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management human resources
Planning And Managing Human Resources 2nd Edition William J Rothwell (Author), H C Kazanas (Author) - Solutions
What is the discrepancy between the ratio of what is and the ratio of what should be regarding business students to faculty? Is it positive or negative? If negative,a. What is the cause? (How can you determine the cause?)b. What is the significance of the discrepancy?c. What action do you think
What criteria should be used for the ideal students-to-faculty ratio? Should it be the one in the business program, the one in the remainder of the university, or some other?
Divide the number of business students presently enrolled by the number of professors (4,000 students-to-faculty ratio). Now divide the remaining students enrolled in the university by the number of professors available to serve them (students-to-faculty ratio). Discuss the implications of this
Orientation to root causes of negative discrepancies and significant matters.Will the proposed strategy help correct significant negative discrepancies?How much so?
Consistency with culture.How much will the proposed HR strategy be consistent with prevailing beliefs, norms, and attitudes that govern behavior in the organization?
Reasonableness.Given prior HR strategy, to what extent is the contemplated one reasonable and realistic?
Appropriateness of comparisons.Is the HR strategy based on accurate and appropriate norms for future conditions? These are often hard to estimate.
Accuracy of assessment.Is the HR strategy based on reasonably reliable assessments of current conditions? How reliable are those assessments?
Value in taking advantage of positive discrepancies uncovered through four-factor condition/criteria analysis while correcting negative discrepancies.Will the HR Grand Strategy build on organizational HR strengths?Will it help rectify weaknesses?
Consistency with the strategic business plan.Will the HR Grand Strategy be harmonious with organizational strategy?How much so? To what extent, if at all, are conflicting priorities likely to be evident?
Acceptance by major stakeholders inside and outside the organization.Will the HR strategy be acceptable to relevant groups outside the organization, to top managers, to middle managers, to first-line supervisors, to employees, to others? How well is it likely to be accepted by each group?
To whom should audit results be reported? Why?
Who do you think should carry out the audit in this case? Why?
How can data about this department be collected?
In what ways do you think the strengths and weaknesses of the HR department in this case should be analyzed?
In what different ways can strengths and weaknesses of any HR department be analyzed?
According to the case, what change in environmental conditions will probably have to be acted on by the organization? Why do you think so?
Assume that an HR department audit will be performed in the XYZ Corporation. Based on what you read in the case, how would you summarize the personnel manager’s perception of the HR department’s role, goals, and objectives in hiring and recruiting?
What were the consequences of the situation?
To what extent, if any, was the situation related to strategic plans of the organization?
For what reason was this situation important?
When did it happen?
Briefly describe the circumstances.
What were the consequences of this situation? In other words, what happened as a result of the HR department’s assistance?Think of an important situation when you requested help from the HR department and the assistance provided by that department was not at all useful.
To what extent, if any, was the situation related to long-range (strategic) plans of the organization?
For what reason was this situation especially important for you or your department?
When did it happen?
Briefly describe the situation or event.
In what ways do you feel that programs or activities of the HR department impede achievement of organizational plans?
In what ways do you feel that the HR department could contribute most effectively to achievement of organizational plans?
What should the HR department not do that it has been doing?
What has the HR department been doing rather poorly?
What should the HR department be doing that it is not doing at present?
What has the HR department been doing exceptionally well?
In your opinion, what is the chief weakness of the HR department ina. contributing (or not contributing) to achievement of organizational strategic plans?b. contributing (or not contributing) to achievement of your department’s objectives?Operations?
In your opinion, what is the chief strength of the HR department ina. contributing to achievement of organizational strategic plans?b. contributing to the achievement of your department’s objectives? Operations?
How might a change in company strategy complicate the selection process for an employee appraisal system? Implementation of it?
Based on what you read, what should be the primary purpose for the new employee appraisal system?Why?
Assume that the opinion expressed by the senior vice president for operations is one shared generally by other senior managers (except for Roe).What special problems are created by open, vocal opposition?How can these problems be overcome?
Do you feel that the very first appraisal system implemented in an organization has special significance?Why or why not?
How should Peter go about setting up the performance appraisal system he envisions?
What additional comments do you have?
What personal qualities would you consider essential, as a bare minimum, to start in your job and perform successfully? Explain your reasoning.
What kind of experience would you consider essential, as a bare minimum, to start in your job? Explain your reasoning.
What kind of education would you consider essential, as a bare minimum, to start in your job? Explain your reasoning.
Which of these duties took the longest to learn how to perform successfully?
