Human Resource Management In Public Service Paradoxes Processes And Problems 5th Edition Evan M. Berman, James S. Bowman, Jonathan P. West, Montgomery R. Van Wart - Solutions

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■ 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
3. According to Wright (1991) a paradox of performance management systems is that the meaningful is rarely measurable and the measurable is rarely meaningful. What evidence is there to support such a criticism in North Trust?
2. Should IPR be retained by the organisation? If you recommend retention, what changes would you advise? If you recommend it should be scrapped, what would you advise should replace it?
1. Is IPR a failure at North Trust?
5. A key finding of the reward project team was that ‘communication and training were vital to the consistent application of the scheme’. What should be the form and content of the communication and training programmes?
4. To what extent may fairness and inconsistency co-exist in the Airbus (or any other organisation’s) reward structure without harmful consequences?
3. Which other HR initiatives complement the new reward structure?
2. The new reward structure was designed to help the generation of a performance culture. Which other HR initiatives would be consistent with this aim?
1. What may be the advantages and disadvantages of the new reward structure at Airbus?
5. Simply because a textbook ends does not mean that learning stops; our end is your beginning! The future belongs to those who are prepared. There are many ways to continue inquiry into human resource management; indeed, the possibilities are nearly endless. You are an echo of the future. Identify
4. Will there be a renaissance in public service in response to a call to service and sacrifice for the common good?
3. In light of the many existential problems confronting the nation and the world, is this a propitious time to rebuild the public service?
2. Comment on this claim: “If Aristotle ran Walmart, he would create strength and integrity through the company by nourishing a culture based on the four transcendental values (truth, beauty, goodness, unity).”
1. Discuss the following statement: “Those with interest in civil service have little authority and those with authority have little interest.”
16. What insights did you get from your experience with the role-play of the disciplinary hearing found in Appendix B? Does this seem like a reasonable process for handling such cases? Why or why not?
15. Two arguments against public employee collective bargaining are that it is antidemocratic and that it impedes effective government. Do you agree or disagree with each of these assertions? Why?
14. Comb through your hometown newspaper for a story that provides an example of labor–management cooperation or conflict. What explains the relationship you have identified? Is it typical or atypical of labor–management relat ionships in your community?
13. Identify an issue on which you disagree with another party and apply some of the negotiating strategies proposed in this chapter. Report your experience to the class.
12. How is collective bargaining similar in the public and private sectors? How is it different from one sector to the other?
11. Brainstorm examples of how in your experience the negotiating strategies proposed by William Ury have succeeded or failed.
10. Debate the following topic: The rights of public employees to negotiate a labor contract should be rescinded because of a downturn in the economy.
9. What is the case against collective bargaining in the public sector?
8. Divide into four groups, each one representing a different type of arbitration (see Exhibit 12.1).Within the groups, discuss the pros and cons of the type of arbitration. Report back to the class as a whole.
7. Divide into four groups representing the roles of (a) an aggrieved employee, (b) a mediator, (c) a fact finder, and (d) an arbitrator. Have the aggrieved employee group define the nature of the grievance, and then have each of the third-party neutral groups indicate how they would go about
6. How do you assess recent reform proposals? In what ways do you think they will improve or impede labor–management relations?
5. How do you explain the increased hostility recently directed at unions and public employees? Is it justified?
4. Invite someone who is involved on a collective bargaining team to visit your class. Ask the visitor to discuss his or her experiences involving some of the negative and positive bargaining behaviors listed in Appendix A and the strategies suggested by William Ury.
3. What important obstacles are likely to be encountered in each of the three phases of collective bargaining? How can each be resolved? How is this like a chess game?
2. Which is preferable: traditional bargaining or cooperative problem solving? Why?
1. What are the key implications of (a) the doctrine of hostility and (b) the doctrine of harmony as each pertains to public sector LMRs?
15. Why have private sector unions lost members, whereas public sector unions have gained members?
14. Why are there so many paradoxes and contradictions in public sector labor relations? Select five important paradoxes and consider how they can be resolved.
13. What are the special challenges of managing in (a) a union environment and (b) a nonunion environment?
12. Why do some public sector employees join unions? Why do others fail to join?
11. Interview a local public sector union representative and ask about his or her bargaining priorities and strategies for attracting new members.
10. Debate the following statement: Labor relations in the public and private sectors are more similar than they are different. Provide specific examples to support your position.
9. Divide the class into two groups, one union organizers and the other Generation Y workers. How do Generation Y workers view unions? How do union organizers view members of Generation Y? In what ways are these perceptions relevant to the future of unions?
8. Debate the following question: Is mandatory union membership the best way to address the free rider problem? Why or why not?
7. Divide into two groups and have one team develop arguments in favor of Ohio’s Issue 2 and the other develop arguments against. Discuss both teams’ arguments with the full class.
6. Should public employees have the right to strike? Is this preferable to binding arbitration? Why?
5. What should unions do to make themselves more attractive to newly hired Generation Y employees?
4. How effective do you think the strategies outlined in Exhibit 11.2 might be in combating the stereotypes shown in Exhibit 11.1 and the value differences in Exhibit 11.7? Why do you think particular strategies may or may not be effective?
3. Are unions a relic of the past with little to contribute in the present environment?
2. Why do some public officeholders view public unions as a dangerous threat? Is the threat real? Is curbing union power an effective strategy for dealing with budget deficits?
1. Given past trends in public and private labor relations, what do you predict the future will hold?
5. Simply because a textbook ends does not mean that learning stops; our end is your beginning! The future belongs to those who are prepared. There are many ways to continue inquiry into human resource management; indeed, the possibilities are nearly endless. You are an echo of the future. Identify
4. Will there be a renaissance in public service in response to a call to service and sacrifice for the common good?

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Human Resource Management In Public Service Paradoxes Processes And Problems 5th Edition Evan M. Berman, James S. Bowman, Jonathan P. West, Montgomery R. Van Wart - Solutions

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