Human Resource Management A Contemporary Approach 4th Edition Ian Beardwell - Solutions

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How can you account for the differences in findings?
How closely does your organisation match with organisations mentioned in the reports?
What can you learn from reading through the reports about the way your organisation needs to develop its people?
Can you find examples in your workplace or on the web of each of Reynolds et al.’s three types of e-learning?1 Web-based learning.2 Supported online learning.3 Informal e-learning.www.learndirect.co.uk has hundreds of e-learning courses available on their website.You can find many examples of
What would be the advantages and disadvantages of each method of training delivery for the people in your organisation?
Which methods would be best for which skills?
What impact can the learning theories discussed in the previous chapter have on the planning and implementation of learning interventions in your organisation?
What are the benefits of investing in measuring the impact of training and learning on organisational outcomes?
Why are most organisations reluctant to carry out any meaningful analysis?
What evaluation techniques have you used or been subject to?
How would you gather the information required to inform an ROI judgement?
How can you use this model of benchmarking in your organisation to assess the effectiveness of HRD activity?
Where can you find the information you need to answer the questions successfully?
How could the balanced scorecard approaches which are raised in this context be applied to HRD?
To what extent is my company like this?
If this is how my company is at the moment, how would I like it to be in the future?
How can HRD evaluation make a contribution to the development of future plans and approaches?
What features of the German national context make its particular VET system so successful?
What aspects of the VET system in Germany could be transferable to the UK context?
What challenges could be faced in doing so?
What are the limitations of seeking to transfer ideas from other national contexts?
What are the disadvantages of the German system?
Greinert (2002) presents three paradigms which lend shape and form to the institutions in the countries they relate to. How far can you see Greinert’s paradigms reflected in the NVET systems in France, Germany and the UK? In Britain the production relationship is regarded as no more than a
What ought to be done to improve the UKs system of VET? What practical recommendations would you make to policy makers to clarify the system and the responsibilities of the key players within it?
The learning cycle is aspirational and textbook and does not bear comparison with messy organisational reality. How far would you agree with this statement?
To what extent is the evaluation of HRD interventions truly possible? How can businesses demonstrate the contribution to the ‘bottom line’?
To what extent is there a business benefit in developing a coaching culture? Is it just the latest management fad or are there demonstrable benefits for businesses?
What impact do government initiatives really have on business performance?
The notion of the learning organisation – is it alive or dead? Is it something that is worth working towards? Working in two groups, prepare your case for each side of the argument and present it to the whole group.
What steps would you take if you were tasked with achieving Investors In People status for your organisation? What would be the benefits of achieving it? What would be the spin-off benefits of simply going through the process?
Compare the UK, French and German systems of VET. Read further in the CEDEFOP, CIPD and other information. What can the UK learn from the approaches of other nations?What does the UK do well, or less well than other countries?
How do you think this training programme contributed to improving the referees commitment to the job?
What factors would prevent a true convergence of HRM practices in the Asia Pacific region?
What contemporary factors are undermining the traditional three-pillar approach to HRM in Japan?
Which of the above perspectives do you think convincingly explains the origins, influences and development of Japanese HRM?
In what ways could demographic changes affect Japanese HRM?
What are the key characteristics associated with the ‘iron rice-bowl’? What behaviours did it encourage?
What human resource issues emerge from this context?
Why has the number of redundancies increased in China in recent years?
Why is training and development likely to be a key issue in years to come?
What are some of the key trends in terms of rewarding employees in China?
How might an understanding of Chinese culture and traditions help FIEs when setting up new businesses in China?
What impact did the Asian crisis have on Hong Kong and why has the economy continued to suffer?
How did the chaebols come to be a central feature of the South Korean economy?
Which factors underpinned the economic crisis in South Korea in 1997–98?
What factors might act as a barrier to further modernisation in the future?
How has a strategic approach to HRM and HRD aided the Singaporean economy?
To what extent would you agree with the contention that existing models of HRM fail to recognise cultural differences, and that this is a weakness given the rapid rate of globalisation?
Outline the similarities and differences in terms of the approaches to the management of people in the Asian countries outlined above.
To what extent would you agree with the view that there is an ‘Asian model of HRM’?
Describe the employment polices in large Japanese companies. How have these changed over the last few years and why?
Does a knowledge of the historical and cultural development of China help you to understand the problems experienced in the PRC subsidiary?Give examples.
