Human Resource Management A Global And Critical Perspective 2nd Edition Jawad Syed, J; Kramar Syed, Robin Kramar - Solutions

Unlock the full potential of "Human Resource Management: A Global and Critical Perspective, 2nd Edition" by Jawad Syed and Robin Kramar with comprehensive resources at your fingertips. Access online solutions and answers key, including a detailed solution manual and solutions PDF, to enhance your understanding of the textbook. Delve into solved problems and step-by-step answers to tackle questions and answers with ease. Benefit from the instructor manual and test bank for a thorough grasp of chapter solutions. Experience the convenience of free download options to elevate your learning journey with this essential resource.

Mrs Punter recommends a skills audit of existing staff to enable a small organisation to promote from within. What else would you suggest it could do?
Mr Jones recognises that employees have to learn from their mistakes. What would you suggest a small organisation could do to prevent that approach proving disastrous?
As an employee in a small organisation, what can you do to develop yourself further?
Consider your own development needs. What would you need to do to acquire skills and knowledge for your career development in five years’ time?Now consider what you think bar staff in a large hotel and a classroom assistant in a primary school might need to further their careers.
Which parts of the HRD training cycle are likely to be less effectively implemented and why?
What difficulties could there be in analysing training needs?
The most common way training needs are discovered in organisations is when a problem occurs or a key employee leaves. This is a very reactive approach and is not assessing, analysing or predicting training requirments. Unfortunately, this is all too common in many organisations.Can you think of an
What difficulties and criticisms could be levelled at unions and private companies having sole charge of training initiatives?
What weaknesses and strengths can you identify in the competency-based approach?
The learning organisation is purely an aspiration, and can never be achieved in reality. How far would you agree with this statement?
What are the advantages of organisations adopting a learning organisation or knowledgebased approach to HRD? What difficulties could possibly develop in the implementation and operation of these systems?
Examine the experience of those countries mentioned in the international section, and comment on whether Britain can learn from their policies and approaches.
What are the potential effects of government initiatives such as National Training Targets, Vocational Qualifications (S/NVQs) or the Investors in People award upon the human resource development of an organisation?
Divide into three groups. One group should identify the particular strengths of the French VET as compared with the British; the second should do the same for the German; and the third for the Japanese. Report back to the whole class.
Outline the strengths and weaknesses of the Investors in People programme. How does it fit in with government overall VET strategy? You may wish to contact your local IIP office or the national office: Investors in People UK, 7–10 Chandos Street, London W1M 9DE. E-mail:information@iipuk.co.uk
What steps would you follow if you were charged with devising an IIP programme for your company or organisation?
Does your organisation have a management development policy? If it does, how far does it reflect the aims listed in the extract above?
If it doesn’t have a policy, what has been the impact on management development outcomes?
Prepare a list of those who are responsible for your development. How effective is the support you receive? Does it need to be improved in any way?
Have you got a personal development plan? If you haven’t, make a mental note to discuss this with your boss at your next appraisal interview. If you have got a plan, when was it last reviewed? Is it still valid and up to date?
● List what you see as the pros and cons of Competency Based Development (CBD).● To what extent would CBD make a difference to the way managers in your organisation are currently being developed?● If your organisation already operates CBD, how effective has it been?
Have you recently experienced coaching – either being coached or coaching one of your own staff? List the benefits you or your staff felt they gained from the experience.
If you haven’t already done so, think seriously about finding yourself a mentor to provide you with support and guidance in your managerial role.
What arrangements have you made for your self-development?
Reflecting on the earlier sections of this chapter, can you spot an important issue arising from this statement by Syrett and Lammiman?
What arrangement have you made/are you making for your professional development?
To what extent are the problems facing the development of managers in small firms similar or different to those in larger firms?
Do you detect any barriers to women’s development in your organisation?
If time and/or circumstances permit, discuss your ideas with a colleague(s). How do your ideas compare with theirs?
To what extent is management development ‘failing’ to deliver anticipated outcomes in your organisation?
What do you understand by the term ‘management development’? Distinguish between management development, management education and management training.
To what extent does management development influence the human resource strategy in an organisation?
Who is responsible for management development? What are their roles and responsibilities?
What management skills and knowledge do international managers require? In what way do they differ from those required by UK managers?
‘To develop managerial effectiveness in today’s complex organisations means that the development of social political and emotional skills is just as important as developing functional capabilities’. Discuss.
