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human resource management

Questions and Answers of Human Resource Management

Identify the three purposes of performance management systems and whom they serve. P-63
Explain the six steps in the appraisal process. P-63
Discuss absolute standards in performance management systems. P-63
Describe relative standards in performance management systems. P-63
Discuss how MBO can be used as an appraisal method. P-63
Explain why performance appraisals might be distorted. P-63
Identify ways to make performance management systems more effective. P-63
Describe the term 360-degree appraisal. P-63
Discuss how performance appraisals may differ in the global village. P-63
Are supervisor's orders usually followed? P-63
Does the individual approach customers promptly? P-63
Does the individual suggest additional merchandise to customers? P-63
Does the individual keep busy when not serving a customer? P-63
Does the individual lose his or her temper in public? P-63
Does the individual volunteer to help other employees? P-63
Identify the three purposes of performance management systems and whom. they serve. P-63
Explain the six steps in the appraisal process. P-63
Discuss absolute standards in performance management systems. P-63
Describe relative standards in performance management systems. P-63
Discuss how MBO can be an appraisal method. P-63
Explain why performance appraisals might be distorted. P-63
Identify ways to make performance management systems more effective. P-63
Describe the term 360-degree appraisal. P-63
Discuss how performance appraisals may differ in the global village. P-63
To what three purposes can performance appraisal be applied, and whom do they serve? P-63
Describe the appraisal process. How should it work? P-63
Contrast the advantages and disadvantages of (1) absolute standards and (2) relative standards. P-63
What is BARS? Why might BARS be better than trait-oriented measures? P-63
Describe MBO, its advantages and disadvantages. P-63
What are some major factors that distort performance appraisals? P-63
How should performance appraisals change when teams, rather than individuals, are evaluated? P-63
What is a 360-degree feedback process? How valid do you believe one to be? P-63
Identify ways to make performance evaluations more effective. Do you believe one of the suggestions is of higher priority than the others? Explain. P-63
How does the global nature of business affect performance management systems? P-63
"The higher the position an employee occupies in an or ganization, the easier it is to appraise his or her perfor- mance objectively." Do you agree or disagree with this statement? Why? P-63
"Using an invalid performance evaluation instrument is a waste of time." Do you agree or disagree with this state- ment? Discuss. P-63
"Customers feedback needs to be part of every employee's evaluation when that employee has customer contact." Do you agree or disagree? Explain your position. P-63
How would you describe Jack Hartnett's performance management system in terms of feedback, development, and documentation? What elements may be missing? P-63
Do you believe that dictating performance standards for employees at Sonic have helped or hindered the organiza- tion? Explain your position. P-63
What barriers to effective performance management do you see in the Hartnett case? P-63
Could you work for and be evaluated by Jack Hartnett and be satisfied with your job? Why or why not? P-63
Does TEAM FUN! follow the six-step appraisal process? P-63
Is an MBO plan good for the company? What could be done to improve it? Evaluate Bobby's goals according to MBO criteria. Suggest an alternative to their MBO exclu- sive performance appraisal process.
Comment on the overall effectiveness of the performance appraisal process at TEAM FUN! P-63
Provide an outline for their discussion on absolute and relative measurement techniques for "fun." P-63
Develop a two- to three-page paper describing the relation- ship between job analysis and performance evaluations. Cite specific examples where appropriate. P-63
Visit the web site http://nefried.com/360/360hrmagarticle. html. This article provides data on the pros and cons of using a 360-degree performance appraisal in an organiza- tion. Summarize the
Endnote number 2 in this chapter refers to several recent articles regarding the potential obsolescence of perfor mance appraisals. Select two of the cited articles, summa- rize them, and end your
Write a two- to three-page paper on "Where I want to be in 10 years." Describe how you intend to accomplish this and what you'll have to do to increase your chances of attaining this goal. L012
Visit America Online's career and work web page (on AOL, type key words career and work). Select careers, and work through the career guidance survey. After completing the survey, write up a two- to
Using the material presented in the HRM Skills section, de- velop a two- to three-page response to your skills, interests, work-related needs, and values. L012
