Human Resource Management 11th Edition Derek Torrington, Laura Hall, Stephen Taylor, Carol Atkinson - Solutions

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Consider how difficult it would be for any MNE to ensure that the design and conduct of all the potential talent management practices shown were the same across all of its geographical operations.• Which practices would it be easy, desirable, or not, to integrate globally across international
The global Covid-19 pandemic was an opportunity for HRM specialists (Collings et al, 2021), but also a problem for global talent management: the restrictions on global mobility and the consequent problems for airlines meant that moving people around the world, even as part of GTM, became more
• When might each of the four philosophies or approaches to talent management become more or less important?• What might be the cross-cultural difficulties of a star talent philosophy?• How might the internationalisation process of an organisation lead to the creation of new‘pivotal talent
In co-opting the idea of employer branding, have IHRM professionals truly understood the underlying marketing research – have the ideas been transposed sensibly?Once they begin to import ideas about brand and draw upon marketing and communications expertise, where should these new
In the light of what you know about IHRM, how easy do you think it is to manage a global employer brand? What issues would an IHRM professional expect to have to manage? To answer this, analyse the HRM activities of an organisation (yours, perhaps) across a series of countries, and answer the
How easy do you think it is to manage a global talent management strategy? What issues would an IHRM professional expect to have to manage? To answer these, analyse the HRM activities of an organisation (yours, perhaps) across a series of countries, and answer the following questions:• How
The development of a GTM perspective implies much closer alignment between the traditional expatriate management / international mobility function and more generic HRM activities.• How might HRM functions try to structure and manage these new broader functional responsibilities?• Would these
Are global integration and local responsiveness useful concepts when it comes to the design and export of talent management practices?
Is it possible to create an employee value proposition on a global scale?
Is it ever possible to develop a global talent management system?
How are organisations to encourage globalisation?
What difficulties might organisations face in building international HRM networks?How might these be overcome?
Before we discuss some of the strategies involved in networking, reflect back on some previous important discussions:• We introduced two theoretical perspectives around the notion of organisational capabilities – the knowledge-based or organisational learning view of the firm, and relational
The IHRM literature gives much attention to the bounded transfer of HRM practices across subsidiaries, the importance of relationships to knowledge management, and the role of social capital. It also draws attention to the different types of tacit knowledge that need to flow across subsidiaries.
There have been many calls for new directions in IHRM research from within this tradition.In particular, they ask that practitioners and researchers alike think about:• the value of international assignments in terms of building individual social capital and individual careers relative to that of
Whether global knowledge and insight can be transmitted through a sender–receiver model,or requires social learning, has very important implications for many of the topics discussed in this chapter. What would be the implications for the way in which each of the following must operate?• Centres
Imagine you were responsible for bringing together a group of people or an important project needed to help develop or implement a major global programme.• How might you use ideas about networks to decide who must be involved?• How will these individuals work together, and build global
Take the perspective of an employee who works as an expatriate or short-term assignee.• What are the potential risks for them of working ‘globally’ in terms of ensuring the management of their performance and talent?• What other potential risks and rewards might they experience?
Should apprenticeships be restricted to the under 25s? List your arguments for and against and justify your conclusion.
Daphne Jones has recently been appointed as Personnel Manager of the Cavendish Hall Hotel, a 200-bedroom, four-star country house hotel located in rolling hills a few miles south of a major northern industrial conurbation. The hotel provides a wide range of conference and banqueting facilities and
Consider a change which you instigated either at work or in your personal life. Then consider a change that was forced upon you in your work or personal life. For each of these situations identify the emotions that you experienced and how you dealt with them.
For this exercise you need a cooperative, interested relative, or a very close friend, who would welcome interview practice.1. Follow the sequence suggested in Table 10.2. to give your partner practice in being interviewed for a job, and giving yourself practice in interviewing and note taking.2.
Why are the developments discussed affecting some industries more profoundly than others?
We have argued in this chapter that leadership models developed from American research may not be effective in other contexts, even other western contexts such as Europe, and certainly not in Asia and Africa. Here we go further to consider whether integration of leadership concepts from elsewhere
How can organisations create an environment where employees can be more open about their reasons for absence?
How might an organisation with high levels of presenteeism tackle this problem? What difficulties might be encountered in trying to reduce levels of presenteeism?
