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human resource management
Human Resource Management A Contemporary Approach 8th edition Julie Beardwell, Amanda Thompson - Solutions
Are American firms inherently anti-trade union? Does the decline of welfare capitalism indicate a parallel decline in more sophisticated approaches to HRM?
What factors enable organisations that adopt ‘low road’ practices to attract and retain staff?Why are organisations that adopt ‘low road’ strategies successful?
Do you think that trade union substitution practices such as those associated with welfare capitalism are sufficient to sustain a union-free environment in a firm?
During a period of globalisation or contemporary convergence, is it possible to argue that country-of-origin effects remain significant indicators of MNC behaviour?Why might MNCs seek to disguise or change their country of origin?The emergence of a global perspective?
Consider a well-known multinational firm, such as McDonald’s or Jaguar Land Rover.How strong is the country-of-origin effect?What factors led you to draw this conclusion?
Is comparative HRM a subject?A question of definition.How is comparative HRM substantively different from international HRM?Are these differences of any relevance to HR practitioners and potential HR practitioners in MNCs or domestic firms?
Think of multinational firms with which you are familiar, maybe from the locality where you are studying or your own country of origin. Think about how a ‘traditional multinational’ becomes a multinational and contrast this with the emergence of ‘born global’ firms?What are the implications
What are the key differences between the EWC and ICE directives?
Why has trade union membership fallen over the last 30 years or so, and do unions still serve a useful purpose?
Which approach to voice is more aligned with HRM – employee involvement or participation?
Why might management resist moves to greater industrial democracy?
What are the main trends in representative participation since 1980?
Explain how pay related to contribution differs from both individual performance-related pay and competence-based pay.
Identify an organisational context in which job family structures are likely to be beneficial. Why are job family structures suitable in this context?
In a grading structure, why are the salary points at the top of one grade and the base of the next grade invariably designed to overlap with one another?
Identify the key features of the legislative framework affecting pay practices.
Suggest why strategic approaches to reward appear to be challenging for organisations.
Explain what reward specialists mean when they use the term ‘variable pay’.
Discuss the significance of non-financial rewards in times of pay restraint.
What is meant by the term ‘smart rewards’?
Automatic increments based on length of service are not at all meritocratic as they fail to recognise ability or talent and instead perversely reward age. How is pay progression based on length of service permissible given the anti-age discrimination provisions of the Equality Act 2010?
Thinking about the scale/size and the diversity of role and occupations in both the NHS and the HE sector, what types of process do you think are now more easily facilitated following the introduction of a single pay structure?
What do you think is the rationale for the government’s decision to only make it mandatory for employers to pay the National Living Wage to employees over the age of 25? Is the cost of living cheaper for the under 25s in employment or was the government worried about a backlash from business, and
It would appear that reliance upon the three requirements for equal pay claims (same or equivalent establishment, same employer and equal work) has proved limited in the progress towards equal pay. Do you consider that the reporting mechanism improves the situation?Consider an organisation of which
Fat cat pay is a price worth paying as the bountiful rewards given to a few secure the livelihoods of many.
Reflecting on practice in your own organisation or one with which you are familiar, assess the reward decisions the organisation appears to have reached.What reasons do you think lie behind each of these decisions?
What would you say are the essential components of a strategic approach to reward?If you are employed by an organisation which claims to follow a strategic approach to reward, what evidence can you amass to demonstrate that the approach is truly strategic?
Despite best efforts, the pace of change in markets and organisations is so rapid that it is conceivable that reward strategy is never, or hardly ever, aligned with organisational goals – is this a view you share? If so, why should we bother to try to be strategic about reward?
How is base pay set and reviewed within your own organisation?What proportion of employees in your organisation has their base pay determined by either the National Minimum Wage rate or the National Living Wage rate?
