Human Resource Management Theory And Practice 2nd Edition John Bratton, Jeffrey Gold - Solutions

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Conduct some research on the future of the Social Security programs (see the Web site www.ssa.gov).Based on your research, prepare a statement, not to exceed 250 words, that describes your view of the Social Security programs (e.g., whether they are necessary, their viability, or whether there
Explain disability benefits under OASDI. Compare it with workers’ compensation.
Explain the difference between executive pay with pay for nonexecutives.
List the main components of executive compensation packages.
Discuss with examples the principles and processes of setting executive compensation, including the key players and the theoretical explanations for setting executive compensation.
Summarize the executive compensation disclosure rules and the reasons why they have been established.
Concisely present the “say on pay” practice.
Briefly explain the executive compensation controversy as it relates to whether U.S.executives are paid too much.
Why do companies pay exorbitant compensation packages to their senior executives even though such an approach may not necessarily guarantee business success under their leadership?
Consult three recent articles (from newspapers,Internet news sources, or business magazines) on executive pay. Using these articles, describe the main issues and then your opinion about whether(or how) executive pay practices should change.
Discuss the six forms of deferred (stock) compensation.
Briefly discuss the current core compensation and employee benefits of executive compensation.
List and define each of the four groups of contingent workers and the reasons for U.S.employers’ increased reliance on them.
Discuss at least one compensation issue and one employee benefits issue for each of the four groups of contingent workers.
List the four categories of flexible work schedules.
Summarize one pay and employee benefits issue for flexible work schedules, compressed workweeks, and telecommuting arrangements.
Describe at least three reactions unions have about the use of contingent work and flexible work schedule arrangements.
Identify two strategic issues and choices companies have regarding the use of contingent workers.
Based on your observation of the market practices in your country, describe some of the approaches adopted by employers in building a flexible workforce.
How might telecommuting be implemented as an alternative work arrangement in your country?
Discuss flexible work schedules from the perspective of both unions and employees.
Summarize the four reasons international activities facilitate the attainment of competitive advantage.
Describe and explain the four preliminary considerations compensation professionals should take under advisement before designing international compensation programs.
List the three main components of international compensation programs, and provide a specific example of each one.
Explain the three approaches available to companies for setting expatriate employees’base pay.
Summarize the three types of incentive payments that are commonly used in international compensation programs.
Give a description of two standard employee benefits and two illustrations of enhanced benefits for U.S. employees.
Describe the issue of repatriation.
What are some of the challenges that a multinational company would need to anticipate if it wants to relocate one of its HCNs and their family to work in your country?
Allowances and reimbursements for international assignments are costly. Should companies avoid international business activities? Explain your answer. If you answer no, what can companies do to minimize costs?
Describe the four challenges that companies face in the development and the implementation of international compensation programs. How can a company prevent problems that are driven by repatriation?
Explain the headquarters-based method to calculate expatriates’ base pay. Which incentive might work better for this method?
4. To what extent, if at all, can we refer to a distinctive 'European' HRM model?
3. How realistic is it to envision an international HRM strategy?
2. To what extent will there be both convergence and divergence in the way European companies manage their human resources in the year 2000?
1. Discuss the major external changes which will have the most impact on HRM practices in the future. Explain the impact.
2. Outline the key aspects of international and comparative HRM and understand the limitations of current HRM research in this field.
1. Explain the evolving role of HRM in the next millennium.
Rose Peller, the newly appointed Chief Executive of East City Council, had a mandate to restructure the city's local government. One of her first tasks was to set up a quality committee of senior managers to transform the Council's culture, employee attitudes and performance. Her objective was to
6. What contradictions might be found in the twin goals of individualism and commitment on the one hand and team working and flexibility on the other?
5. Define collective bargaining structure and assess whether collective bargaining in Britain is too fragmented or too centralized to function effectively in enlarged European product and labour markets.
4. 'The growth and structure of British trade unions cannot be understood without reference to contextual factors.' Explain this statement.
3. To what extent, and why, can Japanese management techniques be viewed as a union exclusion strategy?
2. 'Management industrial relations strategies are the result of strategic choices.' Discuss.
