New Semester
Started
Get
50% OFF
Study Help!
--h --m --s
Claim Now
Question Answers
Textbooks
Find textbooks, questions and answers
Oops, something went wrong!
Change your search query and then try again
S
Books
FREE
Study Help
Expert Questions
Accounting
General Management
Mathematics
Finance
Organizational Behaviour
Law
Physics
Operating System
Management Leadership
Sociology
Programming
Marketing
Database
Computer Network
Economics
Textbooks Solutions
Accounting
Managerial Accounting
Management Leadership
Cost Accounting
Statistics
Business Law
Corporate Finance
Finance
Economics
Auditing
Tutors
Online Tutors
Find a Tutor
Hire a Tutor
Become a Tutor
AI Tutor
AI Study Planner
NEW
Sell Books
Search
Search
Sign In
Register
study help
business
international human resource management
Contemporary Human Resource Management Text And Cases 2nd Edition Redman - Solutions
■ What will be the timescale?
■ Who will be responsible for implementation?
■ How will the intervention be implemented?
■ How will the intervention be communicated?
■ How will systems or structures be addressed?
■ How will assumptions be addressed?
■ Who will be involved?
■ What will it consist of?
■ What are the objectives of the intervention?
3. Designing the intervention
■ What is the scope of the intervention (e.g., all diverse groups)?
■ Is there a vision?
■ What is the motivation behind the intervention?
2. The context of the intervention
■ What other research is necessary (e.g., audit of company culture)?
■ What do you need to ask them?
■ Who do you need to talk to?
■ How will you access that information?
■ What information do you need?
■ What research do you need to conduct to design the intervention?
8. Compucan recently conducted an employee survey to evaluate the success of their familyfriendly and work–life balance initiatives. The feedback is disappointing. Senior managers are perplexed. Considerable effort has been devoted to developing and implementing policy yet employees report
7. Some writers refer to the term ‘presenteeism’ to describe a long hours culture. Is‘presenteeism’ good for organisational effectiveness? Evaluate the case for and against‘presenteeism’.
6. ‘Family-friendly policy initiatives are of no relevance to single childless employees.’Discuss.
5. Mirvis and Hall (1994), have argued that supposed ‘family-friendly firms’ still value most highly those who sacrifice family life. What benefits do employees with full and active lives outside work bring to the workplace?
4. What are the barriers that hamper effective family-friendly and work–life balance policies at Compucan ona) an individual level?b) an organisational level?c) a societal level?
3. Currently male employees at Compucan are not given the option of returning to work part-time following the birth of a child. Indeed, in most EU countries legal paternity rights are much less than maternity rights. What, if any, might be the benefits of equalising the entitlement of men and
2. In what ways do the work–life experiences of new mothers and fathers differ? How would you account for this?
1. How successful has Compucan been in its efforts to become a family-friendly employer? What are the benefits of being seen to be a family-friendly employer?
8. Can the demands of managing diversity interventions be effectively linked in with overall business strategy?
7. What were the key difficulties you experienced in devising the diversity plans?
6. What are the similarities and differences between the diversity plans?
5. What are the similarities and differences between the organisational situations?
4. How do the plan/s link in with the overall business strategy of the organisations?
3. Are there any particular problems you would anticipate in the implementation of the plan/s?
2. What response do you anticipate from the senior management teams in each of the organisations?
1. What response do you think the plan will receive from the diverse groups in each of the organisations?
7. Through the mentoring process, Alison is attempting to ‘re-create models’ of her own career at Compucan by encouraging others to do as she has done. How might this approach affect attempts to secure cultural change at Compucan?
6. Women are currently under-represented at Compucan in both technical and managerial roles. What evidence in Alison’s account helps explain why this might be the case?
5. Alison is adamant that ‘getting on’ at Compucan has nothing to do with politics. Do you agree with her?
4. The ‘high-flier database’ offers managers at Compucan a highly effective disciplinary device in disguise. Explain.
3. What does Alison mean when she says ‘no pain no gain’? To what extent do you believe that in order to achieve career success there must be an element of ‘pain’?
2. What metaphors does Alison employ to describe her career? In what ways do her career metaphors help us to understand how she makes sense of career?
1. How does Alison’s conception of career compare with the numerous definitions presented earlier in the chapter? Which definition is closest to her conception of career?
■ Would you describe these performance appraisal schemes as ‘position’ or ‘portfoliocentred’career management interventions?
■ What would you say are the key advantages and disadvantages of these schemes?
■ Compare and contrast the stories of Debbie and Paul. If you have been involved in performance appraisal processes, to what extent do these stories resonate with your own experiences?
■ Would you say Yasmin’s story is more about change or continuity?
■ To what extent would you say Yasmin’s career has been affected by changing social/economic and organisational contexts?
■ Examine Yasmin’s story in light of Kanter’s bureaucratic, professional and entrepreneurial career forms. Does Kanter’s model work? To what extent to you think it can accommodate the transitions she described? Is there a fourth (or even a fifth) career form which you feel would enhance
■ To what extent can Schein’s career anchors be applied to this story?
■ Would you say that Yasmin’s career could be described as external, having an objective existence, or internal, subjectively constructed by Yasmin herself?
5. Based on your experience and observations, to what extent and in what ways do you think careers are changing? What are the implications of these changes for individuals and organisations?
