Foundations Of Human Resource Development 1st Edition Richard A. Swanson - Solutions

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Examine the various explanations of the qualities that make a good leader, and assess your own performance using the checklists set out below. Decide what you need to do –what you can do – about any weaknesses.
Think about the typical situations and problems with which you are confronted as a leader. Will your leadership style, modified as necessary, be appropriate for all of them? If not, can you think of any of those situations where a different style would have been better?If so, think about what you
In the light of this information, consider what you need to do and can do to modify your style, bearing in mind that you have to go on being the same person. In other words, your style should still be a natural one.
Get other people, colleagues and indeed your own team members, to tell you what they think your leadership style is and how well it works.
Assess what you believe to be your fundamental leadership style.
Appreciate the different leadership styles available.
Understand what is meant by leadership.
What is the distinction between risk assessments, health and safety audits and health and safety inspections?
How can stress be managed?
What is work–life balance, and what can be done about it?
Your chief executive asks ‘What is the case for and against our entering into a partnership agreement with the trade union? I would be interested in any evidence you can get from research or experience elsewhere.’ Reply.
A tutor at the local further education college sends you a message, ‘I should be most grateful if you would talk to my business management students on the subject of “Obtaining added value from good employee relations”. ’ Prepare an outline of your talk.
You have been asked by your managing director to provide a brief report on what your company can do to develop a more positive psychological contract. Prepare the report.
Duncan Brown wrote that ‘The alignment of your reward practices with employee values and needs is every bit as important as alignment with business goals, and critical to the realization of the latter.’ How can this advice be put into effect in the development and operation of a reward system?
Make the business case for a switch from multi-graded pay spines to broadbanding in a government agency which has ‘delayered’ its organization, intends to operate more flexibly and wants to develop a performance culture. It is in position to take advantage of the freedom offered under the
Using examples from contemporary organizational practice show how performance pay can be used effectively to support changes in employee behaviour.
Marc Thompson claimed in 1992 that ‘It is possible that performance pay may be more successful in demotivating the very employees it needs to stimulate most – the average performers – and may, in practice, contribute to a downward spiral of motivation among such employees.’ Evaluate the
Duncan Brown wrote that ‘The alignment of your reward practices with employee values and needs is every bit as important as alignment with business goals, and critical to the realization of the latter.’ How can this advice be put into effect in the development and operation of a reward system?
Duncan Brown wrote that ‘The alignment of your reward practices with employee values and needs is every bit as important as alignment with business goals, and critical to the realization of the latter.’ How can this advice be put into effect in the development and operation of a reward
Make the business case for a switch from multi-graded pay spines to broadbanding in a government agency which has ‘delayered’ its organization, intends to operate more flexibly and wants to develop a performance culture. It is in position to take advantage of the freedom offered under the
Using examples from contemporary organizational practice show how performance pay can be used effectively to support changes in employee behaviour.
Marc Thompson claimed in 1992 that ‘It is possible that performance pay may be more successful in demotivating the very employees it needs to stimulate most – the average performers – and may, in practice, contribute to a downward spiral of motivation among such employees.’ Evaluate the
Duncan Brown wrote that ‘The alignment of your reward practices with employee values and needs is every bit as important as alignment with business goals, and critical to the realization of the latter.’ How can this advice be put into effect in the development and operation of a reward system?
In his influential book, Strategic Pay (1990), Ed Lawler wrote that ‘The challenge is to develop pay programmes that support and reinforce the business objectives of the organization and the kind of culture, climate and behaviour that are needed for the organization to be effective.’ How can
From the managing director to the HR director: ‘We went to all that time and trouble(and cost) last year to introduce your all-singing and all-dancing performance management system but what I am hearing is that with a few notable exceptions our line managers are either not capable of doing it
David Guest wrote in 1997 that ‘Performance management has a poor record of success, and the temptation is to engage in a spiral of control in an attempt to extract more effort and ever higher performance from employees through policies and practices that may succeed only in further de-motivating
Why is it important to be clear about the meaning of performance?
What is the meaning and significance of the distinction between a core and a periphery organization?
What are the main talent management activities?
What is the meaning of talent management?
What are the main ways of measuring employee turnover?
Why measure employee turnover?
What are the characteristics of a good selection test?
What are the criteria when deciding on sources of applicants?
What is the difference between hard and soft human resource planning?
What is an employee value proposition?
What is the objective of a people resourcing strategy?
What is job enrichment and why is it important?
What is the job characteristics model?
What is the process of job design?
What is the essence of job analysis?
What is the difference between a job and a role?
It is felt by your boss that the existing competence framework in your organization is out of date. He has asked you to propose a programme for updating it which will not take too much time or trouble. Draft a programme.
You have been asked to deliver a talk at a local conference on the use of competency frameworks and their advantages and disadvantages. Prepare your lecture outline.
Your managing director says to you that she is getting confused by the terms‘competency’ and ‘emotional intelligence’. She asks you to clarify the differences between them, if any, and what their significance is to the organization. Draft your response.
What is the role of line managers in enhancing engagement?
What is discretionary behaviour, why is it a good thing and how can it be encouraged?
Distinguish between the concepts of engagement, motivation and organizational citizenship.
Jack Welch when CEO of General Electric was quoted by Krames (2004) as saying:The way to harness the power of these people is not to protect them… but to turn them loose, and get the management layers off their backs, the bureaucratic shackles off their feet and the functional barriers out of
You have been asked to facilitate a group of employee representatives in a discussion on what should be the core values of your company. How would you set about doing it?
