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Questions and Answers of Human Resource Management

How are the changes in employment relations linked to other institutions?
1. What additional dimensions can be added to the comparative analysis of employment relations in China and India?2. How does this help in our understanding of the two economies?
What advantages did the Indian IT and software industry enjoy? How has the nature of its growth changed over time?
1. Do labour reforms benefit employers or labour?2. How is the labour market and trade union power affected by the reforms?
1. What are the distinctive features of the labour market in India?2. What is the main difference between formal/organised and informal/unorganised workers?
What is a ‘corporate business group’? How is it distinctive to India?
How is the role of state changing in India? What factors have influenced this change?
Is the transfer of HR policies and practices a straightforward process? To what extent does the Chinese institutional context constrain or facilitate transfer?
To what extent are employment relations in China undergoing a total transformation to market driven relations or do they display continuity from the past?
What are the key characteristics and criticisms associated with the ‘iron rice bowl’? How has it changed under the reform process?
Why is it important to consider aspects of tradition/social mechanisms to understand the Chinese institutional context?
Are China and India converging to a neo-liberal model of capitalism or do they reinforce the diversity of capitalism? What factors would prevent a convergence of employment practices in Asia?
Can the American, German and Japanese business models and related employment systems continue to main national distinctiveness in the face of global financial crisis?
In what ways, if at all, is the global crisis grounded for managers and workers in reforms in firm-level approaches to HRM?
Has the country-of-origin effect which is so embedded in comparative HRM mediated the effect of the global financial crisis in MNCs of different nationality?
In light of the information, identify the key barriers to transferring features of the German business system to overseas subsidiaries.
Are academics and practitioners too kind to Japanese employers? That is, are Japanese approaches to involvement and participation coercive and divisive?How can Japanese firms maintain commitment to
Why are Japanese employers more ready to reform the seniority wage system than to retreat from lifetime employment?
Given this information, why have not more multinationals of non-German origin attempted to emulate the German approach?
How transferable are these characteristics – lifetime employment, seniority-based pay and promotion and enterprise unionism – to non-Japanese organisations?
Are American firms inherently anti-trade union? Does the decline of welfare capitalism indicate a parallel decline in more sophisticated approaches to HRM?
What factors enable organisations that adopt ‘low road’ practices to attract and retain staff?Why are organisations that adopt ‘low road’ strategies successful?
Do you think that trade union substitution practices such as those associated with welfare capitalism are sufficient to sustain a union-free environment in a firm?
During a period of globalisation or contemporary convergence, is it possible to argue that country-of-origin effects remain significant indicators of MNC behaviour?Why might MNCs seek to disguise or
Consider a well-known multinational firm, such as McDonald’s or Jaguar Land Rover.How strong is the country-of-origin effect?What factors led you to draw this conclusion?
Is comparative HRM a subject?A question of definition.How is comparative HRM substantively different from international HRM?Are these differences of any relevance to HR practitioners and potential HR
Think of multinational firms with which you are familiar, maybe from the locality where you are studying or your own country of origin. Think about how a ‘traditional multinational’ becomes a
What are the key differences between the EWC and ICE directives?
Why has trade union membership fallen over the last 30 years or so, and do unions still serve a useful purpose?
Which approach to voice is more aligned with HRM – employee involvement or participation?
Why might management resist moves to greater industrial democracy?
What are the main trends in representative participation since 1980?
Explain how pay related to contribution differs from both individual performance-related pay and competence-based pay.
Identify an organisational context in which job family structures are likely to be beneficial. Why are job family structures suitable in this context?
In a grading structure, why are the salary points at the top of one grade and the base of the next grade invariably designed to overlap with one another?
Identify the key features of the legislative framework affecting pay practices.
Suggest why strategic approaches to reward appear to be challenging for organisations.
Explain what reward specialists mean when they use the term ‘variable pay’.
Discuss the significance of non-financial rewards in times of pay restraint.
What is meant by the term ‘smart rewards’?
Automatic increments based on length of service are not at all meritocratic as they fail to recognise ability or talent and instead perversely reward age. How is pay progression based on length of
Thinking about the scale/size and the diversity of role and occupations in both the NHS and the HE sector, what types of process do you think are now more easily facilitated following the
What do you think is the rationale for the government’s decision to only make it mandatory for employers to pay the National Living Wage to employees over the age of 25? Is the cost of living
It would appear that reliance upon the three requirements for equal pay claims (same or equivalent establishment, same employer and equal work) has proved limited in the progress towards equal pay.
Fat cat pay is a price worth paying as the bountiful rewards given to a few secure the livelihoods of many.
