UNIT: Management of People at Work – Human Resource management
You must answer from this textbook: Raymond J Stone (2013) Managing Human Resources (4th edition), John Wiley & Sons, Milton, Queensland.
Please be specific and shorten your answer and write a clear answer(50 words 0r less each question approximately)
1- “Many organisations fail to strategically link their performance management system with the objectives of the business”. Critically evaluate this statement by discussing how behavioural and result-based evaluation methods may contribute to underpinning a successful performance system and in which settings each of these methods are better used. Provide examples.
2- Describe emerging contemporary recruitment strategies and their applications and how they can assist organisations in achieving competitive advantage.
3- Why are reward management systems critical to SHRM? How can organisations develop reward systems strategically? Provide examples.
4- Describe the factors that contribute to the development of safety cultures in organisations. Provide examples.
5- Work-family balance programs can be quite costly. Identify these costs and build the case of why organisations should or should not engage in these programs by using concrete examples of organisations.
6- Describe the key elements of expectancy theory and how they link to the practice of pay for performance?
7- Explain why the transfer of training and development programs is often difficult and identify three methods used to facilitate an effective transfer of new skills or knowledge to the job.
8- What are the main elements of an effective occupational health and safety management system?
9- In the selection process for new employees, identify the main functions that job interviews serve and three limitations of interviews in predicting the future quality of an individual’s performance on the job.
10- Identify and explain the main criteria of an effective performance appraisal system.
11- What ethical criticism of CEO compensation (from Robert Kolb) are discussed in Chapter 15 of the textbooks?
12- Name three key employee rights and three employee duties that are built into employment contract.
13- Outline Bloom’s Taxonomy of Learning Give an example of each domain in your answer.
14- What are the key assessment steps organisations should take when designing effective HRD/ training systems?
15- What are the differences between performance management and performance appraisal? Illustrate your answer with examples.
16- Outline some possible conflicts that may emerge when using performance management systems for multiple purposes?
17- What are the general factors that need to be considered when an organisation designs a pay system? Comment on the influence different factors may have in different organisations.
18- Outline some examples of input and output based pay systems and how they might relate to individual and collective components of rewards.
19- Describe the terms direct and indirect discrimination as used in Australian law. Give examples of how each might occur in practice and what organisations can do to minimise their occurrence?
20- Describe the key elements of expectancy theory and how they link to the practice of pay for performance?
21- Outline the main responsibilities that Workplace Health and Safety Legislation imposes on Employers and on Human Resource managers.
22- What are the main differences between human resource management and strategic human resource management?
23- Outline four criticisms of the best practice model of human resource management.
24- What are the main weaknesses and problems with the use of job or position questionnaires in the job analysis process?
25- Identify three methods use to facilitate an effective transfer of new skills or knowledge to the job.
26- Explain the concept of distributive justice in the context of payment system.
27- What are the relative merits of internal versus eternal recruitment?
28- The new CEO of a major fashion retail store, SARA, Robyn Higgins was appointed principally because of her experience in restoring profitability to several large firms with plummeting share prices. As the new CEO, Higgins wants to stamp her vision on the organisation. Higgins is the third CEO appointed in five years. The previous two CEOs, Sam Smart and then Roger Drain, both made fundamental changes to the management of SARA. Sam Smart had flattened the hierarchy, introduced more employee autonomy and discretion to jobs, promoted a learning
culture, and adopted a heavy focus on recruiting and selecting creative thinkers and risk takers, and rewarding performance with merit raises and profit sharing. Roger Drain had reintroduced a rigid hierarchy, stripped the training and development budget, and introduced a performance management system which included a forced rating scheme whereby managers rated subordinates one to five. Employees who received a rating of five were dismissed, and those rated one and two were awarded significant cash bonuses. Now Robyn Higgins wants to bring back some of the strategies that Sam Smart had used, while also introducing new ideas of her own. What change management strategies would you recommend she adopt to ensure a smooth change process?
29- In what ways do concepts of distributive justice and procedural justice influence the strategic choices of managers in relation to performance management and reward systems?
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