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fundamentals of human resource management

Questions and Answers of Fundamentals Of Human Resource Management

Q: Please describe your organisation’s HR department.
Q: Shalom, Michal. Thank you for agreeing to be interviewed.Tell us a little about Alpha-Gamma Ltd.
• the satisfied customer is the focus of all operations; the customer’s requirements are continuously observed and the offer adjusted.
• continuous personal development of employees;
• encouragement of creativity and managerial incentives for employees;
• ethical and moral values in reciprocal relationships;
• mutual trust and teamwork;
• Continuous functional training and education of employees, according to the requirements of the retail trade, and the creation and maintenance of internal networks of trainers, mentors and
• Promoting the commitment of employees to:– mobility as regards work location locally and internationally;– project planning and task completion;– responsibility for their own development
• Encouraging trust and teamwork, mutual assistance and moral and ethical values in reciprocal relationships.
• Strengthening the individual and collective motivation of employees through nonmaterial incentives (praise and rewards, annual appraisal interviews, career schemes, formation of inter-functional
• Holding all managers accountable for the professional and personal career development of their employees, as well as providing for the social security of employees in accordance with their
• Encouraging a positive management style that enables every employee to apply his or her knowledge, experience, skills and creativity at work, and at the same time to contribute to an atmosphere
• Promoting the values, strategic aims and mission of the Mercator Group through education and training.
4. Mercator’s senior directors’ recommendations.
3. A scholarship-holders base.
2. Employment agency (for scholarship-holders).
1. Informal job applications (the company receives up to 400 applications for jobs every year, 50 of them from highly educated people).
6. How has the relative weakness of trade unions in Estonia influenced other aspects of HRM?
5. How would you account for the differences in influence of trade unions in both countries?
4. In reviewing the Cranet data, how would you characterise the similarities between the countries?
3. How has the different speed of change in the beginning of the 1990s influenced the HRM function in both countries?
2. Based on your reading, how would you say this historical heritage has influenced today’s HRM in Slovenia and Estonia?
1. Describe personnel management in Slovenia and Estonia during the communist regime. Identify key similarities and differences?
• All of Estonia is covered by digital mobile phone networks.
• 61% of the population are mobile phone subscribers.
• 43% of Estonian people conduct their routine banking via the Internet.
• The government has changed Cabinet meetings to paperless sessions using a web-based document system.
• Expenditure incurred in the state budget can be followed on the Internet in real time.
• Incomes can be declared to the Tax Board via the Internet.
• The number of Estonian web sites exceeds 1 million.
• There are about 500 public Internet access points in Estonia, 36 per 100,000 people (one of the highest ratios in Europe).
• All Estonian schools are connected to the Internet.
• 33% of the population have a computer at home, 68%of home computers are connected to the Internet.
• 43% of the population are Internet users (EMOR, autumn 2002).
3. The motivation level (MQ) is measured by a combination of methods that identify the applicant’s motivators and demotivators. The MQ level helps define the need for goal achievement. Standard
2. The level of emotional intelligence (EQ), showing the individual’s adaptability to teamworking and extent of integration into the organisation. The EQ measurement methods were developed by
1. The intelligence level (IQ), characterising the individual’s potential.This is measured by the Catell test.
5. How would you suggest resolving the conflict?
4. Comment on the conflict of interest between the four employees who left the company.
3. How could the company develop a successful policy for retaining their key personnel?
2. How would you change this practice? What recommendations would you make to top management if you were an external consultant?
1. Critically evaluate HRM policy and practice at ProSoft. Make a comparison in this field between ProSoft and an IT company from your own country.
9. How do you explain the widespread use of performance appraisal in Sweden compared to Finland?
8. What is a possible explanation for Sweden and Finland having the highest rates among the EU countries for communicating information to employees of different categories?
7. In what sector (private or public) is line management responsibility for HR issues in Sweden and Finland larger?
6. Sweden and Finland both have a relatively high level of line management involvement in HR issues.What are the possible explanations for this?
5. What makes employee relations so similar in Sweden and Finland?
4. What is the main explanation for the differences in employee flexibility between Sweden and Finland?
3. An exceptionally deep recession in the early 1990s affected Finnish working life and HRM as well.Give examples of such effects.
2a. In what main aspects/areas do HR practices in Sweden differ from those in the rest of Europe?b. In what main aspects/areas do HR practices in Finland differ from those in the rest of Europe?
1. What do you think are the biggest HR challenges facing Swedish and Finnish organisations?
5. Efforts to streamline HRM processes.
4. Systematic use of measures of HRM.
3. Importance of employee development.
2. Use of strict performance evaluation and related reward systems.
1. Emphasis on line responsibility.
8. Supportive feedback and rewards.The role of HRM policy is to specify the
7. Efficient performance management.
6. Knowledge management.
5. Successful recruitment.
4. Active development of work communities.
3. Management of information and interaction.
2. Competence management.
1. VTT’s vision, values and strategy.
• Change in union influence towards a more process-based, consensual approach.
• Measuring and reporting on intangible assets.
• Shift of HR policy-making from local to central level.
• Increasing investment time and money in employee training.
• Slimming down of HR departments.
• Extensive line management responsibility for HR issues.
4. Management and leadership development.Sixty people work in this function, serving about 10,000 employees – the total operation in Sweden. The group as a whole employs around 16,000.
3. Training.
2. Recruitment and competence analysis.
1. Administrative services, such as wages.
• Measuring individual sales could result in overly aggressive, short-term sales, leading to deterioration of good customer relations. The bank’s goal was to develop stable long-term customer
• Participation in the project would be motivating in itself. Higher sales would provide the necessary basis to ensure the survival of more of the existing jobs.
• American motivational theories are frequently based on a conception of the individual as an inherently egoistic and materially oriented being.
• American business is more individual oriented.
• Catch your employees doing a good job.
• Express your approval for a well-done job on a daily basis.
• Reward and recognise both individual employees and teams.
• At your monthly meetings, reward and recognise those who have achieved good results.
6. Reward and recognise:
• Ask the customers if they are satisfied with the bank.
• Review the local bank’s results monthly with each manager, using the sales reports.
• Execute hands-on management by visiting the local banks and branches.
5. Check on your expectations:
• Do not forget the humorous side of things.
• Communicate goals and results.
• Set goals and map progress for the region.
4. Build team spirit:
• Listen! Listen! Listen!
• Delegate authority and responsibility.
• Give your managers opportunities for individual development.
• Arrange monthly follow-up meetings with your managers.
• Share information.
3. Empower your employees:
• Practice the three C’s (Competence, Courtesy and Consideration).
• Be optimistic and enthusiastic.

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