Until recently Arthur and John worked as service engineers in a business that supplied deep cleaning equipment to the catering industry to service the company’s equipment on customers’ premises. Because of growing public concern about hygiene in industrial kitchens, the company is expanding
We have noted that some organisations link improvements in absence levels in their departments to managers’ performance assessments and performance related pay.1. What are the potential advantages of this approach?2. What are the potential problems?3. How else might managers be encouraged to
To what extent do you consider that absence statistics underestimate the extent of absence in the UK, and why?
In your own organisation consider the approaches by which sickness absence is minimised in terms of proactive ill-health prevention methods, discouragement of sickness absence and encouragement of appropriate attendance:1. Where is the emphasis in terms of approach?2. Why do you think this is?3. Is
It could be argued that encouraging employees to engage in exercise and keeping fit will improve their work motivation and sense of well-being, and that this would reduce absence. To what extent do you agree with this notion?
What is your understanding of employee engagement? How important is an agreed definition?
Labour turnover is generally low during recessions, but it increases substantially in firms which get into financial difficulty. What factors account for this phenomenon?
During the 1990s negative impressions about employment at the McDonald’s restaurant chain were fuelled in the UK, as elsewhere, by the growth in usage of the term ‘McJob’ as a generic label for low-status occupations. The term first appeared in 1991 in the bestselling novel Generation X
Why do you think labour turnover rates are so much higher in some industries than others? Make a list of the different factors that you consider may account for variations.
Why has interest in employee engagement as an idea increased so much in recent years?
Think about jobs that you or members of your family have left in recent years. What were the key factors that led to the decision to leave? Was there one major factor or did several act together in combination?
The case for arguing that pay rates have a relatively minor role to play in explaining individual resignations rests partly on the assumption that other elements of the employment relationship are more important. It is argued that people will ‘trade in’ high pay in order to secure other
Think of jobs where it is difficult to disentangle the performance of the individual from the context of the work. How would you focus on the individual’s performance in these situations?
‘What right does he have to ask me questions about my motivation and objectives? I come here to do a job of work and then go home. What I want to do with my life is my business.’ How would you react to that comment by someone who had just emerged from an appraisal interview?
On the internet visit www.yougov.co.uk. This is sponsored by the British government to measure public opinion on a variety of matters of public interest and to demonstrate expertise in polling. Navigate to Five recommendations to improve employee satisfaction surveys. Read their suggestions and
What do you think of the following openings to appraisal interviews heard recently?1. ‘Well, here we are again. I’m sure you don’t like this business any more than I do, so let’s get on with it.’2. ‘Now, there’s nothing to worry about. It’s quite painless and could be useful. So
In what situations have you seen outstanding individuals depress the performance of a team where the other people were demoralised by the dominance of that individual? How do you cope with this?
Think of a major change which you have experienced at work, university, school or in any other organisation. (You may even consider your family to be an organisation.)Consider all of the different aspects of that change and then draw a table similar to Table 16.1 and allocate the different aspects
For which of the following would an attitude survey questionnaire be an appropriate method of finding out the information required:1. The most popular dates for a company close-down at Christmas;2. Whether employees are in favour of a proposed merger with another company;3. Suggestions for
‘Change has to be planned and dictated from the top otherwise the organisation would be out of control.’ Discuss reasons for agreeing or disagreeing with this statement.
‘Avinor’ was created as a government-owned private company from the governmentadministered civil aviation authority (Luftfartsverket) in response to economic challenges in the whole of the aviation industry. A major change initiative ‘Take-off 05’ was implemented to promote the survival of
‘Organisation Development loses its unique contribution to the organisation if its humanistic values base is diluted; and this unique contribution is too important to lose.’ Discuss reasons for agreeing or disagreeing with this statement.
1. If you work, or have worked, in an organisation, think of two or three organisation changes and identify both the intended and unintended impacts of these on different parts of the organisational system.2. Alternatively think of two or three changes in school, university, sports teams, family or
1. In your own organisation how is training/development shared out between employees?2. Is there an explicit rationale for this? And if so, what is it?3. How would you explain the spread of training?4. If you are not currently in employment choose five consecutive editions of People Management and
‘Both the UK as a whole and organisations themselves would benefit if the government adopted a more interventionist approach to training.’• Do you agree or disagree? Why?• How might this intervention be shaped?
