HRM

Question 1

Why is Hrm important?

Answer 1

1. Increased productivity
2. Enhanced group learning
3. Reduced staff turnover
4. Encouragement of initiative

Question 2

HRM Armstrong definition:

Answer 2

Strategic approach to the (ADMD):

1. Acquisition
2. Motivation
3. Development
4. Management of the org ‘s HR

Question 3

Bratton and Gold definition for Hrm:

Answer 3

1. Employees crucial to achieve competitive advantage .
2. Hr practices should be integrated in corporate strategy.
3. HR specialists help org controllers to meet both efficiency and equity objectives-should be professionals.

Question 4

Objectives of HRM:

Answer 4

1. Develop effective human component-respond to change (development)
2. Obtain ,develop Human resources /use and motivate effectively (acquistion,motivation)
3. Create maintain cooperative climate/disputes (Management)
4. Meet org ‘s social and legal responsibilities related to Hr (management)

Question 5

Tyson and Fell-4 major roles for Hrm which illustrate the shift in emphasis to the strategic viewpoint (also Bratton and Gold referred to this)

Answer 5

1. Represent orgs culture.
2. Maintain the boundaries of the org (id and flow of people)
3. Stability and continuity (planned succession)
4. Adapt the org to change

Question 6

HR cycle-Devanna -(explains nature and significance.)

Answer 6

1. Selection
2. Performance
3. Appraisal
4. Rewards/training and development

Pg 280 old book

Mnemonic(Spart(a))

Question 7

The Guest model relationship between Hrm activities and hrm strategy. What are the 6 components?

Answer 7

1 Hrm strategy (differentiation ,focus ,cost)

2 Hrm practices (selection ,training ,appraisal rewards ,job redesign ,involvement ,status and flexibility)

3 Hrm outcomes (commitment ,quality ,flexibility)

4 Behavioural outcomes (effort ,motivation ,cooperation, involvment ,org citizenship)

5 Performance outcomes (high productivity ,quality ,innovation, low: absenteism ,turnover, conflict cust complaints .

6 Financial outcomes (profits ROI)

Question 8

Limitations of HRM models:

(eg Devana and Guest) -factors that hamper the success

Answer 8

1. External factors: competition ,technol political legal economic social cultural
2. Internal factors :org structure and culture

Question 9

What is ability?

Answer 9

1) Skill
2) Knowledge
3) Capability

To fulfill the obj of the org.

Question 10

Principles of scientific mgt-Taylor:

Answer 10

1) Development of a true science of work- Mgt to utilize and record the gathered knowledge
2) Scientific selection and progressive dvlp of workers
3) The bringing together of science and the scientifically trained men-max productivity
4) Constant and intimate cooperation between mgrs and workers

Question 11

Examples of scientific management:

Answer 11

1. work study techniques(one best way,each job into smaller components,worker no discretion)
2. planning the work and doing the work separated(workers no control over the task)
3. workers paid incentives(basis:acceptance of new method and output)
4. All aspects of work environment tightly controlled

Question 12

Weber: bureaucracy,rational form:

Answer 12

Theory

1) Org divided in jurisdictional areas with specified duties
2) Officials in charge are given the authority (rules and regulations)-mgrs things done as orders are legitimate and justified
3) Natural evolution to this rational form

Question 13

Lawrence and Lorsch : Contigency theory

Answer 13

NO BEST way to manage-the org s structure and mgt approach must be tailored to the situation.

• Stable environment-detailed procedures and more centralised decision making process .
• Unstable env .-decentralisation,employee participation,less emphasis on rules.

Question 14

Definition for HR planning:

Answer 14

Establishment of OBJECTIVES

and the formulation ,evaluation and selection of :

• policies
• Tactics
• Actions

Required to achieve them.

Question 15

HR planning- what does it deal with?