4. Using your accumulated understanding of careers, develop a metaphor that describes your career and reflects key concepts introduced in the chapter.
3. Describe any career interventions you have experienced (in terms of your own career, or in terms of managing the careers of others). Critically examine the apparent strengths/weaknesses of this intervention, for the individual and the organisation.
■ Consider Kanter’s model in light of your career time-line. Would you say that your career could be described in terms of one of her career forms? Could more than one of these forms apply? Simultaneously or at different times? How might you account for movement between these career forms?
■ How does your career compare to traditional, bureaucratic conceputalisations?
■ Consider the issue of career diversity in terms of your experience of career? To what extent do feminist calls for ‘re-visioning’ the career concept have resonance for you?
■ Explore the relevance of career anchors, shapes or logics. What are the relative merits/weaknesses of these approaches in relation to your own experience of career?
■ To what extent do sociological/psychological approaches shed light on your career experiences?
■ Do you see your career as objective or subjective? Who ‘owns’ your career?
2. Consider this time-line in terms of the theoretical approaches introduced in this chapter.
1. Make a ‘time-line’ of your career to date. Choose an appropriate shape, and include significant events, decisions, people, transitions. Should aspects of personal life be included? What about voluntary or community activities, education, training? Who have been the key stakeholders in your
4. Apply this definition to your own experiences. Which aspects of your life would it include? Which aspects would be excluded from this definition? Based on this definition, would you say that your experiences constitute a career?
3. Construct a definition of career that justifies your categorisation. How does this definition compare to those introduced in the chapter?
2. Which of these jobs would you consider to be ‘careers’? Which would not be careers?Why?
1. Working in a group, make a list of 20–30 jobs – make your list as wide-ranging as possible.
3. Could organisational effectiveness be enhanced by the adoption of an alternative approach?
2. Why do you think this approach has been adopted?
1. Identify what approach you think it employs in staffing its national subsidiaries (e.g., convergence models, ethnocentric, emic, etic, etc.)
4. Why do you think the oil companies investing in Equatorial Guinea chose the HR policies identified in the case?
3. What benefits could the oil companies gain from a move away from the near exclusive use of parent company nationals in skilled and managerial posts?
2. What are the practical, training, development and resourcing implications of shift to the alternative policies identified in question 1?
1. What alternative HR policies could oil companies investing in Equatorial Guinea adopt?
2. What lessons can managers learn from this case about managing culture?
1. Explain employee reactions to culture change initiatives in this case.
4) How and to whom would you report back your findings?
3) What data collection and analysis methods would you use and why?
2) Who would you seek to gather information from and why?
1) What sort of questions would you ask and why?
2. Does this culture apply equally across the whole of the organisation or just to a certain part(s) of it?You will initially need to think through these ideas on your own. Make some brief notes to help organise your thoughts. Having done this, exchange your ideas with others in a group.
1. What do you consider the organisation’s culture to be?Either use your own words to describe this or relate your understanding of the culture to one of the models we have covered in this chapter, e.g., Harrison, Deal and Kennedy, etc.
4. If it is accepted that organisations comprise subcultures, are strategies for culture change sophisticated enough to recognise the differential approaches required?]
3. Do organisations have unitary cultures, and if so is it feasible to change the culture of the whole organisation at once?
2. Even if behaviour is changed is this really culture change? If employee values and assumptions have not changed does this really matter if management is primarily interested in employees demonstrating appropriate behaviours?
1. At what level is culture change occurring – is it at the artefacts level or at the level of fundamental assumptions?
3. What issues do you think this case raises in terms of performance management? If you were a manager, how would you manage highly paid star performers? If you were such a ‘star’ player, how do you think you would like to be managed?
2. Do you feel that the line manager (Ferguson) was right to discipline the player(Beckham), or that the player has a legitimate grievance to pursue against the manager?
1. Do you feel that Beckham was harshly treated by Ferguson, or that Beckham let Ferguson down? What factors would you point to in support of your argument(s)?
3. How might the retail personnel director ensure that HR policies are fully converted into practice in Retailco stores?
2. Is it inevitable that ‘soft’ HR practices will diminish in the foreseeable future in Retailco, regardless of any head office policies devoted to high-commitment human resource management?
1. If line managers hold the main responsibility for HRM, how foreseeable is it that HR policy will always be undermined at store level in Retailco?
6. In what way could the new information and consultation legislation affect the union–employer partnership at Eurotunnel?
5. Why could Eurotunnel employees’ perception of a lack of effective union voice undermine the union’s influence on management?
4. What can management do to increase union effectiveness?
3. In what way/why could the process of union recognition be handled differently?
2. Can union–management partnership actually succeed? Why?
1. Why was the company council not a ‘substitute’ for union representation?
6. Some analysts have suggested that the NHS is moving from a bureaucratic mode of organisation to a network mode of organising. What are the implications of such a development for IPR practice?
5. It has been suggested that the key challenge currently facing performance appraisal systems is their upgrading, renewal and re-invention such that they are more compatible with business environments. To what extent does IPR fit the business environment of the ‘new, modern and dependable NHS’
4. A key for managers in measuring individual performance under systems of performance appraisal is distinguishing between ‘real’ and ‘created’ performance achievements. The danger is that managers may actually measure an employee’s‘ability to perform in the theatrical rather than task
Showing 200 - 300
of 7185
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Last
Step by Step Answers
Get 50% OFF
Claim Now
