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Human Resource Management A Contemporary Approach 4th Edition Ian Beardwell - Solutions
What assumptions and ‘world hypotheses’ appear to underpin this chapter, and what are the implications for your use of the chapter?
The chapter has been written for students of HRM. Is it also relevant to practitioners of HRM and, if so, in what way?
Having started to think in terms of context and to recognise the significance of our ways of thinking, you should be reading the rest of this book in this same critical manner. As you go through it, try to identify the following:● the assumptions (at various levels) underlying the research and
This article about the 2002 Trades Union Congress points to a number of elements within the context of HRM that threaten ultimately to affect HRM policies and practices within many organisations.Identify them, and develop a systems map to help you examine their likely influences upon the HRM of an
What are the implications of changes in the wider context for the planning and development of an organisation’s HRM policies and practices? What are the implications for HRM strategy?
How many different perspectives are evident in this article?
Identify the several instances of ‘ideology’,‘rhetoric’, and ‘discourse’ recognisable in this article.
(You can carry out the following individually or in two groups.) First, as a member of Mr Blair’s government, write a report on these TUC preoccupations for your colleagues. Next, as an HR director of a private sector organisation, write a report on them to your board. Now compare the two
What are the implications of the significance of rhetoric and discourse for managing people in organisations?
What do structured occupational labour markets and open external labour markets have in common? Now recall the two main ways in which structured occupational labour markets differ from open external labour markets.
What features distinguish internal labour markets from external labour markets?
What types of workforce will have low turnover costs and why? What types of workforce will have high turnover costs?
Explain why one organisation can employ temporary workers in skilled jobs while the other cannot. What can you infer about the types of employment system in these two organisations?
How does management control your performance in your own job? How do you feel about it? Does your management provide positive incentives to encourage effort and initiative? Do you sometimes try to resist management control in order to make your work easier or more enjoyable?
Why does the risk of having trained workers ‘poached’ by rivals deter firms from training workers in transferable skills?
What other non-labour market institutions might influence the nature of employment systems and how?
Consider the organisation that you or a friend or a family member works for. Which of the changes listed above has it introduced and for what reasons?
To what extent do you think these forms of labour flexibility operate in the organisations where you have worked?
What do you think are the main advantages and disadvantages of being a ‘portfolio worker’? Is this a pattern of work that appeals to you? Why or why not?
What are the advantages to employers and employees of structured occupational labour markets? In what circumstances would employers prefer them to open external labour markets?
What are the possible reasons why internal labour markets are more highly developed for technical and administrative workers than for manual production workers?
What factors might be encouraging the re-emergence of open external labour markets in some areas of employment?
How do firms’ labour requirements influence the nature of their employment systems?
Identify the forces that encouraged the internalisation of employment systems during the 1960s and 1970s.
Explain why internal labour market-based employment systems have been weakened since the early 1980s.
How concerned should we be about any tendency to restrict or dismantle employment systems based on internal labour markets?
What type of labour market/employment system do you think used to be dominant in the North Staffordshire region?
The CBI regional director claims that European legislation is causing a lack of labour flexibility.Discuss what kind of flexibility he has in mind and how far it would help Biltmore Garments.
Debate whether it would be possible for firms such as Biltmore Garments to adopt a ‘high road’approach to competing in world markets.
Which definition of human resource planning do you prefer and why?
What factors are likely to affect the external supply of human resources?
What are the key problems associated with low labour turnover?
Under what circumstances might a high-commitment resourcing strategy not be appropriate for an organisation?
To what extent would you be more attracted to an employer that offered a ‘golden hello’ than one that did not?
What steps would you recommend to improve retention?
How might your recommendations be best implemented?
How would you monitor the effectiveness of action taken?
What are the main implications of these different expectations and values for effective people management?
What factors might account for the discrepancy between the proportion of workplaces with strategic plans that include employee development issues and the proportion of workplaces that involve HR in the development of these plans?
Explain the importance and limitations of demand and supply forecasting to the human resource planning process.
To what extent is it worth undertaking HRP activity in the face of economic and business uncertainty?
How successfully have contemporary approaches to HRP addressed the criticisms levelled at traditional HRP?
To what extent is this programme likely to reduce turnover?
In what circumstances might Asda find it difficult to retain staff and what could they do about it?
What do you see as the key differences between recruitment and selection?
What experiences and skills do you possess? What are your expectations of salary?To what extent are you confident that there is harmony between your two answers when considered against factors currently influencing your labour market?
What are the key advantages and disadvantages of using the Internet for recruitment?
How much time does it take an individual to obtain details about a post, consider the details received and complete an application which attempts to match the requirements of the post against that individual’s experiences and qualifications?Why is it important for an organisation to be aware of
What are the main benefits and drawbacks of telephone interviews?
What methods could have been used to monitor the effectiveness of the recruitment campaign?
What could be done to integrate national and regional recruitment?
What are the benefits and drawbacks of including peer assessment as part of the selection process?
