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fundamentals of human resource management

Questions and Answers of Fundamentals Of Human Resource Management

• Practice what you preach.
2. Be a good example:
• Obtain acceptance for expected actions and set targets, both for superiors and subordinates, so that the desired behaviour is measurable.
• Set targets together with the managers.
• Establish “winning plays for sales managers” as a standard for sales management and training.
1. Define and communicate the results you expect from each manager:
• Welcome the customer back and offer your help in the future.
• If possible, shake hands.
• Thank the customer politely, using his or her name.
6. Conclusion:
• If you are unable to escort the customer, explain who or she is to see and give the customer the customer presentation card.
• If possible, escort the customer and introduce him or her.
• Refer the customer to the right person.
• Enclose your business card and any other relevant documents.
• Write the customer’s name, the services you suggested and your name on the card.
• Use a customer presentation card.
5. Refer the customer to relevant colleagues:
• Recommend that the customer talk with a member of the customer service personnel.
• Use brochures actively.
• Explain the solution.
• Find out which service best suits the customer and recommend it.
4. Give recommendations:
• Listen for sales opportunities in what the customer says.
• Comment as you serve the customer.
• Discover what PNO’s1 a customer may have, show interest and consideration.
3. Uncover needs:
• Draw the customer into conversation – establish contact.
• Address the customer by name.
• Use your knowledge to deal with requests, be precise and effective.
• Deal with the customer’s requests in a competent and polite fashion.
2. Carry out the customer’s wishes:
• Ask how you may be of assistance.
• Even if you are busy with something else, greet the customer by saying something, nodding or waving.
• Look up, smile and establish eye contact.
• Greet the customer politely so that he or she feels important and welcome.
1. Greeting and presentation:
5. Local meetings: The sales managers conduct weekly sales meetings with the local advisors and sellers. The sales manager is typically identical with the branch manager.Presently there are 70
4. Regional meetings: The regional bank manager has monthly meetings with his/hers local sales leaders (branch managers). The bank is divided into five regions and the regional bank manager is
3. Training of team leaders: In the larger bank branches, the financial advisors are organised in teams. The team leaders have no personnel responsibility, they are engaged to motivate for sales.
2. Training of financial advisors: All the financial advisors and sellers meet twice a year for a 1-day training session. They gather in groups of 25 people across the bank. In sessions led by
1. Training of sales managers: Twice a year the sales leaders gather for 11⁄2 days training sessions. The groups include branch managers, bank managers and department managers in the retail
2. Feedback from the employees, by means of an annual internal appraisal and analysis. The analysis includes leadership and organisational qualities like climate, job satisfaction, openness and
1. Sales results over time.
• Develop stretch targets. Stretch targets go beyond the budgets and reflect hopes and ambitions of teams and individuals. In peoples’ efforts to reach such targets the bank is
• Develop the human and social relations at the work place and within the sales teams.A caring organisation is the best basis for open and honest experience transfer and knowledge creation.
• Goal and development assessment talks with the employees, including the ability and courage to raise difficult issues and resolve controversies.
• Developing the role of the sales leader. The sales leader is the key performer on the stage of sales actors.They need to internalise their role and the expectations from management, employees and
• The conflict between short-term performance measures and the goal of long-term and profitable customer relationships needs to be resolved. Solutions are not obvious. A potential path is to focus
5. The bank chose to implement the SESAM program in order to accomplish realignment of its competence base to the new strategy. However, an important question relates to what the bank alternatively
4. Explain which types of incentives that in your opinion should have been used as well as how a tailored reward system should have been designed.
3. Discuss whether the bank could have used economic incentives and rewards more actively in order to increase the sales of credits more effectively.
2. Discuss courses of action that can be taken by higher-level managers who want to obtain top management support and commitment to an organisational development program that these managers consider
1. The SESAM program was modified on the basis of a belief that it was not fully compatible with the culture of Norwegian work-life. Discuss the degree to which the program could be adapted to a
10. Overall, which are the HR practices in Cyprus, Greece and Italy that, compared to the EU, could be substantially improved?
9. How could Greek, Italian and Cypriot organisations improve their communication practices in relation to organisational strategy and financial performance?
8. Why is performance-related pay among managerial and professional/technical staff not widespread among Cypriot organisations, compared to Italian and Greek ones?
7. Why is the appraisal system for clerical staff among Cypriot organisations so well enforced in comparison with Italian, Greek and EU ones?
