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human resource management
Human Resource Management A Contemporary Approach 4th Edition Ian Beardwell - Solutions
Identify key strengths and weaknesses in the Chinese economy. 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?
To what extent would you agree with the view that there is an ‘Asian model of HRM’?
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.
Are there any training programmes that would be compulsory for all?
Using Schuler et al.’s framework of SIHRM:(a) In what ways does the HRM function at the headquarters level and the subsidiary level differ in their priorities and roles?(b) How might these differences impact on the competencies of HR professionals in the different functions, if at all?(c) What is
What consequences does the pursuit of economic efficiencies have on local economies?
Outline and explain, the key internal and external organisational factors that influence an MNC’s approach to international strategic human resource management.
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?
When Donovan (1968) reported that the UK had two approaches to bargaining, informal and formal, what do you think he meant?
What do you understand by the term ‘public private partnership’ in respect of public sector provision?
How does a firm’s size impact upon its propensity to recognise a trade union for bargaining purposes?
What have been the major developments in British collective bargaining since 1979?
‘Collective bargaining processes contradict the basic assumptions of the HRM approach.’Discuss.
Discuss the manner in which the Employment Relations Act (1999) impacted upon collective bargaining in the workplace.
Critically evaluate the extent to which the partnership approach would appear to be under some stress within the public sector.
State and comment upon the underlying reasons for the shifts in the manner in which the terms and conditions of employment have been agreed in the public sector since 1980.
Compare and contrast the manner in which the terms and conditons of employment are determined in small and large non-union enterprises.
Debate the proposition that ‘collective bargaining is the most appropriate channel to redress the power imbalance within the employment relationship’.
You are the HR director of a private firm wishing to bid for a public sector project as part of the private finance initiative. If the bid were successful, what new challenges would arise in the management of the employment relationship under such circumstances?
What are the major challenges facing small firm employees in achieving fair and equitable conditions of employment which observe current regulations?
Prepare a workshop presentation which outlines the differing types of non-union firms in the contemporary economy and the labour management strategies employed by such firms.
To what extent do you think such wage systems reflect management’s inability to clearly determine the ‘effort’ of the bargain?
Writing in Employee Benefits (3 July 2002: 3) Carry Cooper, head of organisational psychology and health at the University of Manchester, suggests that ‘… not all employees are brimming over with motivation’, but Cooper believes this is not necessarily a problem: ‘… as long as they are
What examples can you identify from your current organisation which are predicated on Tayloristic principles?
How effective are they in motivating employees?
Can you detect any correlation between Taylor’s approach to motivation and systems of performance-related pay?
How far do you think it is possible to achieve self-actualisation?
How far do you think the reward system of an organisation may motivate you to achieve self-actualisation?
With reference to an organisation with which you are familiar, to what degree do you think the motivational strategies used are based on and reflect the different theories of motivation outlined in this section?
Write down your expectations of your employer and what you consider to be their expectations of you.
Reflect on which aspects can be described as formal and which could be considered as unwritten.
Consider how you reached this ‘psychological contract’ – did you, for example, negotiate and agree it or have you assumed aspects?
To what extent are both parties, i.e. you and your employer, aware of the existence and the content of the contract; to what extent do you share the same expectations?
What might be the issues for you and for the employer if there is a mismatch of expectations?
Finally, consider with whom you have the contract – a named individual within the organisation or do you have multiple contracts with different agents within the organisation?
If the psychological contract is changing as current research appears to suggest, what are the organisational implications for managing the psychological contract in the future?The psychological contract needs careful management; although it is unwritten it remains a highly influential aspect of
The report also notes that the typical week for an HR manager entails one day on strategy, two days on supporting line managers and two days on catching up on paperwork. Linked to the above relating to reward management, do you think the findings of the IRS survey indicate that in the area of
Taking the above results into account, how do you think organisations can convince their staff that performance will be rewarded?
Devise a mechanism by which an organisation you know could effectively get the message that ‘performance equals higher rewards’ across to their employees. What behaviours would they seek to encourage?
Does the concept of employment relationships as economic exchange significantly add to our understanding of reward strategies?
To what extent is it possible for managers to convince workers ‘to take work seriously when they know that it is a joke’ (Anthony, 1977: 5) through the application of reward strategies?
How would you depict the evaluation of motivation theory?
Critically assess the extent to which money is the primary motivator for all employees.
In what way does the psychological contract influence the employment relationship?
Prepare a short report to the HR director in which you make three recommendations for improving performance using modern reward management techniques.
Write a short article for an in-house magazine which indicates the effects of poor performance on the attainment of organisational goals and how the use of a performance management system benefits all employees.
