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fundamentals of human resource management

Questions and Answers of Fundamentals Of Human Resource Management

4. Do you think the concept of Auto 5000 GmbH may be transferred to other countries?
3. In what way does Volkswagen rely on the German education system in hiring people regardless of their prior job experience?
2. Do you consider Auto 5000 GmbH to be flexible with regard to their HRM practices? Why or why not?
1. Taking into account the German labour market and industrial relations, what are the innovative aspects of the 5000 5000 project?
3. Deep-seated and fundamental differences between European countries mean either continuing divergence, or, no convergence in HRM practices among European firms.
2. Pan-European institutional forces are generating a convergence in HRM practices among European firms towards a common European model that is distinctly different from that of the US model of HRM.
1. Market forces are generating a convergence in HRM practices among European firms towards a US model of HRM.
7. Convergence and divergence theorists have differing views on how HRM is developing as a field. Discuss the core arguments on both sides.
6. What are the core tenets of the Rhineland model?
5. Outline what you consider to be the chief institutional differences between the US and Europe. What are the implications of this institutional context for the practice of HRM?
4. What do you see as the main difficulties involved in linking an organisation’s HR strategy with its business strategy?
3. Distinguish between “hard” and “soft” HRM.
2. Discuss the different schools of thought that have contributed to the development of HRM.
1. Do you believe that there is one best way to manage the HR?
3. What is your view on the process used for choosing an outsourcing vendor?
2. Evaluate the relative advantages and disadvantages of strategic outsourcing for this organisation.
1. Discuss the implications of the decision to outsource the direct recruitment activity on the key stakeholders groups involved.
8. The extent of trade union recognition and membership and the nature of management–union relations are seen as key indicators of management approaches to, and changes in, employee relations. How
7. Relative to other European countries, the UK and Ireland invest less in training and development.Discuss the possible causes for this divergence and its effects.
6. “An organisation’s reward system is a powerful indicator of its approach to workforce management and has meaning to the employee precisely because it conveys information about important
5. The Irish system of remuneration is unique in that pay for most non-managerial employees is determined via centralised bargaining at national level, with managerial remuneration determined mainly
4. Critically evaluate the flexible firm model as an accurate representation of current employment conditions in the UK and Ireland.
3. Discuss and evaluate the different approaches in the use of reward systems in the UK and Ireland, and their effects.
2. An important component of the HRM literature over the past decade is the devolution of HRM responsibilities from the HR function to line management.How can the data from the Cranet E surveys
1. “Given the historical background, geographical proximity and cultural connections of Ireland and the UK, it is not surprising that the Cranet surveys have revealed more similarities than
Outline the differences between the convergence and divergence theories of HRM and the different models that have been mooted.#!# Understand aspects of the European context for HRM.#!# Understand
Explain the concepts of universal and contextual HRM.#!# Distinguish between hard and soft variants of HRM.
Outline the origins of human resource management (HRM) in the US and some of the implications of that origin.
2. What additional measures would you use to show the value of investing?
1. If you were the manager of HR, how would you rationalize to your members investing in a culture audit?
2. Though their efforts resulted in improved retention and productivity, what is missing from this case?
1. What methods were used in this case to identify the causes of high turnover and low productivity? What other methods could have been used to obtain better data?
3. The Canada HR Centre provides a turnover calculator for estimating the costs of an employee quitting. In groups, choose a real job (for which you have compensation information) and calculate the
2. A company wishes to increase the sales performance of its staff. It has been determined that for each $15 product sold, the company makes $5 in profit. Currently, employees who are paid $20 an
1. Your HR director has asked you to determine whether your organization (a group of about 50 non-unionized, full-time managers and professionals working in scientific services in Alberta) has an
2. Does the survey help you identify actions that can be taken to improve the engagement scores?
1. Does the survey prompt discussions with your direct reports?
Identify the challenges in measuring HR activities and determine the metrics that are important to the stakeholders in organizations.
Discuss methods of assessment, such as cost-benefit analysis, utility analysis, and auditing techniques.
Outline five aspects of HRM that can be evaluated using the SC model for measuring effectiveness: compliance with laws and regulations, client satisfaction, culture management to influence employee
Understand the importance of measuring the effectiveness of HRM activities through workforce analytics.
2. What are the advantages and disadvantages of the decision that you made?
1. If you were Dawn, what decision would you make and why?
3. Martyn Hart, Chair of the National Outsourcing Association, has stated, "One of the most notable aspects of outsourcing is that people rarely like to talk about success stories. The truth is,
2. Canadians have experienced several strikes over outsourcing. Identify them and focus on a recent strike. Analyze the media reports, and consult the employer and union websites to determine the
1. We buy the cheap T-shirts and television sets and also worry about all the jobs losses in Canada. The outsourcing of jobs to other countries ( offshoring) results in positive and negative
Specify the fee that the provider believes to be reasonable compensation for its services.
Describe the economic model that is proposed for the operation.
Explain how these challenges will be met and present a proposed timetable for meeting them.
Identify the challenges that the provider expects to encounter while improving the operation.
Describe actual situations in which the provider is currently providing the services that are proposed for this operation.
Explain how the provider is uniquely qualified to accomplish the measurable objectives that are described in the request.
2. Describe the HR implications under a full in tegration scenario (Kaiser)and a han ds-off acquisition scenario (Creemore Springs).