6. Why do Cypriot organisations compared to Italian and Greek ones during 1999, utilise the smallest proportion of annual salaries and wage bill spent on training and development? What could the
5. Why do Greek organisations compared to Cypriot, Italian and EU ones during 1999, consistently use a greater number of days on training across staff categories?
4. Why do you believe exists a symbiotic relationship between HR and line management when it comes to major policy decisions on key aspects of HR among all three countries?
3. Why has the increase in line management’s responsibility in respect to pay and benefits as well as workforce expansion/reduction fallen between 1995–1997 and 1999 in all three countries?
2. Why is HR less involved in the development of corporate strategy among organisations in Greece and Cyprus than in Italy?
1. What courses of action would you recommend to organisations in Cyprus, Greece and Italy in relation to temporary work arrangements as reported in this chapter?
4. As a young graduate, which would you consider the main advantages for working in a company like TITAN?
3. Make a brief job description for (a) a junior HR manager, working in the TITAN’s HR division and (b) a junior assistant in the personnel office of a TITAN’s Cement factory outside Athens.
2. Write the mission statement for the HRM division of the TITAN company.
1. Was the creation of the expert staff centre necessary for the restructuring of TITAN?Give your comments.
3. To connect performance with rewards, so that further improvement of productivity is achieved.
2. To constantly develop the company’s people and to provide them with opportunities for knowledge and development within the group.
1. To promote TITAN as a preferable employer, within a very competitive environment.
3. Recommend to him an action plan and introduce changes that concern HRM issues.Justify your answer.
2. How do these HR practices compare to overall HR trends in Cyprus? How different are practices at “Let’s Go to Paradise” from the EU averages reported? How about those of Greece and Italy?
1. Point out to him the main HRM issues that need to be changed at “Let’s Go to Paradise”. Justify your answer.
6. What explains the low take-up of some flexible working practices such as part-time working in Spain and Portugal? And what are the reasons for the comparatively high use of short-term contracts?
5. Spain is a country of regions. How does this affect HRM in that country?
4. Explain the different situations of the unions in these countires compared to those in northern Europe where they have many more members.
3. What role does the HRM function play in Spain and Portugal? What differences can you identify between the countries?
2. Is it possible to argue that one of these two countries is more advanced than the other in HRM? Explain what you mean by “more advanced” and provide evidence for your answer.
1. How, and to what extent, has history influenced HRM in Spain and Portugal?
8. Why is a comparison of HR practices in France, Wallonia, Flanders and the Netherlands appropriate and interesting?
7. Are differences in training and development between the four regions best explained by national institutional differences or by cultural, linguistic differences? Comment.
6. In both Belgium and France, performance management is becoming more and more important.Is this statement true or false? Comment.
5. What would you conclude on the use of flexible patterns of work in the four regions? Are the noted differences due to national regulatory structures or are they due to cultural differences?
4. Comment on the differences between France, Wallonia, Flanders and the Netherlands in their use of selection methods.
3. What is the influence of the French “grandes ecoles”on French companies’ recruitment mechanisms?
2. It is claimed that there are big differences in trade union influence between France and Belgium.Explain and comment.
1. How would you describe the status and role of HR in France, the Netherlands and Belgium (Wallonia and Flanders)? What would be your general conclusions?
2. The fact that people meet regularly with people from different professions, regions and social backgrounds results in a low distance and consensus-oriented culture.
1. In the military, a CEO may serve as a soldier and a blue collar worker as an officer.Back in civilian world, this change of roles translates into low distance between executives and employees:
6. Depict a contrasting picture of the most important economic features of Austria and Switzerland.
5. Discuss the interplay between the military system and behaviour in business in Switzerland.
4. Try to find three main reasons for a possible diverging scenario of HRM developments in Austria and Switzerland.
3. Discuss the influence of the organisation’s size and sector for HRM in Austria and Switzerland.
2. Provide concrete examples of typical characteristics of the context of HR that would help somebody coming from abroad deal effectively with these realities?
1. How would you characterise the two most important characteristics of HR practice in Austria and Switzerland?
9. How would you distribute the cumulative wage sum? Would you spend it all on hiring new staff?
8. How should local Dutch Furnifashion management operate, in case corporate headquarters have the opinion that the targeted goals are unreasonble?
7. Based on what information would you be able to judge whether the productivity target is reasonable?
6. How many full-time employees should Furnifashion employ in 2003? And which selection criteria would deserve a more focused attention?
5. In 2003 the availability of staff declines, due to personnel turnover and shortening of the obligatory labour week. How can Furnifashion make an appropriate assessment of the proportion of the

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