by William Hinchcliffe in 1874. Hinchcliffe had an artistic talent which he used for drawing individual greetings cards for his family and friends. As demand for the products, he made increased, members of William’s family joined him in creating the more intricately
Hislop (2008) reconceptualized Frenkel et al.’s knowledge work framework to make it compatible with the ‘all work is knowledge work’ perspective. The utility of the revised framework was illustrated by using it to describe and understand the skills and knowledge involved in two different
1 In the spirit of Rawls’ ‘veil of ignorance’, imagine how it would feel to occupy someone else’s role in society. Consider the following roles:a. carworkerb. black civil servantc. hospital cleanerd. female junior doctore. supermarket managerf. social worker.2 What workplace issues might
EngCo is a large UK headquartered engineering company which operates on a worldwide basis. It is structured into four main divisions and employs in the region of 39,000 people, located in 50 countries across the globe. Approximately 60 per cent of their workforce are located in the UK and are
Two years ago GBD had a major restructure. The client relations section, however, seemed to fall into the ‘too hard basket’ and was never assigned a permanent manager. The Section has had to make do with temporary managers who tended to stay for only a couple of months. However, for the last
Ingrid: I cannot believe it has been a month since I took sick leave from Triple A. I am feeling so much better now but the thought of going back to work and working with Carmel terrifies me. Why, just the other day I had to go in and submit my doctor’s certificate to HR and as I got closer to
Mercado’s HR strategy is: ‘to provide improved capability to become the best retail HR function and make Mercado a great place to work’. New HR processes were introduced in 2007 which meant that many of the functions involved in recruitment and selection were centralized in the ‘HR Shared
NSG is a recently created UK work organisation, consisting of two operating companies – Cook and Dickens Services – who enjoy an equal partnership while continuing to retain separate identities and operating locations.They provide personal services to residents of local communities in the north
Considerable evidence exists that supportive managerial and supervisor behaviours in environment initiatives are important in developing employee engagement in environmental management (EM). For example, Ramus and Steger’s (2000) study of European employee ‘Eco initiatives’ (defined as any
After almost 500 years of a particularly exploitative form of colonial rule, a failed socialist experiment and a bloody civil war, Mozambique underwent radical economic adjustment in the late 1980s and 1990s in line with the then prevailing neo-liberal orthodoxy.While the latter had severely
Steve is 36, single, and originally from Newcastle. After university, he joined a major retailer as a trainee area manager in Leeds in a job which he described as ‘an emotional roller coaster – total stress for a minimum of six days a week’. After only a few years, he felt disheartened by the
Devika was a star student at school. However, she chose to opt out of university and get married to her long-term boyfriend instead. Six years lates she was a mother of two. Once the girls started their school career in a prestigious private institution in Colombo, Devika came to realise that most
PharMerger is a pharmaceutical company with significant global presence in six continents and premises in 45 countries. The UK has two research and development sites, one of which is the subject of this case study, and 14 commercial and production locations. The history of this site can be framed
As part of a study of young, UK-based black and minority business graduates’ career identities and aspirations, research participants were asked to talk about their future work-family balance. The following are selected quotations from the interviews.Amer – British Pakistani male:… work as
One of the oldest airlines in the United States, Air Avia had withstood the test of time. Founded in the 1940s as a conglomeration and acquisition of several other airlines, Air Avia became an important image in US skies.In its early years, the management worked with aircraft developers and were
Peninsula Lodge is a small boutique hotel close to the Great Barrier Reef in Queensland; a short distance from a national rainforest and within easy reach of beautiful beaches. It is a 3-star hotel with 85 rooms, a restaurant, bistro, banqueting and conferencing facilities. Peninsula Lodge
Jason is a section manager at Theme Park Co. He is responsible for managing 8 full-time and 14 part-time, largely seasonally employed workers, who work in the family section of a major theme park. This particular area of the park includes rides specifically designed for children who are under the
The senior management at Hotel Co., a large hotel in Singapore employing some 243 people at any one time, have recently introduced a computerized system that has fully integrated all aspects of customer service. The hotel’s clientele are primarily Western business travelers and their families,
Car manufacturers BMW have made extensive use of temporary labour since they began production of the Mini at their Oxford plant in the UK in 2001. Entering a different market segment from their existing business meant that they were unsure about how demand for the new car would develop and so were
This case study explores two ‘networks’, an outsourced group of housing benefit caseworkers and production workers in a specialist chemicals company, and considers the effect that each network had on employee skills.Total Customer Services (TCS) specialize in business operations outsourcing.