Which of these duties are most important for successful performance? List the most important duties below. Then explain in the right column why you believe each is important. a. b. C. d. e. f. g. Duty Process
What work activities occupy most of your time? Briefly describe what you do and how you do it. Begin with the most time-consuming duty first. a. b. C. d. e. f. g. Duty Process
List major tools or equipment you frequently use in your work. (Be sure to include, when appropriate, such tools as computers, typewriters, calculators, etc.)
What percent of your time is spent on directing or overseeing the work of other people?
How many people do you supervise?
What job titles report to you?
Do you sometimes report to more than one person? If so, what are the job titles of these other individuals?How often—that is, what percent of the time—do you report to them?
What is the job title of your supervisor?
In one sentence or so, please summarize the major reason that your job exists. In short, what is its main purpose?
How might the results of this work analysis be used?
How well do you think this work analysis would work for production employees? Clerical/secretarial workers? Managers? Technical personnel? What makes you think so in each case?
What can be done with results of the work analysis?
What common problems were apparent in the conduct of these interviews? What could be done to avoid them in the future?
Will observers from each group summarize their observations?
Do you have recommendations to make in order to improve the nature of your job or your job duties?If so, what are they?
Describe the most frequently recurring problems you encounter in your job.
What personality traits do you believe are particularly important for successful performance in your job?
Given the education specified above, what would a new employee be compelled to learn before he or she could work satisfactorily?
Given the education you specified above, what is the least amount of experience necessary before a new employee should be assigned to your job and function at your present level of performance?
What specific background experience would be essential for starting your job? Estimate how much of this experience you think would be needed.
What specific college or training courses would be essential for starting in your job?
What people outside of your organization do you regularly come in contact with in the performance of your job? (In some cases it might be a group: e.g., the general public, the press.) Indicate how often these contacts are made: Frequency of Contact (check () appropriate box) (A) more than twice
What people within the organization do you regularly contact in the performance of your job? Indicate how often such contacts are made by checking one of the columns below. Finally, describe the purpose of these contacts.
Do you foresee any changes in your position within the next year that might result from changes in work flow? If so, describe them.
If your job has changed significantly since the last analysis (or as it appears on the present job description), specify duties, responsibilities, or activities that have been added, substantially changed, or phased out.
List each item of equipment that you frequently use in your work. (Examples: typewriter, calculator, microfiche reader, computer terminal.)
List the most typical tangible outputs of your work. (Examples: computer print-outs, memos, letters, statistical summaries.)
Describe those areas in which you regularly take action without higher approval.
At what stage of completion are assignments typically given to you? (Examples: near completion, far from completion.) What decisions about how to treat a job assignment have already been made when you receive it?
List the major sources of information to which you frequently refer during the normal course of your duties. (Example: a clerk-typist might refer to style manuals in the typing of letters; an auditor might refer to ledgers, audit standards, etc.)
List your major duties, expected results of those activities, the estimated amount of time that you devote to each duty, and how long it would take your immediate supervisor to detect substandard performance.Try to limit the list so that it includes only those duties you believe are most critical
If you are not a supervisor, but are recognized periodically as someone who directs the work of others, check here ( ) and complete the following list:Position Title Reporting to You
If you are a manager, list in the spaces below the position titles that report directly to you.(If you are not a manager, skip to question 3.)
(If applicable) Do you perform special duties or use special skills that you think are probably unlike those of others with your job title? If so, describe your special duties or skills, and outline the experience or education needed for them.
Do HR practitioners interact with those outside the organiza- tion who represent environments in which the organization is or will be doing business?
Does HR identify environments in which the organization is or will be doing business?
Are initiatives of HR relevant to the needs of the business?
Is responsibility established at all levels for HR issues?
Does the office of chief executive provide the climate for integrating SBP and HRP?
Do effective linkages exist between organizational and HR decision-making?
Are human resource dimensions explicitly considered in the organization's SB planning process?
Are human resource dimensions evident in the organization's purpose statement?
Are draft SB plans and HR plans, prepared separately, reviewed at the same time by top managers?
Are the same people involved in Strategic Business Planning and HRP?
Are detailed action plans prepared to deal with specific, potentially critical, HR issues?
Are task forces commissioned to study specific, potentially critical HR issues in depth?
Are specific, potentially critical HR issues singled out?
Does the top HR decision-maker have to express formal concurrence or nonconcurrence with draft SB plans?
Are tentatively prepared SB plans reviewed by HR planners before final approval by top managers?
Do strategists obtain specific information from HRP practitioners as a required part of completing SBP forms?
Do HRP practitioners distribute summaries of environmental conditions to strategists before the SBP process?
Do HRP practitioners prepare written summaries of the likely impact of external environ- mental conditions?
Is there a process to assess external environmental conditions pertaining to HR?
Critique the purpose statement for SPHR. What might be better language?
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