Answer 15

1 budgeting and cost control

2 downsizing

3 recruitment

4 retention

5 training and retraining to enhance the skills base

6 dealing with changing circumstances

Question 16

Process of Hr planning

Answer 16

1. STRATEGIC ANALYSIS OF

• environment
• org s manpower strength weakn oppor thr
• org s use of employees.
• org s objectives

​​​ 2. FORECASTING

• internal demand supply
• ext supply

3. JOB ANALYSIS

• investigating tasks performed in each job
• identifying the skills required

4 RECRUITMENT AND TRAINING

• recruiting and selecting required staff
• training and developing existing staff

Question 17

Forecasting demand future Hr needs: (Accurate forecasts for turnover and productivity)

Answer 17

1) New venture details
2) New markets
3) New products
4) New technology (new skills)
5) Divestment (ending investment)
6) Org restructuring
7) Cost reduction plans

Question 18

Estimating HR supply:

Answer 18

• Internal labour market-stocks and flows analysis
• External Labour market:

1. measures potential employee s awareness of the org
2. Attitudes of potential empl towards the org
3. suggests possible segments for advertising purposes
4. analysis population trends for long term forecasting

Question 19

HR plan -prepared on which basis?

Answer 19

• Of staffing requirements and the implications of productivity and costs.
• It should include budgets targets and standards and it should allocate responsibilities for implementation and control.

Question 20

Hr plan broken to which subsidiary plans?

Answer 20

1 Recruitment plan (numbers,types of people,when required,recruitment programme)

2 Training plan

3 Redevelopment plan (transferring retraining employees)

4 Productivity plan (improving product ,reducing manp costs setting productivity targets)

5 Redudancy plan

6 Retention plan

Question 21

Tactical plans -to cover all aspects of Hrm tasks:

Answer 21

1 Pay and productivity bargaining

2 Physical conditions of employment

3 Mgt and technical dvlt and career dvt

4 Recruitment and Redudancies

5 Training and retraining

6 Staffing costs

Question 22

Labour shortage-dealing with it:

Answer 22

1. Internal transfers and promotions
2. Overtime External recruitment
3. Reducing labour turnover
4. New equipment and training to improve productivity

Question 23

Dealing with Labour surplus

Answer 23

1. Natural wastage
2. Restricting recruitment
3. Part time working
4. Redundancies as last resort

Question 24

Stages in Human resources planning -Mullins

(diagram pg 304 old book)

Answer 24

Corporate Objectives

Analysis of existing Recods Design org struct

Estimated changes ^{by target date}

Supply forecast _{<strong>HR plan</strong> Demand forecast}

Hr mngt action plan

• Recruitment And selec.
• Training Mgt dvt
• Redepl
• Redud

Reconciliation of S and D

Question 25

3 elements to ethics:

Answer 25

**I** Individ s prof responsibility to act **Do** real world practical actions an ind can take **Best** choices between diff courses of action

Question 26

Corporate social responsibility **policies**:

Answer 26

Explain the **approach** to **helping** the community and **reducing** the environmental impact of the org.

Question 27

Corporate responsibility **reports**

Answer 27

Figures and statistics : * carbon footprint , * impact on environment, * staff turnover

Question 28

Fundamental principles of **Cima ethical Guidelines:**

Answer 28

1. **P**rofessional behaviour 2. **I**ntegrity 3. **C**onfidentiality 4. **O**bjectivity 5. **P**rofessional competence and due care (picop)

Question 29

**Systematic approach** to recruitment and selection -steps:

Answer 29

1. Detailed personnel **planning** 2. Job **analysis** 3. Identification of **vacancies** 4. **Evaluation** of **sources** of labour 5. Review of **applications** 6. **Notifying** applicants of the results 7. Preparing the employment **contracts** ,**induction,** **training**

Question 30

**Job analysis** steps:

Answer 30

1. Purpose of the job 2. Content of the job 3. **P**erformance criteria 4. **R**esponsibility Organisational factors (reporting line) 5. **A**ccountabilities(results) 6. **D**evelopmental factors 7. **E**nvironmental factors

Question 31

**Competence** definition -**Bouzatis**

Answer 31

**Capacity** that leads to **behaviour** that meets the job **demands** within the parameters of the org **environment** and that in turn brings about the **desired results**. also: Transfer skills

Question 32

Types of **competences**:

