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human resource management
Human Resource Management A Contemporary Approach 6th Edition Julie Beardwell, Tim Claydon - Solutions
Compare any two of the three systems discussed in this chapter to discuss how national differences in employment systems reflect wider institutional differences.
What have been the main pressures for change in the American, German and Japanese employment systems?
In what ways and how fundamentally are the German and Japanese systems changing?
In the light of the country studies in this chapter, consider the arguments for and against the likely convergence of national employment systems.
In what ways does this case illustrate the pressures for change in the German employment system being generated by globalisation?
What kind of changes do you think Porsche have been looking to make to give management ‘a freer hand’? What is the significance of continued German ownership of VW in this context?
Why is employee involvement central to HRM?
What are the differences between direct participation via employee involvement and indirect participation?
Why might management resist moves towards greater industrial democracy?
Why was the Whitley committee convened?
What was its main contribution?
Why were JPCs discredited in the eyes of workers?
What factors sparked the renewed interest in workplace democracy?
Why do you think private sector managers were ‘vehemently opposed’ to the proposals of the Bullock report?
Why did the Thatcher government try to encourage employee share ownership via tax incentives?
Why did trade union numbers fall in the Thatcher period?
What are the key assumptions underpinning the idyllic view of EPI? What are the limitations of this approach?
What were the key elements of Ramsays ‘cycles of control’ thesis? How does this differ from the idyllic view? What were the criticisms of the ‘cycles’ thesis?
What are the key elements associated with the contingency approach?
What is meant by ‘waves of participation’?
Why is the notion of ‘waves of participation’ useful in terms of explaining the ebb and flow of EPI initiatives?
Why do critics argue that employee involvement as part of a wider HRM approach represents ‘pseudo-participation’?
What are the implications of these trends for organisations, managers and employees?
Why do Millward et al. (2000) argue that a more extensive floor of employment rights may be needed to protect British employees?
When did the EWC directive transpose into law and what were the main implications of this directive?
Does the evidence suggest that the directive has significantly increased the degree of employee influence? If not, why not?
What are the key differences between the EWC directive and the Information and Consultation directive?
Given the history of EPI initiatives reviewed in this chapter, what impact do you think the Information and Consultation directive will have on levels of employee influence?
To what extent do you think the solutions to the labour problem suggested so far reflect management’s inability to clearly determine the ‘effort’ side of the bargain?
What messages does the reward strategy in your own organisation convey? Are these the messages that the organisation intends to convey?
Do you recognise any of the above mistakes in your own organisation’s efforts to design and implement a reward strategy capable of supporting and reinforcing strategic business objectives?
Which mistakes have occurred and how might they be rectified?
Whilst some inroads have been made, to what extent do you think the continued reliance upon the three requirements for equal pay claims (same or equivalent establishment, same employer and equal work) continue to limit the progress towards equal pay?
Minimum wage legislation is said to advance a wide range of policy goals.What do you think such goals might be and how effectively does the current UK regulation achieve these goals?
What benefits do you think hospitals and universities are likely to derive from the formulation of single pay structures in their respective organisations?
Critically assess the degree to which KCL’s pay and modernisation programme is likely to address the issues and concerns KCLSU currently experiences as a result of using the KCL pay framework
Consider the benefits and risks associated with KCLSU ‘going it alone’.
Identify the immediate and on-going/longer-term resource implications for KCLSU if the organisation decides to break away from the KCL pay framework and supporting infrastructure.
If, as Boddy argues, leadership is the activity of generating effort and commitment towards meeting organisational objectives, at which level does leadership start and management end?
What action would they have to take to develop a strategic approach to MLD?
Does your organisation have an MLD policy? If so, locate it and identify the extent to which these three aspects are present? If it does not have a policy, what has been the impact on MLD outcomes?
Which category is most relevant for your occupational specialism? Could you find one that fits?
To what extent would CBD make a difference to the way managers in your organisation are currently being developed?
If your organisation already operates CBD, how effective has it been?
Identify a recent MLD initiative that you were involved in. What were the desired outcomes of this initiative? How could these be measured?
What arrangement have you made/are you making for your professional development to include management knowledge and skills?
To what extent do you feel that MLD is ‘failing’ to deliver anticipated outcomes in your organisation?
What do you understand by the term ‘Management and Leadership Development’?
To what extent can MLD support the business strategy?
Who are the stakeholders in MLD? Where can they support or block the process?
What are the important issues to consider in developing an MLD policy?
What are the challenges and issues that face MLD in the coming years?
List the different methods and techniques used to develop managers and leaders. How would you judge and evaluate their effectiveness?