Have you ever had a mentor? Share that experience. L012
What courses do you like best and least? Which are most challenging and most difficult? L012
Job goals? What are your skills, interests, work-related needs, and values? L012
How would you match what you want out of life and your career? Career goals? L012
What phase of your career development are you in? L012
Why did you pick your chosen career? L012
What are your plans to continue your education? L012
Who do you think is responsible for your career? L012
Suggest several career management strategies that Bobby and Tony could utilize. L012
Identify Holland vocational preferences for Bobby, Tony, Kenny, and Norton. L012
What career and employee development activities should Kenny and Norton provide for Bobby and Tony? L012
Trace career stages for each of them. L012
Define career and success for Bobby, Tony, Kenny, and Norton. L012
What can organizations do to prevent talent like Eric Watson from leaving their organizations? Explain. L012
Do you believe Watson suffered a midlife career crisis? If so why? L012
Describe what happened to Eric Watson in terms of career stages. L012
"Investments in career development do not provide an organization a viable return on its investment. It simply raises employee expectations, which, if not fulfilled, cause employees to leave.
"Women and minorities require more career attention than do white males." Do you agree or disagree with the state- ment? Why or why not? L012
Which of the 16 Myers-Briggs typologies do you believe are most consistent with the behaviors needed in (a) a sales position, (b) a computer programmer, and (c) an HRM recruiter? Support your
Do you think a person's age and career stage evolve to- gether? Why or why not? L012
Which career perspective is more relevant to HRM managers the individual or the organizational? Defend your position. L012
What is a mentor and how do you go about finding one? L012
Identify the Holland vocational preferences and explain the importance of this model. L012
What are the five traditional career stages? Which of the five is probably least relevant to HRM? Defend your position. L012
Contrast the external and internal dimensions of a career. Which do you believe is more relevant in determining an employee's work behavior? L012
How might a formal career development program be consistent with an organization's affirmative action program? L012
Contrast employee development with career development. How are they alike? Different? L012
Identify several suggestions that can help you manage your career more effectively. L012
WHAT IS A CAREER? L012
Identify several suggestions that you can use to manage your career more effectively. L012
Describe the implications of personality typologies and jobs. L012
List the Holland vocational preferences. L012
Identify the five traditional stages involved in a career. L012
Explain why career, development is valuable to organizations. L012
Describe how career development and employee development differ. L012
Discuss the focus of careers for both organizations and individuals. L012
Describe the term career. L012
Explain who is responsible for managing careers. L012
=4. You have been asked to design a Web site that would assist expatriates in getting ready for their overseas assignments. What kinds of information would you include on the site? Locate appropriate
=3. Apply the concepts presented in the Javidan reading on Project GLOBE across all the countries discussed n the reading (i.e., consider the examples of one manager from Brazil, one from France,
=2. What challenges does doing business in the EU present to an employer? In small groups, have each member investigate the HR environment in a different EU country and then compare and contrast
=1. Examine the four dimensions of culture presented in Hofstede’s framework. What strategies would you recommend in dealing with a different culture that is polar on each of the dimensions? For
=7. What are the critical social cultural practices that impact business relations in Africa? What specific strategies can be used by American organizations that attempt to conduct business and/or
=6. What differences need to be taken into account by American managers who oversee employees in Brazil, France, Egypt, and China, and what are the implications for American managers in each of these
=5. How can employers be more successful with retention of repatriates?Reading 14.1
=4. Explain how each of Hofstede’s cultural dimensions might result in specific kinds of HR programs and practices.
=3. Describe the four levels of standardization of global HR practices. For what strategic objectives might each level of standardization be best suited?
=2. Explain the organizational and individual purposes for expatriation. Why do these need to be incorporated as part of a strategic approach to managing global assignments?
=1. How does global HR management differ from domestic HR management?

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