Answer 32

1. **Behavioural**/personal 2. **Work** based /occupational(nvq systems) 3. **Generic** competences (to all people)

Question 33

**Competences** for **managers**:

Answer 33

1 **Intellectual** -strategic perspective ,analyt judgm,planning and org skills 2 **interpesonal** -managing staff ,persuasiveness,assertiveness and decisiveness,interpersonal sensitiv,oral communication 4 **Results** -initiative ,motivation to achievement,business sense 3 **Adaptability** - flexibility,coping with change (IIRA)

Question 34

**Mintzberg**-job design parameters:

Answer 34

1 Job **specialisation** * How many different tasks and breadth. * Control over work-to which extent 2 Regulation of **behaviour** -formalise to predict and control 3 Training in skills and **indoctrination** in org values

Question 35

**Belbin** -job design:

Answer 35

**Described a way of tailoring** job design to delayered ,team based structures and flexible working systems. 1 **Flattened** delayered hierarchies -greater flexibility but also loss of control 2 **Old** **hierarchies** clearer in establishing responsibilities

Question 36

Main purposes of job description

Answer 36

1. **P**erformance 2. **R**ecruitment 3. **O**rganisational 4. **L**egal (prol)

Question 37

**Person specifications**-main areas covered **Rodgers** framework for recruitment process:

Answer 37

**BADPIGS** * Background/circumstances * Attainments * DISPOSITION * Physical make up * Interests * General intelligence * Special **aptitudes**

Question 38

**Types** of job **interviews**:

Answer 38

1. **T**andem 2. **I**ndividual 3. **P**anel 4. **S**equential (several one to one)

Question 39

**Limitations** of interviews -errors of judgment:

Answer 39

1 **Halo** effect(general judgment on single attribute) 2 **Contagious** bias(change the behaviour through the wording of questions) 3 **Stereotypes** on insufficient evidence 4 Incorrect assessment of **qualitative** factors 5 **Logical** error (conclusions without logical justification)

Question 40

**Testing** of candidates-which **types**:

Answer 40

1. **Psychological** and personality 2. **Cognitive** tests thinking process 3. **Proficiency** tests 4. **Psychometric** all of the above

Question 41

**Myers-Veigs** type indicator:

Answer 41

Categorise people adto whether they are: * introvert/extrovert * objective:intuitive * decisive/hesitant and so on

Question 42

Test advantages and disadvantages:

Answer 42

Advantages 1. **Sensitive** measuring instrument 2. **Standardised**-all candidates measured by same yardstick 3. Always measure **same thing** (eg IQ) Disadvantages 1. **Oversimplify** complex issues 2. **Culturally** specific(developed in Us) 3. **Results** should only be used to support other selection methods

Question 43

Realistic job **previews** (rjp)-**Herriot**:

Answer 43

Prospective employee spending some time **shadowing** and existing employe in a similar role Lower expectations ➡️withdrawing **contention** Those who accept more likely to **commit**

Question 44

**Induction** elements:

Answer 44

1. **Welcome** 2. **Introductions** to colleagues supervisors 3. **Explanations** nature of job Safety rules and procedures 4. **Wider** **mission** of the dpt and org-imporstant for services 5. Explanation of any systems of continuing **training** coaching or **mentoring**.

Question 45

Dialogic learning-**Harrison**:

Answer 45

Integrates **recruits** into * how the org **operates** including the overall **culture** beliefs and mission.

Question 46

Acceptabke reasons for dismissal UK:

Answer 46

1. Conduct 2. Capability 3. Breach of statutory duty 4. Other substantial reasons(**dishonesty**) 5. Redudndancy

Question 47

Unfair dismissal uk:

Answer 47

1. **Race sex disability** 2. **Pregnancy** 3. Request for **flexible** working practices 4. Trade **union** membership or activities 5. Taking steps to avert **danger** to health/safety 6. Minimum **wage** 7. Opting out of **sunday** working

Question 48

Alternatives to enforced redudancies:

Answer 48

1. **Recruitment** freeze 2. Enforced **retirement** 3. Voluntary **early retirement** 4. Voluntary **redudancy** 5. Shorter **hours** 6. Job **shares** 7. Reduced **overtime**

Question 49

**Relationship** mgt in disciplinary situations:

Answer 49

1. **P**rivacy 2. **A**dvance warning 3. **C**onsistency penalties related to the act 4. **I**mmediacy

Question 50

Human resource **dvt -Armstrong:**

Answer 50

**Process** of extending personal **abilities** and **qualities** by means of education, training and other learning experiences.