What factors need to be considered before introducing peer assessment?
What are the key advantages and disadvantages to DHL Aviation (UK) of adopting this competency-based approach?
What other issues need attention to ensure that the competency-based approach is effective?
To what extent is the use of the Internet challenging more traditional methods of recruitment and selection?
Why have interviews remained so popular and what steps can be taken to improve their effectiveness?
What can an organisation do to minimise potential indirect discrimination during the recruitment and selection process?
Should the absence or weakness of a ‘business case’ for eliminating unfair discrimination and disadvantage absolve managers from trying to do so?
For each of the ten points, assess whether your own organisation (or an organisation you are familiar with) has adopted these good practice guidelines.
Where would you place your organisation on the sliding scales described above?
In which category in Table 7.1 would you place your organisation?
Does monitoring take place in the university or college where you are studying? If so, how is the data collected and what happens to it?
Draw up a list of the equal opportunities initiatives in your organisation (if you work fulltime or part-time) or an organisation with which you are familiar (if you are a full-time student). Your list does not need to be exhaustive, but try to include initiatives additional to the examples already
Which of the initiatives have arisen because of legal requirements and which have been introduced out of choice (i.e. voluntarily)?
Select one or two of those initiatives that have been introduced voluntarily and assess the influences that led to the initiatives being adopted. These could be internal or external pressures.
Look again at the questions raised in President Johnson’s analogy. What would you do and how would you justify it?
Consider whether your own employing organisation, university or college operates practices that might support institutionalised discrimination.
Have you directly experienced treatment you considered unfair? If so, what did you do about it? What other options did you have?
‘We don’t employ people over 50 years old because they find it difficult to learn new skills.’This statement was made by a training manager in a call centre. Comment on the statement using the concepts of stereotyping, prejudice, social justice and the business case.
What is the purpose of equal opportunity policies? Why do they sometimes fail to live up to expectations?
Without looking back through the chapter, give at least one example of a workplace initiative from each of the following approaches:(a) the sameness perspective;(b) the collectivist strand of the difference perspective;(c) the individualist strand of the difference perspective.
‘Everyone is unique. Everyone is an individual. As a manager you should treat them as such.’ If you were being critical of this opinion, what points would you make?
The Fire Service in the UK has been described as institutionally racist, sexist and homophobic.What does this mean? How would you evaluate whether such a description was legitimate?
Evaluate Dave’s attitude using your knowledge of the social justice and business case arguments.
Evaluate the recruitment procedure used in this instance, drawing upon your knowledge of equal opportunity best-practice guidelines.
Does Dave treat people according to principles of sameness or difference?
Assess whether or not there is evidence of institutional discrimination at Safe Future Finance.
What are the implications of the issues raised so far in this chapter for your own learning and development needs? How would you attempt to meet these needs? In the light of this, what would you seek from any prospective employer?
From your own experience and observing others’ behaviour, how do adult learners differ from young learners? What are likely to be the implications for human resource developers?
On your own or in a small group, return to the section ‘The changing world of work and organisations’ and identify the higher-order thinking skills it suggests are now needed in organisations. Where would they be classified in the various classifications above? What does this tell you about
What are the implications for your effectiveness, or potential effectiveness, as an employee, of your personal development so far?
How do you envisage your future career? How will it be likely to differ from the career of your parents’ and grandparents’ generations?
What are the implications for your learning and development needs?
Have you had, or been, a mentor? What does your experience suggest would be the benefits of a mentoring programme in an organisation? How could it be made to work effectively?
What do human resource managers need to know about learning and development and how they take place? Draw up a list of questions that they could ask a learning specialist.
How can practical knowledge be developed in an organisation?
How might Iearning transform an individual? What are the implications of such transformation for an organisation?
What are the implications for an individual’s career of new flexible forms of organisation?
The chapter has highlighted two controversial issues for discussion. What other thorny issues do learning and development in organisations raise?
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 might also contribute to your continuing professional development portfolio.
Find yourself a mentor If you are not fortunate enough to have a mentor already, then find yourself one. Phillips-Jones(1982) suggests the following steps:● Identify what (not who) you need.● Evaluate yourself as a prospective protégé.● Identify some mentor candidates.● Prepare for the
How can you make and keep yourself employable?● Assess your present employability.● What do you need to do to achieve, maintain or improve this?● What would be the implications for the nature and quality of your life overall if your career proved to be flexible and/or fragmented?
Review and make plans for your career development To make effective plans for your future development, you need to be aware of how you have arrived at where you are and become who you are.● Write a brief story of your life and career to date. Why and how have you become who you are today? What
Will effective recruitment alone address the smaller organisation’s need for effective and flexible employees?
What are the difficulties that face small businesses that want to develop their staff?
How might they address these difficulties?
What benefits would they gain if they were able to do so?
Bearing in mind the need to restrict costs, what steps would you suggest that Ms Thomas could take in the future to make her employees more flexible than they are at present?
What steps could she take to develop the new project coordinator further?
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