List the different methods and techniques used to develop managers. How would you judge and evaluate their effectiveness?
Try to think of five contractual rights and five statutory rights that you have or that your parents or partner have in employment.
What types of employment might be offered on the basis of a casual, spot or zero hours contract of employment? What reasons might an employer have to engage an employee on a fixed-term contract of employment?
Ensure that you are clear on the differences between express, implied and statutory incorporated terms and conditions of employment. Check your understanding with a class colleague and the teacher.
At the end of the third point on continued sources of discrimination in the workplace the text refers to ‘this source of currently lawful discrimination in the workplace’. Is it fair and reasonable to argue that lawful discrimination actually exists?
In what ways is the exclusion and opt-out provision from the working time regulations fair and reasonable? Is your job included, excluded or opted-out?If your job is exempt or subject to an opt-out clause in your contract of employment, consider the implications for your employer if, in the future,
How is a contract formed in the following situations?(a) Buying a magazine in a newsagent’s.(b) An offer of full-time permanent employment.(c) The hiring of a subcontractor to perform maintenance work on a firm’s computers.
How does employment protection legislation actually protect full-time and part-time employees?
Do you think that the employment protection legislation provides for effective and reasonable protection of employees?
Does the university have to provide Jane with maternity leave and maternity pay? If so, why?
Is Jane an employee? Does it matter that she is a casual employee?
Does Jane have continuous service with the university?
Does Jane’s situation suggest that there might be a wider problem in the university? For example, would the apparently less than satisfactory situation concerning Jane’s employment go unnoticed if she had not become pregnant or if Jane was a male employee?
How will you rectify Jane’s situation?
Consider the role of HR in an organisation known to you. How closely does it fit with Ulrich’s model of the profession and its contribution to the business?
This section has proposed four broad perspectives of HRM. Which most closely corresponds to your interpretations of HRM and why?
Why hasn’t the adoption of HRM practices been more widespread in the UK?
Can you think of reasons why an intended strategy might not be realised? Why do strategies sometimes emerge?Illustrate your answers with examples from your own experience. If you do not have organisational examples, reflect upon your personal development so far.What factors have influenced your
What are the implications for multinational organisations if we assume a systemic view of strategy?
What are the implications for the HR professional involved in mergers and acquisitions?
Read the case study, Jet Airlines, at the end of this chapter. Which of the approaches identified by Whittington (2001) best describes Jet Airline’s approach to strategy formulation?
Why do you think it is important to consider the nature of strategy to aid our understanding of strategic human resource management?
Consider the reading you have done in Chapter 1 and draw your own model of HRM, demonstrating its theoretical and applied origins.● In what ways do you believe strategic HRM to be different from your model of HRM?● Would you make any alterations to your model to ensure its strategic nature?
In what way does Whittington’s typology (1993, 2001) of strategy impact on your understanding of ‘vertical integration’? You may find it useful to use Table 2.1 to guide your thinking.
How does the life-cycle approach contribute to your understanding of SHRM? How could Jet Airlines have prepared better for organisational renewal and industry changes?
What are the advantages and disadvantages inherent in the competitive advantage models?
Can you see any difficulties in applying them to organisations?
Chart the differences between the two theoretical perspectives identified in the discussion so far (contingency and configurational approaches). In what ways have these approaches contributed to your understanding of strategic HRM?
Having considered Torrington and Hall’s (1998) levels of vertical integration, which of these approaches to HR strategy represents your organisation’s approach to human resources?
Which approach to strategic management identified by Whittington (1993) could be used to explain the resource-based view of SHRM?
How does the resource-based view contribute to your understanding of strategic HRM?
What implications does the resource-based view have for operationalising human resource strategy?
How does Mueller’s view on the rational-planning approach to strategic management aid your understanding of HR strategy in practice?
How does the work of Hamel and Prahalad (1993, 1994) contribute to the RBV debate? Do you think the RBV model is appropriate for all organisational contexts?
A CIPD survey (Guest et al., 2000b) and a study by Guest et al. (2000a) drawing on the WERS survey (1998) both note that ‘human resource practices are not well embedded in a majority of workplaces’ with few organisations having in place ‘a coherent range of practices’ of the sort commonly
How can HR professionals demonstrate their business capability? What systems and measurement processes do they need to put in place in order to demonstrate the contribution of HR practices to bottom-line performance?
How do you think this tension between shareholders’ interests and senior management goals should be managed?
What recommendations on senior management reward strategies would you make?