For Bendy Ashfield, Apprenticeship Manager at the Royal Opera House, ensuring the apprentice induction met the needs of the new incoming recruits meant taking on board feedback from previous apprentices and making changes to aspects of the process, with positive results:Bendy explained that
Using an IiP-accredited organisation with which you, or someone you know, is familiar, consider the following:1. How did the process of gaining accreditation impact on employees and managers?2. What type of changes were experienced as a result of IiP accreditation?3. Analyse the overall benefits
Try an experiment: On the Internet search and locate the full set of management standards.1. How easy was it to complete this task?2. What difficulties did you experience with this task?3. What recommendations would you make for improving access to the standards?
Research the use of behavioural competencies in your own organisation (if they are used), or one with which you are familiar.1. What are the advantages of their use?2. What are the disadvantages?3. Compare views, if you can, from members of the HR function, line managers elsewhere, other
Write learning objectives for the following individuals who are experiencing problems in their performance:1. Tina, who always dominates meetings, and neglects the contribution of others.2. Brian, who has never carried out a selection interview before, and is very unsure of how to go about this.3.
If learning is an individual process, why is so much training done in groups? What are the implications of moving towards more individualised learning?
Micropower is a rapidly growing computer software firm, specialising in tailor-made solutions for business. Increasingly, training for other businesses in its own and other software packages has occupied the time of the consultants. Micropower sees this as a profitable route for the future and such
1. If you have not already done so, obtain the Honey and Mumford questionnaire and work out your strongest parts of the learning cycle. Or alternatively, log your learning opportunities and behaviour over, say, a two-week period to get a sense of which parts of the learning cycle you are stronger
Discuss the view that the role of the trainer/facilitator is critically important in the effectiveness of a training programme.
Identify a management skills area that you need to develop. (You may find it particularly helpful to choose an interpersonal area, for example assertiveness, influencing others, presentation, being more sociable, contributing to meetings, helping others.) Keep a learning diary over the next few
Listen to the BBC Radio 4’s The Bottom Line episode entitled ‘Lonely at the Top?’ first broadcast on 17 March 2016. A podcast can be downloaded from BBC.co.uk/bottomline.1. How are the terms ‘mentor’ and ‘coach’ differentiated and what other labels are used for this relationship?2. In
‘Talent development programmes targeted on the high-potential few are very divisive. Recognising the different talents of each employee and enabling everyone in the organisation to do their best is a much healthier approach and more likely to result in employee engagement and the long-term
Hayfaa Tlaiss and colleagues (2017) carried out 17 exploratory in-depth interviews with partners and managers in this multinational firm. Here is a flavour of some of their findings:Talent definitionsThese varied and included ‘the young ones’, ‘high potential’ individuals, ‘those who show
1. How does your organisation define talent? (If you are a full-time student read one or two relevant cases in People Management and interpret these as ‘your organisation’.)2. Is this definition explicit or implicit?3. What are the advantages and disadvantages of the approach taken?4. Provide
1. In your own organisation what is the balance between growing and buying-in talent? (If you are a student, choose a case organisation from People Management magazine or elsewhere.)2. How well does this balance work? Provide evidence for your conclusion.3. What might be the disadvantages of an
How would you evaluate the success of international assignments? Give reasons for your approach.
We noted above the difficulty that high flyers may experience later in their career.What other developmental activities would you recommend for such employees? Explain why they would aid long-term career success.
Think of things you have learned in the past and identify whether the learning was comprehension, reflex, attitude development, memorisation or procedural. How would you classify learning for the following:• Swimming• Selection interviewing• Learning Mandarin• Calorie counting in a diet•
How would you rank (from 1 to 3) the relative importance of the coach being (a) Expert in the protégé’s job, (b) Older than the protégé (c) The direct line manager?
What do the following sets of initials mean: DHSS, RADAR, HMRC, LBW, UNESCO, A&E?
What are the career anchors held by members of your group? What anchors have changed?
Despite plenty of evidence that demonstrates how beneficial two-way information sharing can be for organisations, only a minority of non-union employers operate formal systems. Why do you think this is? What are the likely consequences? What arguments would you use to persuade a team of managers of
Why do you think employers in the UK are more reluctant to involve employee representatives in strategic decision making than is the case in a country such as Germany?