You have been asked to take over the running of the PRC subsidiary. What managerial initiatives would you implement to help resolve the above problems? What barriers would you face and how would you deal with them?
To what extent could a Western model of HRM be applied to the context of this factory? If not, why not? Give specific examples.
How should it go about recruiting workers for the new factory? What recruitment channels would you recommend and why?
How would it organise the selection process for managers and shopfloor workers?
Provide guidance that focuses upon how it would develop a reward system for managers and shopfloor workers.
Produce a plan that focuses upon meeting training and development needs. This should include the following details: timescale, resourcing requirements and staffing needs.
Are there any training programmes that would be compulsory for all?
What systems should be put in place to ensure that individual training needs were met?
Given the report, what would you advise Jim to recommend to the board in drawing up a new international HRM strategy?
Imagine you are the HR Director of a UK food retail chain, expanding into continential Europe. How would some of the factors above be likely to affect you firm’s HR strategy in different European countries?
Do the differences in national HR systems between the countries examined above imply different overall national ‘styles’ of HRM?
What sources of pressure are likely to demand strategic responsiveness by a multinational?Explain.
What consequences does the pursuit of economic efficiencies have on local economies?
Using Schuler et al.’s framework of SIHRM:(a) Identify the key concerns of the HRM function at the headquarters level.(b) Identify the key concerns of the HRM function at the subsidiary level.
What is the role of the HR philosophy in MNCs?
What can you do to help Duncan with his relocation and adjustment to this new context?
What training might you offer Duncan? Why?
Do you see a place for the expatriate manager in contemporary MNCs? Justify.
Explain what is meant by the terms integration and responsiveness in the context of MNCs.What effect can these have on how the MNC is structured, the nature of the parent–subsidiary control relationship, and the flow of knowledge across the MNC?
Outline and explain the key internal and external organisational factors that influence an MNC’s approach to international strategic human resource management.
Explain the role of the expatriate manager in MNCs.
What factors can be used to explain why HR practices might differ from one country to another?
Explain what is meant by ‘convergence’ and ‘divergence’ with regard to comparative HRM.What role do MNCs play in this debate?
What types of competencies do you feel the HR professionals in the corporate and regional headquarter offices would need to demonstrate to deliver against the international strategic demands of the organisation?
If you were tasked with designing a Linkz management development programme for middle managers, what types of issues would it address and how would it be delivered?
Assess the nature of the motivational problems the design function’s managers are likely to face, given the organisational changes and changes in the external context. As an HR manager working in partnership with design, what solutions would you suggest?
What opportunities and threats might an international career structure bring to local managers?
What influences might the expansion of the European Union, to include Eastern European states, have on social and employment issues?
What difficulties could the European Union have in enforcing regulations and directives?
In a workplace where you have been employed, have any of the Social Charter provsions not been observed? If so, which ones and why?
Why could present and projected demographic changes impact on labour market issues such as equal opportunities, immigration and youth employment?
Why do you think most neo-liberalists (deregulationists) would, despite their ideological position, support the above six points of the Social Charter?
Why do you think most regulationists want to regulate the European Union labour market?
In what way are the four pillars moving from a passive to an active labour market approach to solving unemployment?
Which countries have had the lowest unemployment rates over the past seven years?
Which countries have had the highest unemployment rates over the past seven years?
How would you explain the differences between Japan’s, the USA’s, the UK’s and the EU’s unemployment rates?
How would regulationists and deregulationists explain these national trends?
Why do you think the EU has encouraged the development of social dialogue as an alternative to formal legislation on social and employment issues?
What conditions do you think are necessary to support effective social dialogue?
Why is the tripartite system in CEE countries being undermined?
Is there any possibility that a system of social partnership along these lines might emerge in the future?
What difficulties might there be in the operation of the principle of subsidiarity in enforcing the provisions of the Social Charter?
What are the main arguments for and against the regulationist and deregulationist views of labour market policy in the European Union?
How effective do you think the Amsterdam and Lisbon Treaties will be in producing solutions to unemployment in the European Union?
Can a tripartite system of employee relations survive in the former Soviet, Central and Eastern European states?
What problems might Jane Lawson, the UK HRM manager, envisage in extending the proposals for flexible working practices and performance management to the company’s subsidiaries in France, the Netherlands and Spain?
What suggestions could she make to overcome these difficulties, given the high union density and existence of works councils in these countries?

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Human Resource Management A Contemporary Approach 4th Edition Ian Beardwell - Solutions

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