Kent County Council (KCC) governs the majority of the county of Kent, and comprises twelve District Councils and more than 300 town and Parish Councils. The Council’s headquarters are based in Maidstone. The overall population of the KCC area (excluding Medway), as estimated by the Office for
Evaluation of performance, merit-rating, or annual review. It nourishes short-term performance, annihilates long-term planning, builds fear, demolishes teamwork, and nourishes rivalry and politics.It leaves people bitter, crushed, bruised, battered, desolate, despondent, dejected, feeling inferior,
NatBank is a major UK bank with over 60,000 employees in the UK and over 100,000 employees worldwide.The partnership agreement at NatBank was born out of a very poor climate of industrial relations in the late 1990s, culminating in industrial action over pay in 1997. Union representatives and
This case concerns a state-owned enterprise (SOE), the Third Electronic Power Construction Company located in Shan Xi Province, China. This SOE was established in 1978, and is responsible for building thermal power plants across China focusing on quality construction.The Head Office of Third
InnovationCo was founded in the second half of the nineteenth century in Germany. It produces fast-moving consumer goods (FMCGs) and offers several thousand products in a variety of international markets. In the early twentieth century, the company founded its first foreign affiliate in
Ireland is one of the most globalized countries in the world, owing to the significance of foreign owned MNCs which have established subsidiaries there. The scale of foreign direct investment (FDI) there is driven by a consistent public policy agenda, pursued by successive governments, of providing
Cultural approaches to comparing HR between contexts tend to assume that countries do not readily change their defining cultural identities, and this will exert long-term effects on work and employment relations.While institutional approaches also assume some degree of embeddedness – that is that
David Nolan is the Chief Executive of Educate, a US based multinational publishing company. The company has offices worldwide, with large offices in the UK, Canada, Belgium, Australia, Singapore and the US. Currently the company is investigating the creation of two new offices in areas where there
This case study examines the way management and HRM practices are used to support the work and knowledge activities in an organization whose workers are geographically dispersed and isolated, with few opportunities to interact and meet on a face-to-face basis.ORGANISATIONAL CONTEXTDomestic-Powerco
Marks and Spencer is a major UK-based retailer employing over 78,000 people with over 700 stores in the UK. Our detailed focus within Marks and Spencer is on the establishment of a logistical network, known as One Team, which provides a best practice example of the operation of HR practices at the
This case highlights two different issues. First, it is an example of an outsourcing strategy adopted by a call center, and second, it highlights some methods used to recruit for scarce skills. It is based on the authors’research with one of the largest global providers of Human Resources
Fontainebleau and Oxygen are two leading multinational hotel chains that have branches throughout the world. Both hotels have a strong focus on customer service; however, two of their outlets represent contrasting fortunes in terms of the customer service skills of their workforce.Although both
One call center in the financial services sector, Money flow, dedicated 3 hours 20 minutes to each candidate for the position of Customer Advisor. At the time of this example, there was a vibrant employment market in the area and this call center was competing against 15 other companies for
Entcomm, located in a small ex-industrial town near Glasgow, provides telecommunications and entertainment services for a large US multinational company. The call centre handles inquiries, billing, payments, new accounts and repairs maintenance. During a recent period of high-volume recruitment for
American clothing retail firm, Abercrombie & Fitch, has stores in the UK, Canada, Japan, Singapore, and throughout Europe, and is expanding rapidly, aiming to have stores worldwide by 2016. It has been ranked 241 in Deloitte’s Global Powers of Retailing, 2012 and 651st in 2010’s Fortune 1000, a
This chapter showed the way that training, and development may be systemic and linked to product strategies, job design, the way that work is controlled, and the level of discretion workers can use.A secondary school teacher A call center worker an anesthetist an accountant A gardener A shop
Soft skills and personal qualities are an increasingly important part of work with employees expected to show them in work and assessed on them at recruitment, appraisal and promotion. However, there have also been claims that judging soft skills may simply be an expression of individual and
Despite there being many different reasons for the introduction of pay for performance essentially, for employers, it is about raising productivity. Yet companies use not only pay, but a diverse range of methods to do so, despite the fact that recent research argues that they are very rarely linked
Following the trend of internationalization in higher education, there are an increasing number of European universities setting up international business schools in mainland China.CBBS (Chinese-Based Business School) was co-founded by one British and one Chinese university in China, in 2010. The
TechIn Solutions is an Indian-headquartered consulting and IT (information technology) services multinational company (MNC) with its headquarters in India. It has operations in over 44 countries, an annual turnover of about US$1.13 billion, and more than 32,000 employees.The organisation has
1. Why might the working environment of these Santa performers be described as an ‘emotional cauldron’? What does this mean for the performers, agency management and customers? 2. How might the Santa performers’ experience and management of emotions such as fear and anxiety be understood? 3.