1. What is meant by the term 'industrial relations'?
6. Summarize the structure and operation of joint consultation committees and some obstacles to employee involvement initiatives.
5. Understand the effects of employee involvement on organizational outcomes.
4. Explain different approaches to organizational communications.
3. Appreciate the importance of organizational communications in the HRM paradigm.
2. Describe the different dimensions of employee involvement and participation.
1. Explain why managers might want to increase employee involvement and participation.
5. 'Equal pay for women will be secure only when its justice is adequately understood and practised by men' (Wedderburn, 1986). Do you agree or disagree?
4. You are a manager, and the annual wage negotiations are being concluded.Management has acceded to the trade union's demand for a 9 per cent wage increase, and is now considering whether prices should be increased by 9 per cent to cover this increase. You are asked to comment. Without considering
3. What does job evaluation have to do with internal equity and efficiency?
2. What is job analysis? Why is it desirable and what problems are associated with its use?
1. What can a pay system do for:a. an organization, andb. an employee?
7. Explain the paradoxes and tensions in reward systems in relation to the HRM model.
6. Explain how governments intervene in the pay-determination process.
5. Evaluate the merits of alternative reward systems.
4. Describe the key determinants of pay.
3. Describe the job evaluation process.
2. Explain the importance of job analysis information.
1. Explain the key functions of reward management.
4. Understand the use of different assessment and appraisal techniques.
3. Explain the use of assessment and appraisal in performance management and employee development.
2. Understand contrasting approaches to assessment and appraisal.
1. Explain the purpose and uses of assessment and appraisal.
Meister Software UK is the British subsidiary of a German-owned world-wide network of software companies. Meister Software is the generic name for a range of software modules that provide a total information solution for manufacturing companies with turnovers of at least £50m. The British branch
5. '...appeal to their guts instead of just their brains'. How far do you agree with this view of graduate recruitment?
4. Should job descriptions be abandoned?
3. How can the predictive validity of the employment interview be improved?
2. Decision making in selection has become a two-way process. How can the decisions of applicants be improved?
1. How is organization strategy linked to recruitment and selection?
4. Understand the place of recruitment and selection as a stage in the formation of the employment relationship.
3. Explain the effectiveness of various selection techniques.
2. Explain the nature of attraction in recruitment.
1. Understand the place of recruitment and selection in HRM.
Read the following case study and prepare responses to the questions that follow. Please attempt to illustrate your responses with examples.JJJ Bank is one of the UK's major clearing banks. Over the last decade, the bank has faced an environment that is increasingly competitive and fast moving. The
6. How can competencies help organizations improve the management of careers?
5. What is meant by the 'flexible firm'? Explain the implications of the flexible firm for the management of human resources.
4. Should organizations faced with shortages of skilled labour 'poach' these workers from other organizations by bidding up wages?
3. What would be your response to the publication of figures which showed an aboveaverage turnover of students in a university or college department?
2. How is HRP linked to corporate planning?
1. 'When an organization is mapping out its future needs it is a serious mistake to think primarily in terms of number, flows and economic models.' Discuss.
5. Understand the use of competency-based approaches to planning individual development.
4. Explain the growing importance of career management in organizations.
3. Explain the difference between manpower planning and human resource planning.
2. Understand the different approaches to manpower planning.
1. Understand the place of planning in HRM.
Gwen Fine is the HRM manager at Johnson Stores plc, a large department store located in SE England. One Monday morning in January, Norman Smith, a trainee manager in the hardware and electrical goods department, walked into Gwen's office, sat down and broke the news that he was terminally ill. But
7. 'Stress on women both inside and outside the work organization is a huge challenge.'Discuss.
6. Explain how training can improve occupational health and safety.
5. 'Employers with poor safety records often have poor written safety policies.' Do you agree or disagree? Discuss.
4. Explain the symptoms and causes of job stress, and what the organization can do to alleviate it.
3. Explain the role of an HRM specialist in providing a safe and healthy environment for employees.
2. 'Spending money on health and safety measures is a luxury most small organizations cannot afford.' Build an argument to support this statement. Build an argument to negate it.
1. Explain the 'careless worker' model.
5. Summarize the health and safety responsibilities of management and employees.
4. Identify some contemporary health and safety hazards in the workplace.
3. Describe the major health and safety legislation in Britain.

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Human Resource Management Theory And Practice 2nd Edition John Bratton, Jeffrey Gold - Solutions

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