Planning And Managing Human Resources 2nd Edition William J Rothwell (Author), H C Kazanas (Author) - Solutions

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5. One healthcare organization is pursuing a business strategy of differentiating its service product through providing excellent customer service. What HR metrics do you recommend to reinforce this business strategy? Why?
4. What are the organizational advantages of integrating strategic management and HRM? What are the steps involved in such an integration?
3. List factors under the control of healthcare managers that contribute to the decrease in the number of people applying to health professions schools.Describe the steps that healthcare organizations can take to improve this situation.
2. How may an organization’s human resources be viewed as either a strength or a weakness when doing a SWOT analysis? What could be done to strengthen human resources in the event that it is seen as a weakness?
1. Distinguish among corporate, business, and functional strategies. How does each strategy relate to HRM? Why?
Health and safety legislation shows no sign of abating. Debate whether you consider that excessive legislation merely creates confusion and bureaucracy and makes it more difficult for businesses to be run efficiently.
Look up the references on stress in the workplace and summarise the actions that human resources need to carry out in this area.
What are the rights of smokers and non-smokers in employment?Investigate what is the ‘best practice’ by way of introducing no-smoking policies into the workplace.
Carry out a risk assessment exercise for an activity that you take part in. It might be a local amateur football or netball team, drama event or similar.
In respect to the Meteor case study, what additional information will Sarah need to enable her to make a balanced judgement on the situation?■ A meeting has been fixed between Sarah, June and the shop stewards. Role-play this meeting and subsequently discuss what Sarah’s next move will be.
Having read the Alberga article on IIP, talk to two people who have had experience as employees of IIP and compare their views of the effectiveness of the accreditation.
Read the Evans article on action learning and suggest ways that the idea could be instituted in (a) a supermarket chain, (b) a bank and (c) a government department of your choice.
final year students.
Read the McEvoy article on outdoor learning and draw up a list of the benefits and difficulties involved in organising and carrying out such a programme for
Specify which techniques of training are best suited to the following:■ Learning to drive a car.■ Students needing a basic understanding of the business cycle.■ Teaching teenagers about personal relationships.■ Getting to grips with Powerpoint (or equivalent).■ Induction for a graduate in
Taking Sarah’s position in the Meteor case study, draw up the proposal she will need to make to convince the managers of the benefits of working towards a learning organisation.
Obtain a copy of Honey and Mumford’s Learning Style Analysis and identify which grouping indicates your preferred style. Discuss with two of your colleagues how will this knowledge influence your approach to your studies.
In Case study 9.2, what would happen if business turned down and the company made little or no gains over a pay period?
BOC’s new reward system appears to be working well, according to the article. Make a list of all the aspects of the scheme that could go wrong and what the company might do about them.
In the article that is the basis for Focus on research 9.2, examine the views of the respondents on the appraisal process.How well does it appear to operate overall and what are the greatest difficulties?
Look up the article that is the basis for Focus on research 9.1.Why do you think that some of the respondents consider that their reward strategy does not operate in practice?
Discuss with two of your colleagues which benefits are the most important ones to offer, putting them in a league table of importance. Justify your decisions.
In the Meteor case study, what would be the outcomes of the new pay system that would make employees very unhappy with the new system?
Look up cases involving ‘red-circling’ which relate to job evaluation and equal pay claims. Examine the legal implications of the red-circling that took place in the Meteor case study.
As a human resources manager, you have been asked to carry out a local survey to find the ‘market rate’ for a Marketing Assistant. Detail how you would plan and implement this project, list the difficulties you would encounter and how you may overcome them.
degree feedback at a University.
Read the article on which Focus on research 8.3 is based and give your views on what difficulties could be faced by introducing
Consider the advantages and difficulties of using the Natwest competence form from the viewpoint of the manager and the person being appraised.
Set up a debate between yourself and three other colleagues with two of you arguing in favour of your pay being affected by the performance management scheme and the other two arguing that it should only be used to help your personal development.
In the Meteor case study, what were the key aspects of the meeting that left Sarah satisfied and enthusiastic?
Imagine yourself to be a manager at Sainsburys (Case study 8.1) at the meeting where the scheme is being explained. Make a list of questions that you would want to ask to satisfy yourself that the scheme is fair and worthwhile.
Moving the goalposts, taking the goalposts away and changing the rules of the game can all present difficulties. Take each of these situations in turn and present arguments from the viewpoint of both the organisation and the individual employee as to how they should be resolved fairly and
In the Meteor case study, how reasonable do you think were the terms of the redundancy package? Look up the tribunal cases referring to re-location and equal opportunity. Do you think that the high costs of the redundancy package outweigh the risks of a tribunal claim?