Reflecting on practice in your own organisation or one with which you are familiar, assess the reward decisions the organisation appears to have reached.What reasons do you think lie behind each of
What would you say are the essential components of a strategic approach to reward?If you are employed by an organisation which claims to follow a strategic approach to reward, what evidence can you
Despite best efforts, the pace of change in markets and organisations is so rapid that it is conceivable that reward strategy is never, or hardly ever, aligned with organisational goals – is this a
How is base pay set and reviewed within your own organisation?What proportion of employees in your organisation has their base pay determined by either the National Minimum Wage rate or the National
To what extent do you think the solutions to the labour problem suggested so far are, in whole or in part, a reflection of management’s inability to clearly determine the ‘effort’ side of the
In which contemporary work situations would you consider the brain still to be ‘under the worker’s cap’?Thinking about the contemporary sphere of work, would you expect to see more or fewer
In what ways would you imagine that the seismic shift away from a pure subsistence existence to a consumerist society has impacted workers’ attitudes to financial reward for work carried
What factors would you take into account if you were designing an approach to performance management?
What new challenges will organisations face in managing performance in the years to come?
What are the theoretical links between HRM and performance appraisal?
What role do you envisage for ICT in the management of performance? Are there any associated risks?
Why has performance appraisal been so severely criticised?
What are the organisational advantages and limitations of performance measurement?
At first glance these international standards may seem somewhat detached from HR practice, but think about the ways in which these national standards (limit temperature rises to 1.5°C, adapt to
What features distinguish an ageing workforce?How, if at all, might these affect an organisation’s approach to managing performance?
What features distinguish a diverse workforce?How, if at all, might they affect an organisation’s approach to managing performance?
What factors would you need to take into account when managing performance across national borders?
What might be the advantages and limitations of 360-degree appraisal?
What are the strengths, limitations and ethical issues that might arise from checking an employee’s presence on social media?
Consider performance management systems with which you are familiar. To what extent do they conform to the issues raised in the ‘Performance management is . . . ’ column?What might the
What strategies and approaches would you advocate organisations to develop in an effort to eradicate disengagement? Are some employees inherently disengaged?
What evidence would you cite to support the proposition that engaged employees play an important role in impacting the bottom line profitability of organisations?
What role can HR and L&D practitioners play in engendering employee engagement as a means for improving organisational performance?
How far do you agree with the assertion that employee engagement is the latest fad in management thinking? Use related academic material to support your argument.
Given that different studies use different definitions of employee engagement and identify different sets of drivers for employee engagement what challenges may arise in attempting to measure levels
Based on your experience of working with employees from other nations, would you consider there are international differences in levels of engagement or the antecedents to employee engagement?How
Think of a time when you have been highly committed to excelling at a particular task or project.Were you engaged with the organisation and committed to the task, or just committed to the task?
Do the recent changes make life easier or more difficult for CIPD-qualified, ethically minded HR practitioners? Justify your response.
Do the unfair dismissal rules actually promote fairness, or is the reasonableness really just a perversity test? Can unfair dismissal rules be seen merely as part of the ‘symbolism’ of employment
Should ‘zero-hours’ contracts be acceptable in the twenty-first century? Justify your response.
How can the efforts and ability of employees to undermine ‘unilateral’ changes to employment contracts needed to encourage flexibility be justified?
Organisations are increasingly turning to OD as a technique to manage everyday change. Imagine that you are the HR practitioner responsible for OD processes. What would you do to ensure that you were
List the different methods and techniques used within OD. How would you evaluate their effectiveness?
What are the challenges and issues that face OD in the coming years?
What are the important issues to consider in developing OD expertise in your organisation?
Who are the stakeholders in OD? Where can they support or block the process?
To what extent can OD support the business strategy?
What do you understand by the term ‘organisational development’?
What are the challenges and issues that face LMD in the short term and in the long term?
What factors should be considered when devising and implementing an LMD policy?
Identify the key stakeholders in LMD? What positive and negative influences can they have on the process?
How does LMD support the business strategy?
What do you understand by the term ‘leadership and management development’?
What difficulties might such a quota system present for resourcing an MNC based overseas?
What are the relative merits of in-house ILMD versus the external recruitment of leadership talent?
List what you believe to be the ways in which LMD might evolve over the next 10 to 15 years. Add a short sentence against each point to explain your reasoning.Discuss your ideas with a colleague(s).
Prepare a list of those who are responsible for your development.How clearly are their roles delineated and communicated?How effective is the support you receive?How can you clarify and improve the
One example of how leadership competences can inform LMD is the NHS’s leadership framework. Explore the framework from the following
Locate the National Occupational Standards for Management and Leadership at www.ukces.org.uk.Which category is most relevant for your occupational specialism?Could you find one that fits?
How would you summarise the UK’s current skills policy?
Why do most organisations neglect the evaluation of L&D? What evaluation techniques have you used or been subject to?
What are the benefits of investing in processes of evaluating the impact of training and learning on organisational outcomes?
Consider an off-the-job learning experience you have had recently. Did you enjoy it? Did you learn something that you were able to apply to your job on return to the workplace? If it was successful,
‘Mentoring is an empowering process.’ To what extent do you agree with this statement? Are there other possible interpretations?
Is mentoring a byword for coaching? If not, how do the two practices differ?

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