1. Using HR Planning Notebook 12.2, what do you think were the reasons for the acquisitions in both cases?
3. One of the urgent issues facing executives immediately after the merger is announced is the retention of key employees. How would you define or describe a key employee?What methods would you use
2. Describe the effects that a merger may have on employees. What can management do to lessen the more negative effects of a merger? What can employees do to protect themselves when they start to
1. What are the reasons that a company would acquire another company? Search the business press for a recent acquisition, and rank the reasons for the acquisition as explained by the analysts and/ or
4. To overcome cultural challenges, celebrate small wins, acknowledge value in past practices, and measure progress at regular intervals.
3. Use acculturation strategies such as cross-functional seminars and graduation ceremonies (to let go of the "old"), and provide cultural mentors to strengthen integration.
2. Identify similarities and differences, and discuss these. Create a new employee value proposition from the strengths of each culture.
1. Conduct a cultural audit of each organization, through qual itative research (e.g., interviews, focus groups)or through quantitative surveys.
4. When sending your employees into remote and dangerous geographic regions, should all employees (i.e., both home- and host-country employees) get the same employment support and workplace safety
3. What can companies operating in industries such as the mining or oil business do to protect their international assignees? What should be the role of the HRM function?
2. Did Reinhart do the right thing to get involved in the way described and help his employee? What were Reinhart's alternatives and options?
1. Was it the right decision in the first place for Terramundo to operate in a region well known for being controlled by FARC guerrillas, and in which kidnapping was a very common way to fund FARC
3. Ask an employer for an interview with one of the company's expatriates who has recently returned home or arrange for a phone interview with an expatriate currently on an international assignment.
2. Despite its widely illustrated importance for preparing expatriates and their families for international assignments, little is done for immigrant families arriving in Canada through their own
1. The global business environment has been hit by a number of regional events, such as terrorism and Ebola, that have had profound implications for the global and local strategies of MN Cs. Select a
4. This chapter introduces four major areas of focus for international workforce planning.Discuss how planners might deal with each of these issues prior to finalizing a decision to operate in a
3. In this chapter we have discussed different forms of industrial relations. However, some countries where Canadian manufacturers outsource much work, such as Bangladesh, have no unions. Discuss the
2. This chapter describes three stages that companies go through as they seek to expand internationally. Describe these stages, their corresponding strategies, and the HR implications of each
1. Discuss with your family and/or friends all the reasons that might motivate you to accept an international assignment, and the reasons that would cause you to reject one. Compare your lists to
Understand the impact of globalization and internationalization on HR planning.
Understand the relationship between different approaches of SIHRM and corporate business strategy options.
Identify key characteristics of strategic international HRM (SIHRM).
Identify key challenges influencing human resources (HR) practices and processes within an international context.
3. A recent newspaper editorial suggested that the town contract out the collection of garbage. What are the advantages/ disadvantages of contracting out services that had been provided by government?
2. Design a strategy to restructure the Department of Public Works. Be sure to provide support for the decisions/recommendations you propose.
1. Outline the issues that Kathleen should consider prior to designing a restructuring strategy.
3. Meet with an HRM professional or a senior management official whose organization has gone through a downsizing. Ask the individual to describe the downsizing strategy employed by his or her
2. Interview three employees who are survivors of a downsizing. Ask them to discuss how the downsizing was conducted and its effects on them personally and on the. .organ1zat1on.
1. Discuss the following statement: "Artificial intelligence (AI) will have a major change on the jobs of the future and employers that want to survive and prosper will need to engage in
4. What is the "psychological contract"? Why has it changed over the past 25 years?NEL When considering the next 10 years, what changes to the psychological contract do you envision?
3. "It is a lot harder downsizing unionized employees." Do you agree with this statement?Discuss some of the challenges associated with downsizing in a union.environment.
2. Discuss the effect of the "Amazon Effect" on the workplace of the future.
1. What can managers embarking on an organizational downsizing do to minimize the impact of the process on the "survivors" of downsizing?
Performing follow-up evaluation and assessment of the downsizing efforts.Although this step is critical, it is often ignored in many organizations.
Implementing the decision. Implementation includes elements such as the communication of the termination decision, the timing of the decision, security issues, severance payments, outplacement
Designing current and future work plans. This issue represents a key challenge for the organization and is frequently neglected.
Determining the legal consequences. For example, organizations often ignore or are unaware of legal requirements when downsizing the workforce. Some areas of law to consider include the law of
Determining how the reduction will be carried out. For example, to what extent will the organization use attrition, early retirement or voluntary severance programs, and layoffs or termination? The
Determining who will be let go. For example, will the decision be made on the basis of seniority, performance, or potential?
Determining how many people will lose their jobs.
Develop an awareness of the importance of HRM in managing the downsizing process.
Comprehend the concept of the "psychological contract."
Understand what downsizing strategies are effective in enhancing organizational performance.
Know the ethical issues and consequences of downsizing.
Recognize the need to address concerns of both the victims and survivors of downsizing.
Be familiar with issues relating to artificial intelligence and job loss.
Appreciate the importance of defining "downsizing" and understand why organizations may decide to downsize.

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