Read the article by Carr on local bargaining (Focus on research 7.1). Why do you think local representatives are opposed to changes in the bargaining stance? How would you convince them that changes are necessary?
Consider the redundancy scheme set out in Figure 7.9. Make a list of the difficulties that could be raised by employees, the problems that could be faced in practice and how you would sell the scheme to the employees.
Consider Spotlight on the law 7.3 and decide:■ Did the school have the right to insist on Farrant moving?■ Do you think he was successful in his claim?■ How would you have handled the situation?
Consider Spotlight on the law 7.2 and decide:■ What was the basis upon which Wilson had been dismissed out of the four admissible reasons?■ Do you think he was successful in his claim?■ What is the basis of a good attendance management scheme?
Look at the article on which Focus on research 6.5 was based.What does this article tell us about the benefits of teamworking?
With two other colleagues, carry out a TQM exercise on the process of revising for your examinations. Consider all the options, how the quality of the revision could be improved and how it could be evaluated.
Annualised hours (see Case study 6.1 and Focus on research 6.2) appear to have considerable advantages for the employer.Read the article and book chapter on which these extracts are based and discuss the advantages and disadvantages for the employee.
points to allocate between the following aspects of a job:■ Physical working conditions■ Hours of Work■ Pay■ Relationships with your boss■ Relationships with colleagues■ Opportunity for promotion■ Benefits■ Convenience of location Allocate those points, compare your results with
You have
here) and other areas you consider relevant.
In respect of the Meteor case study, put yourself in Sarah’s position and carry out the following:■ Explain how you would put together a proposal for a series of changes, including how you would gather information and the objectives you would set.■ Suggest a series of proposals that may go
Family-friendly benefits may be attractive to staff but have disadvantages to employers. Select three of the benefits detailed in this chapter, list the disadvantages that may accompany introducing the arrangement or benefit and consider how those disadvantages can be overcome.
Construct a structured interview for the position of student counsellor, using situational questions, patterned behavioural descriptions and criterion-based questions (see Case study 5.4).
Using the example of the testing for pub landlords in Case study 5.3, draw up a list of specialist positions where the use of tests may produce some interesting personality profiles.
Automatic telephone screening (Case study 5.2) helps to reduce the exclusion of those over 50. Has it any other advantages for minority groups?
Taking the Meteor case study, do you think an assessment centre is a fair method of making the final selection? What are the successes and problems associated in this particular case? Make your decision as to which candidates should be selected, justifying your decision.
Consider the Pret à Manger case and decide whether the organisation operates ‘best practice’ in its recruitment method.
Read the Redman and Matthews article on recruitment advertising.What major conclusions can you draw from their research?
Read the article on Cable and Wireless and draw up a list of advantages and disadvantages of recruiting on the web.
Consider this scenario: you have a vacancy which you know can be filled internally by a suitable candidate but they may not be interested. Is it ethical to try to encourage them to apply and, if so, how would you go about doing so?
In the Meteor Case Study, pick out three examples of innovative practices, explain why Sarah decided to use them and identify any difficulties she could have encountered in using them.
Compare the Abbey national Job Statement with a conventional job description. In what ways does it differ and how valuable may it prove for the employee?
As a class, list the possible sources when recruiting the following:a labourer in a sawmill; a laboratory technician for a hospital;a manager for a retail shop; a design engineer for a car component company.
Individually design a job specification for a university lecturer in marketing, then compare results in groups of five. Produce a final version taking the best parts of each of your efforts.
In groups of two or three, select two job advertisements from a national newspaper and produce a short comparative report on how the advertisements meets Armstrong’s three criteria.
Role play interviews from the two complainants in the Meteor case studies. Decide on what would be Sarah’s best course of action.
Read the source of Spotlight on the law 3.4 and compare their decisions over reasonable adjustment with more recent cases.Has the position changed as more decisions have been made at higher courts?
Look up the case in Spotlight on the Law 3.2. Discuss how you would respond, as a Tribunal member, to a claim by a citizen of Leeds that they have been discriminated against because of their location and accent.
Read the research article by Collinson and Collinson (Focus on the Law 3.1) and discuss which you believe to be the most appropriate of the four different courses of action.
You have been asked to conduct an EO survey in an organisation of 1000 employees on one site. How would you carry this out?In your answer, design a questionnaire and indicate how you may use it. You may also want to explain how focus groups may provide useful information.
Read the article about the staff shortages in Essex County Council. Think of other areas where there are shortages of professional staff (accounting, legal, planning and hospitals)and suggest ideas how these shortages could be reduced through changes in job design.