To what extent do you think the solutions to the labour problem suggested so far are, in whole or in part, a reflection of management’s inability to clearly determine the ‘effort’ side of the bargain?Can you think of more effective ways of ‘measuring’ the labour process and allocating
In which contemporary work situations would you consider the brain still to be ‘under the worker’s cap’?Thinking about the contemporary sphere of work, would you expect to see more or fewer work situations where the brain is ‘under the worker’s cap’ than in the first half of the
In what ways would you imagine that the seismic shift away from a pure subsistence existence to a consumerist society has impacted workers’ attitudes to financial reward for work carried out?Explain why the shift raises problems and dilemmas of control within the workplace.
What factors would you take into account if you were designing an approach to performance management?
What new challenges will organisations face in managing performance in the years to come?
What are the theoretical links between HRM and performance appraisal?
What role do you envisage for ICT in the management of performance? Are there any associated risks?
Why has performance appraisal been so severely criticised?
What are the organisational advantages and limitations of performance measurement?
At first glance these international standards may seem somewhat detached from HR practice, but think about the ways in which these national standards (limit temperature rises to 1.5°C, adapt to adverse implications of climate change and make finance follow considerations of reducing greenhouse gas
What features distinguish an ageing workforce?How, if at all, might these affect an organisation’s approach to managing performance?
What features distinguish a diverse workforce?How, if at all, might they affect an organisation’s approach to managing performance?
What factors would you need to take into account when managing performance across national borders?
What might be the advantages and limitations of 360-degree appraisal?
What are the strengths, limitations and ethical issues that might arise from checking an employee’s presence on social media?
Consider performance management systems with which you are familiar. To what extent do they conform to the issues raised in the ‘Performance management is . . . ’ column?What might the consequences of any non-conformance be for the organisation and those who work there?
What strategies and approaches would you advocate organisations to develop in an effort to eradicate disengagement? Are some employees inherently disengaged?
What evidence would you cite to support the proposition that engaged employees play an important role in impacting the bottom line profitability of organisations?
What role can HR and L&D practitioners play in engendering employee engagement as a means for improving organisational performance?
How far do you agree with the assertion that employee engagement is the latest fad in management thinking? Use related academic material to support your argument.
Given that different studies use different definitions of employee engagement and identify different sets of drivers for employee engagement what challenges may arise in attempting to measure levels of employee engagement?
Based on your experience of working with employees from other nations, would you consider there are international differences in levels of engagement or the antecedents to employee engagement?How would you explain the differences?
Think of a time when you have been highly committed to excelling at a particular task or project.Were you engaged with the organisation and committed to the task, or just committed to the task?
Do the recent changes make life easier or more difficult for CIPD-qualified, ethically minded HR practitioners? Justify your response.
Do the unfair dismissal rules actually promote fairness, or is the reasonableness really just a perversity test? Can unfair dismissal rules be seen merely as part of the ‘symbolism’ of employment law?
Should ‘zero-hours’ contracts be acceptable in the twenty-first century? Justify your response.
How can the efforts and ability of employees to undermine ‘unilateral’ changes to employment contracts needed to encourage flexibility be justified?
Organisations are increasingly turning to OD as a technique to manage everyday change. Imagine that you are the HR practitioner responsible for OD processes. What would you do to ensure that you were appropriately skilled?
List the different methods and techniques used within OD. How would you evaluate their effectiveness?
What are the challenges and issues that face OD in the coming years?
What are the important issues to consider in developing OD expertise in your organisation?
Who are the stakeholders in OD? Where can they support or block the process?
To what extent can OD support the business strategy?
What do you understand by the term ‘organisational development’?
What are the challenges and issues that face LMD in the short term and in the long term?
What factors should be considered when devising and implementing an LMD policy?
Identify the key stakeholders in LMD? What positive and negative influences can they have on the process?
How does LMD support the business strategy?
What do you understand by the term ‘leadership and management development’?
What difficulties might such a quota system present for resourcing an MNC based overseas?
