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human resource management
Human Resource Management A Contemporary Approach 6th Edition Julie Beardwell, Tim Claydon - Solutions
Using Whittington’s typology can you explain how and why RBS’s strategy developed and failed?
Read the case study at the end of this chapter. Which of the approaches identified by Whittington (2001) best describes their approach to strategy formulation?
In what ways do you believe strategic HRM to be different to your model of HRM?
Would you make any alterations to your model to ensure its strategic nature?
How does the lifecycle approach contribute to your understanding of SHRM? How could Café Expresso (case study at the end of this chapter) have prepared better for organisational renewal and industry changes?
Having considered Torrington and Hall’s (1998, 2005) levels of vertical integration, which of these approaches to HR strategy represents your organisation’s approach to developing HR strategy? Alternatively, you can use the case study ‘Café Expresso’ at the end of this chapter.
How did Nordstrom exploit the rare characteristics of their employees?
How did SW Airlines create a culture that was difficult to copy?
How does the work of Hamel and Prahalad (1993, 1994) contribute to the resourcebased view debate?
Do you think the resource-based view model is appropriate for all organisational contexts?
To what extent do you think Pfeffer’s notion of employment security and high-commitment HRM are illustrated in Toyota’s HR response to the decline in car sales in the UK market?What are the advantages and challenges of this approach for Toyota?
Why do you think, therefore, there is still a skills gap in Senior HR professionals?
What do you think a ‘strategically minded HR professional would look like?
How would you define the role and what key skills and knowledge would you identify?
How can HR demonstrate their business capability? What systems and measurement processes do they need to put in place to demonstrate the contribution of HR practices to bottom-line performance?
How do you think this tension between shareholder interests, employee interests and senior management interests should be managed in determining executive reward strategies and what role should HR play in the process?
Which approach to SHRM discussed in this chapter best explains Rogas International’s approach to strategic human resource management and change?
How has Rogas International enhanced organisational performance through the implementation of human resource systems and practices?
What human resources advice would you give to Rogas International, to ensure that they can manage the consolidation stage of their strategy effectively? Which approach to SHRM has influenced your thinking and why?
Evaluate the relationship between strategic human resource management and organisational performance.
Why do human resources practitioners need to develop strategic capabilities?
In your own experience of being employed, however limited that might be so far, have you been aware of some of these tensions? What were their effects upon you and your colleagues at work? How did the management of the organisation appear to respond to these tensions? Has this coloured how you look
What in detail constituted the elements of the economic, political and cultural forces at the time Devanna et al. were writing? What would they be now?
What other elements would you add to those, both then and now?
What are the relationships between them, both then and now?
And what, in your view, has been their influence upon HRM, both then and now?
What assumptions and ‘world hypotheses’ underpin those models in Chapter 1, and what are the implications for your use of them?
What advantages are there for construction industry employers in using contingent labour?
Why, in view of these advantages do the great majority of construction employers value longterm employment relationships and seek to foster long-term links with suppliers of contingent labour?
Suggest why the proportion of residents over the age of retirement in Eastbourne is almost double the proportion of those aged 65 and over in Leicester.
Explain why Leicester has a greater proportion of residents in all age brackets below 65.
Consider the possible implications of the above data for the current and future supply of labour in Leicester and Eastbourne.
How might employees’ care responsibilities for elderly relations impact upon their presence and attention to paid work?
Do you think elder care will soon begin to pose a greater challenge to employers and employees than childcare? Why?
What measures, if any, do you think employers should introduce to assist employees with elder care responsibilities?
Why might ‘couple’ mothers (but not lone mothers) display economic activity rates not dissimilar to women of working age without any dependent children?
Is it rational for an employer to refuse to hire workers on the basis of their ethnicity or nationality? Do employers who hire ethnic minority workers nevertheless benefit from the presence of racism in society as a whole?
How specifically has the growth of the service sector boosted part-time and female employment?
What factors might explain why the share of employment accounted for by temporary and fixed-term jobs has fallen back in recent years while that of part-time jobs has continued to rise?
Discuss with fellow students your perceptions of your own job security or insecurity. What factors influence your assessment?
Think about your own workplace. What systems and technologies are in place to regulate your effort? Have you noticed an increase or decrease in the intensity of your work over time?
Think of an organisation you have worked for where some work–life balance practices were available. Why do you think this organisation elected to develop and introduce WLB initiatives?