In the Meteor case study, Sarah has put together a comprehensive HRP. Think about what could go wrong or what difficulties could be faced and work out how you could deal with these problems.
In the CIPD Labour turnover research, the cost of replacement of employees who leave is high. Why is this?
How would you best sell the HR function to the rest of the organisation?
Read the BP article and consider how valuable the benchmarking process was in practice.
The move to devolve HRM to line managers has advantages and difficulties. Set out a case for and against in the example of recruitment and selection.
If you were an employee of Rhino Foods (Case study 1.2), suggest ways that you would expect the organisation to put into practice its espoused aims regarding its employees.
Set out some of the opportunities presented to Sarah in the Meteor case study. How would she best take advantage of them?
Compare and contrast the HR profession with that of law and medicine in respect of characteristics such as professional knowledge, ethical considerations, local expertise required, status in the organisation and views of the general public.
The chapter treated, quite briefly, the issue of cost-benefit analysis in terms of its potential applicability to choosing HR programs. How could the same technique have been used in Lorton to estimate the costs and benefits of eliminating HR programs?
Discuss how each item in #5 above introduces a constraint on the future choice of an organizational strategy and HR Grand Strategy. (For instance, how easily can a strategy of organizational growth be implemented when the farm machinery component of the firm has been so severely cut back?)
What long-term impact would you expect in the Lorton company as a result of each of the following:(a) widespread layoffs among blue-collar, unionized workers(b) layoffs in the section of the company producing farm machinery(c) a hiring freeze at all levels(d) elimination of all formal, in-house
Explain how results of an annual HR audit could be useful to Smith right now.
What kind of evaluation criteria would be appropriate in this setting: quantitative, qualitative, or a combination of the two?
What should the HR planning unit be doing while a retrenchment strategy for human resources is being implemented?
What should Smith do in preparation for a meeting on organizational strategy?
What suggestions for improvement would you like to give people in the personnel department?
What makes you feel they are weaknesses?
What specific weaknesses (or weak points) do you notice in the organization's personnel efforts?
What makes you feel they are strengths?
What specific strengths (or strong points) do you notice in the organization's personnel efforts?
What contacts have you had with personnel department-sponsored activities or programs over the past year? Examples can include training programs, recruitment, job postings, or employee performance appraisals. Simply describe the contacts you have had.
For what reason(s) do you feel this way?
What is your overall opinion of the personnel department in the organization? Is it good, poor, or only so-so?
Evaluating HR strategy. How well have evaluation efforts helped anticipate problems with HR strategy in advance, and how well have they helped guide HR implementation strategy, considering the objectives and intentions? How well has it provided the basis for reassessments and reformulations of
Integrating HR strategy. How well have HR practice areas been integrated into a whole that is greater than the sum of their respective parts? More specifically, how well has the organization dealt with career planning, career management, recruitment, training, organization development, job
Formulating HR strategy. How well have the organization’s decision-makers selected HR strategy? How well has it been contributing to organizational objectives?
Scanning the environment. How accurate were past attempts to anticipate future problems and opportunities and changes in the work, the workforce, and the HR department?
Assessing the status of HR activities. How do the strengths and weaknesses of the organization’s programs factor in with human resources?
Analyzing the workforce. How have HR practice areas individually and HR Grand Strategy as a whole contributed to the knowledge, skills, and abilities of people who do the work?
Analyzing work. How have HR practice areas individually and HR Grand Strategy as a whole contributed to what people do and how they do it?
Coordinating HR-organizational relationships. Given past practices and future opportunities, what should be the role of the HR department and its practice areas? Hence, feedback provided by the evaluator can and does influence the role of HR-organizational coordinator.
Establish methods for reassessing activities based on results of evaluation, reconsidering programs and HR Grand Strategy, and revising objectives and action plans.
Determine units of analysis (At what level are measures to be applied:the entire organization, divisions, departments, work units, individuals?), frequency of measurement (How often will information be collected, reported, used as the basis for changing HR programs?), and the evaluator (Who is
Decide whether or how much to measure against organizational strategy(Should measures be expressed in terms of how well or how much the outcomes of HR efforts are contributing to achievement of long-term organizational objectives?) and measure against costs versus benefits (Should measures focus on
Decide whether to establish performance standards (What is the minimum acceptable performance?) or objectives (What kind of performance do we want?).
Select the measures that they want to use. The choice can be highly subjective, depending on what managers value.

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Planning And Managing Human Resources 2nd Edition William J Rothwell (Author), H C Kazanas (Author) - Solutions

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