What are the relative merits of in-house ILMD versus the external recruitment of leadership talent?
List what you believe to be the ways in which LMD might evolve over the next 10 to 15 years. Add a short sentence against each point to explain your reasoning.Discuss your ideas with a colleague(s). How do your ideas compare with theirs?
Prepare a list of those who are responsible for your development.How clearly are their roles delineated and communicated?How effective is the support you receive?How can you clarify and improve the roles of stakeholders in LMD in your organisation?
One example of how leadership competences can inform LMD is the NHS’s leadership framework. Explore the framework from the following link:http://www.leadershipacademy.nhs.uk/discover/leadership-framework/. In particular, notice the competence-based language that is used in the examples offered at
Locate the National Occupational Standards for Management and Leadership at www.ukces.org.uk.Which category is most relevant for your occupational specialism?Could you find one that fits?
How would you summarise the UK’s current skills policy?
Why do most organisations neglect the evaluation of L&D? What evaluation techniques have you used or been subject to?
What are the benefits of investing in processes of evaluating the impact of training and learning on organisational outcomes?
Consider an off-the-job learning experience you have had recently. Did you enjoy it? Did you learn something that you were able to apply to your job on return to the workplace? If it was successful, what contributed to this? If it was unsuccessful, why do you think this was the case?
‘Mentoring is an empowering process.’ To what extent do you agree with this statement? Are there other possible interpretations?
Is mentoring a byword for coaching? If not, how do the two practices differ?
How idealistic or cynical are calls for activities such as mentoring and coaching in today’s flexible organisations?
In what ways might learning and development interventions support the business strategy?
To what extent do the learning theories discussed in the first section of this chapter inform the design and delivery of learning interventions in your organisation or organisations with which you are familiar?
How would you explain the term ‘employability’? How might individuals acquire greater employability?
What are the key differences between learning and development?
Read through the scenarios below, which all concern discrimination on the basis of religion.Scenario 1 – The airline check-in desk workerAn airline has a strict uniform policy that prohibits the display of any jewellery. Ms E is a devout Christian and started to wear a small plain silver
Who should take prime responsibility for an individual’s career development?
How has the structure of demand for labour changed over the last three decades or so?
Explain why rates of labour market participation vary between ethnic minority groups and within groups.
Explain why gendered occupational segregation, time segregation and vertical segregation persist in the UK in the twenty-first century.
1. What are the benefits of Nissan’s approach to employee retention?2. What factors should other organisations, wanting to adopt a similar approach, need to consider?3. What impact might Britain’s decision to leave the European Union have on employment at Nissan?
Evaluate the key factors likely to influence selection decisions.
In the face of increased competition for key talent why do many organisations still fail to ‘grow their own’?
Imagine you are responsible for selecting operators to work in a contact centre.• Prepare a set of behavioural questions suitable for the interview. You are looking for evidence of strong social skills (e.g. good verbal communication, positive attitude, good sense of humour, energy and
Think about a place where you have worked or an organisation with which you are familiar. How relevant are these perspectives to the approach used in that organisation?To what extent will the approach to talent management adopted by an organisation influence your decision about whether to apply for
1. Why do you think the skills shortages referred to in the case are reportedly most acute in the electricity, gas, water, construction, transport and manufacturing sectors?2. To what extent do you think it is fair for the government to criticise employers for not doing enough to train workers and
Who have been the main beneficiaries of changes in the labour market since the 1980s and who have been the main losers?
Why have levels of job intensity increased in recent years?
• The NHS Constitution for England cited in the segment, is but one intervention that has affected the working lives of public sector professional workers, can you think of others?• Carry out some preliminary research on the TEF (Teaching Excellence Framework) and the REF (Research Excellence
• Discuss with fellow students your perceptions of your own job security or insecurity generally in the current economic climate.• What factors influence your assessment?• To what extent do you think the UK’s decision to leave the EU has impacted employees’ perceptions of their job
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