Question 51

**Development**-Armstrong

Answer 51

**Growth** or realisation of a person s **ability** and **potential** through the **provision** of learning and other educational experiences.

Question 52

Training :Armstrong

Answer 52

**Planned** and **systematic** **modification** of **behaviour** through learning events programmed and instructions which enable individual to **achieve** the level of knowledge ,skills and competence to carry out the work **effectively**.

Question 53

**Effective learning** programmes/key **principles**:

Answer 53

1. **P**articipants ability to learn 2. **O**verview feedback on progress 3. **L**earning curve (depends on the skills) 4. **J**ob specific 5. **A**ctive involvement 6. **R**ewards (reward progress)

Question 54

**Training** and develeopment -**benefits** for the org:

Answer 54

1. Minimise the **learning** **cost** 2. Reduce costs and increase **productivity** 3. Fewer **accidents** 4. **Flexibility** 5. Less need for detailed **supervision** 6. **Recruitment** and **succession** planning 7. **Change** management 8. **Motivation** 9. Corporate **culture**

Question 55

Training and development-benefits for the employee:

Answer 55

1. Job **satisfaction** 2. **Social** benefit 3. **Psychological** benefits 4. Increases skills **portfolio**

Question 56

Training and development needs-large businesses-systematic approach:

Answer 56

1. Identify training **needs** 2. Define the **training** required 3. Define training **objectives** 4. Plan training **programmes** 5. **Implementation** 6. **Evaluation**

Question 57

Training needs **analysis**:

Answer 57

1. The business **strategy** at corporate level 2. **Appraisal** and performance reviews 3. **Attitude** surveys 4. Evaluation of e**xisting training programmes** 5. Job **analysis**

Question 58

Range of course types:

Answer 58

1. **Day** release 2. **Distance** learning evening classes, correspondence 3. **Revision** courses 4. **Block** release 5. **Sandwich** courses Sponsored 6. **Full** time course

Question 59

**Pedler**-learning **development** at managerial level:

Answer 59

Often **accidental** and **unconscious**. Any **activity** that results in a manager being more willing or capable to control events has a **developmental** **aspect** to it.

Question 60

**Characteristics** of more structured **on the job training**:

Answer 60

1. **Specific** purpose 2. Tolerate any **mistakes** the trainee makes 3. The work should not be too **complex**

Question 61

**Methods** of **on the job training**:

Answer 61

1 **Demonstration**/instruction 2 **Coaching** 3 Job **rotation** 4 **Temporary** promotion 5 **Assistant** to positions 6 **Action** learning 7 **Committes** 8 **Project** work

Question 62

The **learning** cycle (**Kolb**)

Answer 62

* **Formal** -classroom training passive cut off from real world * **Experiential** learning involved doing and puts learners in active problem solving role * **Self** learning formulate and commit themselves to their own objectives Concrete experience -\> Reflection-\>Theorising**-\>**Actively Experimenting

Question 63

Training in different **industries** sectors -**Hendry**.

Answer 63

* **Service** sectors tend to rely on retraining and training employees-internal labour market * **Manufacturing** industries-apprenticeship programmes (external labour market)

Question 64

**Kirkpatrick** -4 levels at which **training** can be **evaluated** :

Answer 64

1 Reaction 2 Learning 3 Behaviour 4 Results

Question 65

Evaluating a training:

Answer 65

Compare the actual **costs** against the assessed **benefits**. 1) trainees **reaction** to the experience 2) trainee **learning**(test at the end) 3) changes in job **behaviour** following training 4) **org change** as a result of the training 5) impact of the training on the **achievement** of the org **goals** 6) trainer **assessment**-**gaps** in knowledge 7) **Hr review** -range of info

Question 66

**Career** management:

Answer 66

A **technique** whereby the progress of indiv within an org is **planned** with org needs and indiv capacity in mind.Important in **flat** orgs.