Charles Handy (1981) produced the following remarks on culture:In organizations there are deep-set beliefs about the way work should be organized, people rewarded, people controlled. What are the degrees of formalization required?How much planning and how far ahead? What combination of obedience
What does contingency theory tell us about organizations?
The chief executive officer of one of your company’s overseas subsidiaries has e-mailed you as follows: ‘I have come across the terms “convergence” and “divergence” in an Economist article about managing international businesses. Apparently they refer to the choice of how far either
You are director of HRM (international) for an international firm operating mainly in Africa. The business strategy is to expand operations into the Far East, staring in Malaysia. A number of medium-sized firms based in Kuala Lumpur have been identified as possibilities for acquisition. It will,
The conclusions reached by Brewster et al (2005) after their extensive research were that ‘Our study has revealed an increasing emphasis on globalizing HR processes, with intense discussion around what needs to be global, regional or national. This new definition of global HR positions the global
You have been asked by your HR director to produce a memorandum setting out the business case on why the company should develop a more active corporate responsibility strategy. You looked at the research conducted by IRS (Egan, 2006) and came across the following information.The main motivations
Comment on the following remarks:– Porter and Kramer (2006): ‘The most important thing a corporation can do for society, and for any community, is contribute to a prosperous economy.’– Matsushita (2000) ‘Profits should be reflection not of corporate greed but a vote of confidence from
What does the concept of CSR mean, and what are the main activities involved?Review the situation in your own organization, and identify what CSR activities are taking place and what more could be done.
The following questions were posed by Swart et al (2003) for the CIPD on knowledgeintensive firms:– What are the key characteristics of knowledge-intensive organizations?– What are the particular knowledge-intensive situations that are important for the success of organizations?– Which people
Your managing director has sent you the following e-mail: ‘I have been hearing about the concept of communities of interest. What are they, would they be useful in our company, and if so, how should we introduce them?’ Draft your reply.
Many organizations are now introducing knowledge-sharing initiatives and processes.Outline one approach that you would like to see introduced in your organization, justifying how it would be of benefit to the business.
You have given a presentation on human capital management at a local conference.At question time a member of the audience gets up and says ‘This is all very well, but it sounds as if we will have to do an awful lot of work in getting a full programme of HCM off the ground (collecting, analysing
What is social capital and why is it significant?
Your finance director has asked you ‘What is the difference between human resource management and human capital management? And if they are different, why should we bother with the latter?’ Formulate your response.
What principles should govern the operation of a disciplinary procedure?
What is the purpose of HR policies?
What is the distinction between HR policies and procedures?
Critically evaluate the concepts of best practice and best fit.
How would you distinguish between high-performance, high-commitment and high-involvement management?
You are the recently appointed HR director of a medium-sized distribution company based in Dartford, with a staff of 350 including 130 drivers. After three months you have decided that the crucial HR issues facing the company are the high rate of turnover of drivers (35 per cent last year), an
Your chief executive has sent you the following e-mail. ‘I have just returned from a one-day management conference in which an academic kept on referring to the“resource-based view” and its significance. What is it, and how relevant is it, if at all, to what we are doing here?’ Produce a
A junior colleague has sent you an e-mail saying ‘During the course of my studies I have come across the phrase “best fit is more important than best practice”. What does this mean exactly, and what is its significance to us?’ Produce a reply.
Peter Reilly made these comments in 2006 on the three-legged Ulrich model: "The model has many advantages, not least that it aims to centralize activities where there are scale advantages and also keep close to customers where decentralization is necessary. But it's not an easy structure to work
In 1998, Karen Legge defined the 'hard' model of HRM as a process emphasising 'the close integration of human resource policies with business strategy which regards employees as a resource to be managed in the same rational way as any other resource being exploited for maximum return. To what
John Storey wrote in 1995 that 'Human resource management is a distinctive ap- proach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel
At a meeting of trustees the chief executive of a medium-sized charity proposed that a director of human resources should be appointed. Two trustees protested that the term 'human resources implied that employees would just be treated as factors of production, hot as people. How would you respond?
If knowledge and expertise are now considered a competitive advantage for many organizations, how would knowledge management fit into these paradigms?
What is your “best-case” scenario for HRD in the twenty-first century?(Write a 250- to 300-word essay.)
What is the role of HRD in a virtual organization? (Write 100 to 125 words.)
Articulate your personal view of technology. (Write seventy-five to one hundred words.)
What specific activities would help you to be more informed of globalization?List five specific activities and describe their benefits.
Articulate your personal view of the global economy. (Write seventy-five to one hundred words.)
How can the field overcome what seems to be a persistent fear of accountability?
Which metrics listed in this chapter could be used to build an effective balanced scorecard for HRD accountability?
Are metrics a viable approach to HRD accountability?
Why do you think there is such resistance to evaluating results of HRD interventions?
If the Kirkpatrick model of evaluation is so flawed, why does it continue to have such a strong following in HRD?
Describe a major strategy for advancing the human resource development profession.
Illustrate strategic from nonstrategic organization development practices.
Illustrate strategic from nonstrategic personnel training and development practices.
What are the three strategic roles of HRD? Describe each and give an example of each.
Select the strategic thinking school you believe to be the best for HRD and explain why.
How is strategic planning different from planning?
How do career development and OD connect?
When does work process- versus group-focused OD make sense?
What are two to four major implications of having an OD effort in a single site location versus ten sites across the nation?
Identify an organization with which you are familiar and briefly describe it. Speculate as to how that organization’s mission would impact the OD practices.
What are three principles of good OD practice?
What is the responsible connection between change and performance?
Can all theories of change be captured in one type or a combination of types within Van de Ven and Poole’s typology?

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Foundations Of Human Resource Development 1st Edition Richard A. Swanson - Solutions

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