1. Clarify what the term ‘emotional intelligence’ means, and outline the kind of skills and abilities that Daljeet might improve as a result of developing his emotional intelligence. 2. What might be the main benefits of providing Daljeet with an opportunity to develop his emotional
1. In what ways is gender relevant to the performance and management of emotional labour at Girlie Glitter Co.?2. How might the concepts of ‘surface acting’ and ‘deep acting’ (Hochschild, 1983) be applied to the experiences of sales assistants? 3. What HRM techniques have the
Your task is to provide an overview of the content and delivery format of the day’s training session. Some points to consider are: How will the day be divided up? What will be the content of each of the sessions? How will you surface different views of the policy in a culturally
1. What steps would you take to evaluate the company’s current diversity and inclusion strategy? 2. What interventions do you think might be useful in this case? 3. What plans would you make for evaluating your proposed interventions?CMC is a global retailing organization headquartered in
1. What interventions would you suggest the executive team take in order to achieve their aim of moving towards a culture where diverse groups are treated fairly? 2. What impact do you think your suggested interventions will have upon: a. Eastern European employees; b. Northern and Western European
Think of a company you know? Do its HR policies in any respect represent a product of the society in which it operates? And, do firms of a similar size in the same sector practice roughly similar HR policies? If so, why, and if not, why not?
1. What do you consider the organization’s culture to be? Either use your own words to describe this or relate your understanding of the culture to one of the models we have covered in this chapter, e.g. Harrison, Deal and Kennedy. 2. Does this culture apply equally across the whole of the
1. What are the advantages and disadvantages of works council and client council involvement at an early stage of a PE intervention from the top management perspective and the individual employee perspective? 2. What kind of HR policies and practices can be applied to retain valuable employees
1. What are the advantages and disadvantages of Elect Co operating with a decentralized management approach to business in general? 2. What were the main talent management challenges facing Elect Co as a result of the switch away from a multi-domestic strategy towards a more globally
1. As the Senior HR Manager at Tele-BankCo, you are asked by the bank’s call centre executive to evaluate whether it would be more rational to drop the investment in sophisticated recruitment and selection and accept the current rate of attrition. Set out your response by presenting a short memo
1. To what extent do you think employer and employee desires for flexibility can be reconciled by a scheme such as this one? 2. Are there certain circumstances that might make this more likely? 3. As a manager reviewing the introduction and implementation of this policy, what
1. How far was Britishstores’ original employment policy ‘ethical’ in modern terms? What sort of ethical principles did it draw upon? Which elements would be acceptable today, and which would not? 2. How justified was the decision to prevent trade union organisation and is it still
1. Do you agree with the analysis that is presented, that due to the requirement of the service engineers to utilise contextual knowledge that they can be classified as knowledge workers? 2. If a knowledge worker is defined as anyone whose work involves the use of a reasonable amount of
1. Is there more that Domestic-Powerco could have done with its payment and reward system to encourage/reward appropriate knowledge sharing behaviours among engineers? 2. What would be the benefits and disadvantages of Domestic-Powerco providing formal support, within work time, for the
1. What are the antecedents and outcomes of engagement described in Engagement in a shared service centre in India case? 2. How do you think the location of this firm in India is affecting how engagement is managed, compared to if this firm were located in a developed Western economy? 3.