Kaufman (2013) reports a study of the Delta Air Lines employee involvement programme, which forms part of the organisation’s attempt to maintain a high-commitment model of employment relations. In essence, Delta sees employee involvement as a way to improve efficiency and communication and to
In many European companies works councils or enterprise committees tend to be dominated by trade unions, even where a majority of the staff are not members. Why do you think this is? What do you think are the major advantages and disadvantages of trade union representatives also acting as works
How far do you agree with the view that information sharing barely constitutes employee involvement at all?
In what ways would you like to see increased or decreased employee involvement in your organisation, and why?
Substantial and growing groups of people in the UK work under atypical sets of terms and conditions, for example on casual, zero-hours or agency contracts. As a rule, such staff are usually classed as ‘workers’ rather than ‘employees’ because they are not deemed to be working under
How far do you think that UK discrimination law is effective in achieving its aims? What could be done to make it more effective?
All around towns across the country brightly coloured posters proclaim the imminent arrival of Geraldo Pecorino’s traditional, family, travelling circus. Geraldo’s round red face smiles out inviting all to gaze and wonder at Alice and Maximillian’s amazing feats on the flying trapeze, to gasp
Consider the working activities of some of your colleagues (and perhaps your own working activities).What examples are there of behaviour that you feel justify dismissal? Make a list of your ideas and check them when you have finished this chapter and see how many might be classified by a tribunal
Should all unfair dismissal rights be extended to people who are not employees who have completed two years’ service?
Some North American companies evaluate the individual performance of all their employees each year and use the scores to rank everyone in a particular department or division. They then fire the bottom 10% as matter of policy. The approach is known as ‘stack ranking’.Can you explain why such an
To what extent do you agree with the view that employment regulation now imposes so many restrictions and costs on employers as to make businesses based in the UK and other European countries uncompetitive internationally?
Draft a health and safety policy for your organisation. Include information about:• General policy on health and safety.• Specific hazards and how they are to be dealt with.• Management responsibility for safety.• How the policy is to be implemented.
What is your view of the opt-out arrangement maintained by the UK? Should employers be able to make it a condition of employment that new starters sign such an agreement? Aside from the cost implications, what other disadvantages might follow from an employer perspective were opt-outs to be
Where do you stand in this debate about employment legislation? Does it serve to underpin economic prosperity or reduce international competitiveness? What further measures would you welcome and which would you oppose?
Talk to people you know across a range of socially defined groups – gender, race, disability and older workers, for example. What are their experiences of discrimination in the workplace? To what extent do you think equality for these groups is offered?
To what extent are equality of opportunity and diversity and inclusion mutually supportive?
Hennekam et al. (2017) investigate the challenges of implementing diversity policies designed in a Western context in the Middle East and North Africa (MENA). They argue that there is often a clash between policies designed with a Western frame of reference and the priorities or modes of operation
Consider the equal opportunities and diversity and inclusion policies in your own organisation, or another with which you are familiar.1. To what extent does practice match policy?2. Explore the reasons for the achievement of a match or mismatch.
How important is to build both diversity and inclusion into organisational approaches?
Prepare a strategy for diversity and inclusion that would be appropriate for your organisation, or one with which you are familiar.
What incidents have you experienced or heard about where the location of the interview was clearly unsuitable for the nature of the encounter?
For a group, select a news report about a disagreement between parties, about which people in the group have at least a superficial knowledge. What would be a fruitful approach to settlement for a mediator to adopt.
In the managerial folklore about discipline there is a type of stereotypically problematic employee which one consultant described as the professional weeper. In other words, some people respond to any dissatisfaction being pointed out by an acceptance that they never have been any good at anything
For an individual, think of a situation in your own life where you tried to help settle an argument by acting as honest broker. What would you now do differently?
Do individual grievance and disciplinary procedures weaken trade union organisation in a workplace by enabling the management to deal with employees individually rather than having to face the potential strength of collective action and representation?
In 1791 Edmund Burke, a British statesman, said, ‘He that wrestles with us strengthens our nerves, and sharpens our skill. Our antagonist is our helper.’ Do trade union officials help HR managers by strengthening their nerves and sharpening their skill?

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Human Resource Management 11th Edition Derek Torrington, Laura Hall, Stephen Taylor, Carol Atkinson - Solutions

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