Organisations are increasingly turning to self-development as a management technique.Imagine you are the manager responsible for a group of young graduates about to embark upon your organisation’s graduate development programme. Working in groups, develop an action plan for achieving a
What challenges do organisations face in developing senior managers?
To what extent do senior managers present a special case in MLD?
As most organisations now prefer to develop internal managers through management succession, than to recruit from outside, how can Ebay effectively develop Donahoe’s successor?
What methods of evaluation are Tesco using to demonstrate the value of the MLD programme?
What assumptions are they making about its value?
How could their approach be improved?
What types of employment might be offered on the basis of a casual, spot or zero hours contract of employment?
What reasons might an employer have to engage an employee on a fixed-term contract of employment?
Make a list of the HR policies and procedures adopted by an organisation with which you are familiar. How many could be said to be ‘out of date’ and how would you modernise them?
Is it fair and reasonable to argue in the twenty-first century that lawful discrimination actually exists?
In what ways are the exceptions (WTR 18–27A) from some of provisions within the WTR reasonable? Is your job included in these exceptions?
If your job is included in these exceptions or you are subject to an opt-out clause in your contract of employment, consider the implications for your employer if, in the future, your job were to be included in the regulations. If your work is ‘unmeasured’ would a maximum 48hour week affect you
Imagine a restaurant owner prevents a blind person from bringing his dog into his restaurant, merely because he wishes not to have a dog in his restaurant. If this is the reason for prohibiting entry would it be related to the customer’s disability?
What about dismissing a one legged postman for slowness?
What do you think are the advantages to employees and managers or engaging with collective bargaining to establish the terms and conditions of employment?
When the Donovan Committee (1968) reported that the UK had two approaches to bargaining, informal and formal, what do you think this meant?
How has the shifting social, political and economic environment affected the reach and scope of collective bargaining from the 1980s–1997?
To what extent has the new regulatory framework enacted by successive Labour governments (1997+) offered ‘fairness not favours’ to both employees and employers regarding the agreement of the terms and conditions of employment?
To what extent have public sector unions established effective partnerships with government to establish a dialogue regarding changes to terms and conditions?
Under what conditions can non-union representatives offer effective voice to employees?
Outline some of the characteristics of small firms: how will these affect the employment relationship?
What has fuelled the changes to British collective bargaining since 1979?
To what extent is collective bargaining the only effective form of employee voice in shaping the terms and conditions of employment?
Smith and Morton (2006) suggest that the manner in which contemporary employment regulation has been enacted in the UK serves to preserve managerial prerogative at the expense of employee voice. Evaluate this claim.
Outline and discuss the challenges non union representatives have in establishing effective partnerships with management.
Compare and contrast the approach of successive Conservative governments (1979–97)and sucessive Labour governments (1997+) to the management of terms and conditions of employment in the public sector?
Critically evaluate why those in small firms might express higher levels of job satisfaction despite having poorer terms and conditions of employment.
You have just been employed by a small firm as their first HR professional; your priority task is to make a presentation which convinces the small management team of the need to elect formal employee representatives for information and consultation purposes.Outline this presentation.
Prepare a workshop presentation which outlines the provisions of the Information and Consultation for Employees (2005) legislation.
Have you ever been appraised? How did you find the experience? How could the experience have been improved?
How far do you agree with Mr Satish Pradhan, Executive Vice President – HR at Tata Sons, that there should be ‘no surprises’ in a performance appraisal?
Why do you think he is so keen to emphasise that non-financial rewards are also part of the system of performance recognition?
To what extent do you share the view of Townley (1993a, 1993b, 1994, 1997) and Grey(1994) about the ‘negative’ aspects of performance appraisal?
What features distinguish a diverse workforce and how, if at all, might they affect an organisations approach to managing performance?
What features distinguish an ageing workforce and how, if at all, might these affect an organisation’s approach to managing performance?
To what extent do you agree with Robin Jordan, the retiring Chair of the National Executive of the CIPD, that managing volunteers is the same as managing paid staff?
For what reason has performance appraisal has been so severely critiqued?
What factors might account for the diversity of these results?
Why is the take-up of HRM practices generally low?
To what extent do these new titles increase the attractiveness of operational HR roles?
To what extent can HRM practices contribute to‘organisational effectiveness’ as identified in this extract?
To what extent can the competencies identified by Ulrich help HR professionals make a bigger impact on their organisations?
Should HR be custodians of ethical issues in an organisation?
How would you define the word ‘strategy’? Note down five words you associate with strategy.Strategy is a difficult concept to define, sometimes it is easier to think in terms of metaphors.We have already been introduced to the military metaphor of ‘strategy as the art of war’.What other
Can you think of reasons why an intended strategy might not be realised? Why do strategies sometimes emerge?
What were the key influences on the development of RBS’s corporate strategy?
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