(a) What questions you would include in your employee engagement survey? (b) Why you think these questions are important? (c) Any challenges you would anticipate in gaining buy-in for the survey from HR managers across the company? (d) What boundaries you might set for the engagement
1. What job resources and job demands can be identified in Elaine Farndale case that may be contributing to engagement levels?2. As the firm transforms its focus from multiple product brands to a single global corporate brand, how might it go about ensuring levels of employee engagement are
1. In the BritCo case, to what extent would you say that NER forms of employee representation are deep or shallow? 2. Does a strategy of double-breasting (union and non-union) participation serve managerial or worker interests?3. Imagine you have been asked for your professional advice and
1. Why do you think the employees have been reluctant to speak up and to make suggestions to improve DairyProductsInc? 2. Do you think that senior managers are using the participation channels as a form of management control or are they trying to provide employee autonomy and discretion for
1. Why do you think some employees feel negative about the move to more formal types of employee participation initiatives at Peninsula Lodge? 2. How would you describe employee participation at Peninsula Lodge in terms of the framework explained in the chapter (e.g. depth, level, scope,
1. What change leadership behaviours and attributes were important to this doctor in this change leadership role? 2. What political tactics did he use? 3. What are the challenges for change agents raised by this case? 4. What are the training and development, and other HR
Has EU enlargement and free movement of labour from Eastern Europe generated a ‘race to the bottom’ in labour standards and job displacement?
1. What happened at Mercedes-Benz in East London? What is the relationship between changes in the plant, and broader institutional transformation? 2. What are the limitations of cultural approaches to comparative HRM for understanding what happened at Mercedes-Benz? 3. Did the fact that
1. Consider the reasons why differences remain between foreign MNCs and indigenous firms in the Irish context. 2. What challenges may a heavy reliance on FDI have on a host government in terms of balancing the needs of powerful firms and employees in the host economy?
1. What are the key features of HRM in Mozambique? 2. Why do you think HRM in Mozambique has been characterized by many continuities?
1. What role(s) do you think is most appreciated by international assignees? Why? 2. What roles may senior managers value most? 3. How can GM departments achieve to become more accepted/work more like strategic advisors? 4. How can GM professionals become better global people
1. Why do you think InnovationCo used the specific standardization and knowledge networking approach in IHRM? What other options did it have? 2. What are the advantages and disadvantages associated with their IHRM? 3. Considering a worldwide operating organization that you know well: how
1. Considering the potential influence of national culture, try to identify the main problems in communication between the administrative and academic teams.2. What should be included as key themes in cultural training programmes for the academic expatriates? 3. In terms of recruitment and
1. What is the basis of cooperation between management and labour at (a) SWA and (b) Ryanair? 2. Are Ryanair pilots genuinely or falsely ‘self-employed’? 3. How would you characterise the soul and the scope of trade unionism at SWA (refer to Figure 8.3)? 4. What is the nature of
1. How effective is the appraisal system at Federation Hospital? Think about its impact on employee performance and retention. 2. Should Federation Hospital retain the current appraisal system? Why or why not? 3. What challenges do managers at Federation Hospital face when rating employee
1. How would you characterise the alignment between Huawei’s business strategy, core values and reward practices? 2. Huawei’s competitive strategy emphasises R&D and the development of innovative capabilities. What are the advantages and disadvantages of its current reward management
1. What were the main differences between the way work was organised at TCS and at Scotchem? 2. What implications did this have for skill? 3. What impact would improving or increasing training have had in these companies? 4. How important is discretion (a) in these two case studies,
1. What soft skills were required in the two organisations? What sort of balance was there between soft skills and technical skills? 2. What effect did this have on (a) the workers, (b) their work and (c) their employers? Whom did the soft skills benefit? 3. How does knowing about
1. How are each of the perspectives of selection – psychometric, best fit, interactive decision process and discourse – represented in the hiring process for (a) Managers in Training and (b) sales assistants (both ‘models’ and ‘part-time impact’ roles)? 2. Evaluate the selection
1. What is your position on the case scenario? Provide an argument making use of Ryan’s evidence and the economic and social pressures impacting selection (Table 4.2). 2. Design a multi-stage process for hiring graduate engineers into this US multinational in a country of your choice.
1. Based on Table 4.1 and the validity coefficients, what is the overall psychometric quality of this procedure? 2. Explain the ‘balance of power’ in the selection process between employers, candidates and other stakeholders. 3. What recommendations would you give the call centre on
1. What factors could potentially have led to Fontainebleau experiencing higher levels of customer service skills gaps than Oxygen? 2. What perspectives on recruitment discussed in the chapter can be used to analyze Oxygen’s superior performance in terms of skills gaps and staff

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Contemporary Human Resource Management Text and Cases 5th edition Tom Redman, Adrian Wilkinson, Tony Dundon - Solutions

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