Question 67

**Succession** planning advantages

Answer 67

1. **Cheaper** than advertising or using agencies 2. Develops **career structures** 3. **Motivated** employees 4. Maintain s the org s **culture** as long serving employees are promoted 5. **Logical** and rational

Question 68

**Succession** planning **disadvantages**:

Answer 68

1. Large **talent** pools -difficult who to promote 2. Reduces f**resh blood** at higher levels 3. **Vacancies** available before suitable replacement 4. May be **better** candidates **outside** 5. **Planning** requires **resources** to manage it 6. **Job for life** outdated concept-best staff may leave before

Question 69

**Pedlar et al** -development of mgt .

Answer 69

It should be down to individual and org s to provide a **system** that increases mgr s **flexibility** and **willingness to take control** and **responsibility** for their own **learning**. Possibilities for learning :planned ,accidental,takes place at work or away. A variety of **techniques** could be used * Formal educAtion and training * OtJ training * group learning sessions * job rotation * career planning * counselling

Question 70

Appraisals are needed for a number of reasons:

Answer 70

1 Managers may obtain **random** impressions of employees performace-rarely from a coherent ,complete and objective picture 2 Fair idea of **shortcomings** but not time to the matter of improvement /development 3 D**ifferent assessors** different set of criteria 4 Unless requested managers won t give **feedback** on their performance

Question 71

Appraisal system:

Answer 71

1. Identification of **criteria** of assessment (job analysis,person specif,performance standards) 2. The preparation by the subordinate s manager of an **appraisal report (**sometimes also appraisee) 3. An appraisal **interview** 4. Review of the assessment by the a**ssessor s own superior.** 5. Preparation and implementation of **action plans** 6.Follow up ,monitoring the **progress** of the action plan

Question 72

Appraisal **techniques**:

Answer 72

1 Overall assessment -**narrative** -no guaranteed consistency 2 **Guided** assessment-comment on a number of specified characteristics and performance elements 3 **Grading** 4 **Behavioural** incident method 5 **Objectives and results** oriented schemes-against specific targets and standards of performance 6 Related to **common standards** to allow comparisons-meaningful performance criteria

Question 73

Advantages of **upward** appraisal

Answer 73

1. Employees rated by **subordinates** 2. Subordinates tend to **know better** supervisor 3. Manager rated **statistically**-the more the better 4. Have more impact-information **flows better down** than up

Question 74

**360** degree appraisal

Answer 74

Taking downward ,upward and customers appraisals **together**.

Question 75

**Maier**-3 types of approach to appraisal **interviews**:

Answer 75

1 **Tell and sell** method Manager announces the results and try to make the apraisee to accept those and the improvement plan. 2 The **tell and listen** method Feedback from empl to mgr on how job design methods environment or supervision may be improved 3 The **problem solving approach** Mgr counsellor and helper-focus on work problems

Question 76

**Lockett** -**appraisal** barriers:

Answer 76

1 Appraisal as **confrontation**: lack of agreement on perf levels,subjective feedback,badly delivered,yesterday s picture,disagreement on long term prospects. 2. As **judgement** 3. Appraisal as a **chat** 4. Appraisals as **bureaucracy** 5. **Form** filling exercise 6. As **unfinished** business 7. Appraisal as **annual event**

Question 77

Performance related pay when is it introduced?

Answer 77

Is often introduced when org or Hr changes made such us: 1. Introduction of an **appraisal** scheme 2. Development of **flexible** working arrangements 3. **Decentralization** of HR or the responsibility off pay determination 4. **Harmonisation** of working arrangements through the org PRP may form the basis if all general pay increases 5. Replace pay increases for length of service or qualifications 6. Additional pmts above the maximum for the grade.

Question 78

Assessment of appraisal scheme

Answer 78

Relevance-useful and relevant purpose,content Fairness - criteria standardisation,objectivity Serious intent-manager genuine care Cooperation Efficiency