How has BMW enhanced organisational performance through the implementation of Human Resource systems and practices?
Which approach to SHRM discussed in this chapter best explains BMW’s approach to strategic human resource management?
What human resources advice would you give to BMW, so that they can manage the consolidation stage of their strategy effectively? Which approach to SHRM has influenced your thinking and why?
In what way does an understanding of strategic management contribute to your understanding of strategic human resource management?
How would you differentiate human resource management from strategic human resource management?
Compare and contrast the best-fit and best-practice approach to strategic human resource management.
Evaluate the relationship between strategic human resource management and organisational performance.5 Why do human resources practitioners need to develop business capabilities?
Reflecting on the approaches to strategic human resource management discussed in this chapter:– the best-fit approach– the configurational approach– the resource-based view– the best-practice approach analyse the extent to which Ben Mahon has adopted a strategic approach to human resource
W. L. Gore and Associates provides an example of a company that displays some, but not all, of these characteristics of Sustainable HRM. It is an international company making 1,000 products and located in more than 50 countries. It is known for its innovative products and for being one of the ' 100
Omer Yilmaz was tiring. Having sat on Columbia Cardlnk's interview panel conducting graduate 'milk-round' interviews over the past five days at the company's London offices, he had become so accustomed to the str tured format that he could totally recite the standardised questions asked of all
A large organisation was found to have discriminated against ethnic minority applicants after an employment tribunal. Following a restructuring of the organisation, 100 new middle management posts were created. Approximately 30 per cent of employees are of ethnic minority origin, and currently 3
Kevin Gardner, the Chief Executive Officer of a New York-based luxury goods company, was planning to expand the company into China. As a consequence, they were looking for someone to lead the establishment of the company in China. The most promising candidate was Pam, a Harvard MBA and the daughter
On Monday morning at 7.30 a.m., Dr Hans was leaving his apartment, one specifically rented to expatriates, and was heading towards his office in Kuala Lumpur's central business district. On the way, he listened to the voice messages on his mobile phone, one of which was from the assistant of the
The beginning of post-dictatorial periods in Latin American countries was characterised by the creation of a nel democratic era. In the case of Brazil, it meant the creation of a whole new legal system under the 1988 Constitl tion. The country re-embraced democracy and started a new era of social
In an ideal corporate setting, the manager's feedback is supposed to help your employees realise the reasons for inconsistencies in their performance. Thus, feedback should facilitate employees' career growth. However, in most situations, the opposite happens. There are varied reasons. Most of the
When performance management first came in, it was seen as an initiative aimed at tightening control on the profession. Performance management would ensure teachers set annual targets that were deemed appropriate by the establishment, agreed by the schools, and overseen by local authority inspectors
Unhappy staff at Hyundai Australia have vented their frustration with management about their performance appraisal on Twitter. The boss of Hyundai Australia plans to confront staff and conduct 'an open discussion' about a barrage of negative comments on the social networking site Twitter. Hyundai
When Joshua secured a job as a junior staffer with a senior Australian government minister, he was delighted. The industrious 27 -year-old had studied economics, prior to gaining experience in marketing and working for a NSW State Government electoral office. Moving to Canberra was a great
You are the human resource managers of a major multinational corporation. What reasons would you give to argue for maintaining a global performance management system? What reasons would you use against establishing a global performance management system?
How has globalisation changed the nature of the performance appraisals in multinational corporations?
Explain the key differences between performance appraisal and performance management. Why do you consider that these terms are often confused in business, and what are the implications in practical terms of this confusion?
What are the challenges for giving feedback to employees from a different culture? How can you moderate these challenges?
If you were developing a performance management system for expatriate managers, what types of features and behaviours would you measure and what sorts of results would you look for?
'Performance appraisals are better than nothing.' Clarify what is meant by this statement.
Go to the University of Massachusetts,(UMASS) web site: http://www.umass.edu/humres/library/PMPGuide. \(\mathrm{pdf}\), and review the information about the performance management process for academic staff.
Assess the procedure and criteria used at UMASS and suggest the strengths and weaknesses of the system?
Compare and contrast the performance management at UMASS with the multinational healthcare company Medtronic. Website: http://www.medtronic. com/2010CitizenshipReport/total-employee/globallearning.html.

Showing 2200 - 2300 of 5068

First
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
Last

Human Resource Management A Global And Critical Perspective 2nd Edition Jawad Syed, J; Kramar Syed, Robin Kramar - Solutions

Step by Step Answers