Explain the factors that influence the differential labour market participation rates of women and men and ethnic minorities and whites.
How has the structure of demand for labour changed since the 1980s?
Why have levels of job satisfaction declined since the early 1990s?
What impact might different interpretations of talent management have on organisational practice?
Why might the initiatives rated as having the most positive impact not be the most popular responses to recruitment difficulties?
What are the advantages and disadvantages of online realistic job previews for organisations and prospective employees?
What other methods could be used to give candidates an accurate picture of job requirements?
Think about an organisation where you have worked or would like to work. How would you describe its brand? How is this brand communicated to potential and existing employees?
What are the advantages and disadvantages of using social networking sites in the recruitment of graduates?
What factors should other organisations take into account when considering the use of social networking for recruitment?
How much time and effort does it take an individual to obtain details about a post and complete an application form that attempts to show how their skills and experiences match the requirements of the job?
Why is it important for an organisation to be aware of the answers to the above question?
What are the advantages and disadvantages of this approach for the organisation and individual applicants?
What further action might GKN take to ensure that the selection process fully reflects the global nature of the business?
What criteria should GKN use to measure the effectiveness of the assessment centres?
How might these different practices improve retention? Which might be most effective for the retention of graduates?
What steps would you recommend to improve retention even further?
How might OCBs help to improve organisational performance?
Why might the methods achieving the highest ratings of effectiveness not necessarily be the most popular?
What are the main benefits of this type of succession planning for the organisation and individuals?
What potential drawbacks also need to be considered?
How do business conditions impact on employee engagement?
The example here emphasises the importance of communication. What other initiatives could be considered to retain levels of engagement?
What might be the consequences of a loss of employee engagement?
Compare and contrast an exclusive and inclusive approach to talent management. What factors might influence the approach adopted by an organisation?
What steps can organisations take to ensure that they have sufficient talent to meet future needs even when the future is uncertain?
How might the growth of social networking sites impact on talent management activities?
What are the potential problems for the organisation in taking this approach?
What are the business case arguments being put forward?
To what extent are these arguments context-specific?
What are the arguments for and against this positive discrimination initiative?
Which of the initiatives can be described as positive action and which are forms of positive discrimination?
Assess the pros and cons of each approach.
Evaluate this incident from the point of view of (a) the employer and (b) the employee.
Identify the problems with this approach to recruitment process in terms of equality and diversity.
Suggest an alternative approach that might address the problems you have identified.
What type of unfair treatment was Ms Ladele likely to have claimed at the tribunal?
Ms Ladele asks two questions in the final paragraph. What would be your answers to those questions?
To what extent should other sorts of non-religious beliefs be respected at work, for example, political or environmental beliefs?
Before proceeding further, on your own or in a small group identify some of the changes taking place in organisations you know in response to changes in their context. What are the implications for human resource development and for the learning and development of individuals?
Has your learning caused you to develop? What has the experience of that been for you? Will you be able to ‘go home again’?
What are the implications of your personal development so far for your effectiveness, or potential effectiveness, as an employee?
Keep a learning diary Reflection is essential for effective learning. Systematically reflect upon what and how you learn by keeping a learning diary. It will also help you remember issues to discuss with your tutor (and, if you have one, mentor), and might also contribute to your continuing
What changes have taken place since this article was published? Outline them briefly.
What skills are in demand here?
Based on this chapter, what advice on learning and development would you have given employees of investment banks in January 2007?
Based on this chapter, what advice on would you have given the banks in January 2007?
The situations in the two case studies are totally different, but what do they have in common?
In the 2009 situation, which employees are at an advantage? Which at a disadvantage?
Based on this chapter, what advice would you give to organisations now?
Based on this chapter, what advice would you give to individuals now?
Do these two cases have any message for you?
Given the emphasis on informal learning, what are the difficulties that organisations face in monitoring and controlling it?
As this chapter considers HRD to be a strategic resource, how can informal learning be linked to the strategy of the organisation?
Which aspects of the cycle, or which interactions in the cycle, are likely to be neglected and why?
One of the areas that receives the least attention is closing the loop between evaluation and strategy. We explore this in detail below. Why do you think this area is paid so little attention?
How can you gather information to inform job analysis?
The most commonly used approaches include interviews with job holders, managers and supervisors, job logs, questionnaires and group discussions. What else can you think of?
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