Prepare a short report to the HR director in which you make three recommendations for improving the morale among the workforce based on sound principles of motivational theory.
Debate with colleagues the proposition that ‘the psychological contract is a confused and irrelevant concept in the context of the employment relationship’.
Can employee involvement exist only in unitarist frameworks, in which employee compliance is the main objective?
How much responsibility can be given to employees?
If one of the objectives of EI is to release employees’ creative energies, what are the boundaries between creativity and responsibility?
Are such schemes merely new attempts at reinforcing managerial control?
What other factors impinge on the process?
What problems face employees in attempting to induce commitment in their employees? Read on for some critical analysis of this concept.
Forms of control exist in all organisations. How do teachers control pupils and can these controls be applied to the work situation? Clearly there are differences. What are they?
Do you think Norman Tebitt is confusing industrial democracy with communication?Would you say Tebitt approves of industrial democracy? Would his definition be acceptable under present European Union laws on co-determination?
Have you ever suffered e-mail overload? How do you think one could solve or alleviate the problem?
This box gives a glowing account of successful teamworking in the health sector, but given the problems aired in the media concerning the health sector, what things do you think could possibly disturb this initiative in the future and therefore need to be monitored?
What disadvantages could empowerment schemes hold for managers and workers?
Why do you think quality circles did not work as well in the UK as in Japan in the 1980s?
How is the concept of empowerment different from that of employee involvement and industrial democracy?
What forms of managerial control operate in the practice of employee involvement schemes?
What forms has employee involvement (EI) taken over the past 50 years? In your answer, give examples from both micro and macro levels in the organisation. What evidence is there to suggest that EI develops in waves according to economic cycles?
What are the main issues under discussion at present concerning European works council schemes and participation generally in the European Union?
What evidence is there to suggest that schemes of financial participation rarely achieve their goals?
Why are empowerment schemes popular at present? What criticisms can be made of such schemes?
Why do you think communicational difficulties could be regarded as a ‘political’ problem in some organisations?
As editor of a company newspaper, what policies and practices would you follow in order to make it a genuine communication reflective of the organisation as a whole?
A prominent British bank is interested in setting up a works council. Write a report recommending the policies in terms of aims, objectives and implementation that should be considered in its foundation.
Divide the class into pairs. Ask one group of people to devise reasons why there should be greater participation by employees in the workplace, and ask the other group to put the case against extending participation. Each group should evaluate their reasons from the viewpoint of employers, managers
Why do you think the BS 5750 scheme was successful but the TQM scheme failed in Precision Engineering?
What suggestions would you make to a similar company that was thinking of introducing TQM, in order to make it a success?
Can Semco be rightly regarded as an empowering organisation? Give reasons for your answer.
Why can’t Semco be a truly democratic organisation?
Where is the locus of control in Semco?
Before you continue, spend a few minutes reflecting upon this way of understanding context. How different is it from the way in which you would have defined context?Does this have any implications for you as you read this chapter?
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? How did the management of the organisation appear to respond to these tensions? Has this coloured how you look at
Many of you have worked in a call centre, or know someone who does. Working on your own or in a group, examine your experiences of working there. Could you identify one or more of these managerial strategies in your workplace? What might have been your experiences had the management adopted a
At the close of the Introduction some of the concepts and terminology relevant to the understanding of context were noted. Have you been aware of any of these concepts in this discussion of the immediate context of HRM?
Go back to the models of HRM presented in Chapter 1 and, working either individually or in a group, start to elaborate upon the various contextual elements that they include.Look, for example, at the ‘outer context’ of Hendry and Pettigrew’s (1990) model illustrated in Chapter 1, Figure 1.4.1
What other distant socio-political events have influenced HRM?
The way David Brent, in Ricky Gervais’s The Office, communicates with his staff is a caricature of managerial discourse. Can you identify from that what kind of managerial strategy (see earlier), he appears to have adopted?
How could you use Pepper’s ideas to explain the challenges of postmodernism and the ‘new science’ to conventional thinking?
Can you identify social constructionist perspectives among the competing interpretations of organisations and management discussed earlier in the chapter?
What similarities do you see between systems thinking and the ‘new science’?
How would you represent the HRM activities of an organisation in a changing world in terms of the open systems model? Working individually or in groups, identify its inputs(where they come from, and how they could be changing), how it converts these, and what its (changing?) outputs might be. What
In what ways does the conceptualisation of context adopted by this chapter differ from more commonly used approaches (for example, in the models of HRM in Chapter 1)? Does it add to the understanding they give of HRM and, if so, in what way?
What assumptions and ‘world hypotheses’ underpin those models, and what are the implications for your use of them?
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