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human resources management

Questions and Answers of Human Resources Management

4 Of the many performance and reward practices to which you have been introduced throughout this book, identify three performance management practices and three reward management practices that you
3 Now, thinking about the model of psychological engagement detailed in chapter 2, how might Millennials’ beliefs and attitudes influence their behavioural intentions?Will the contours of
2 Thinking about the concept of the employee value proposition to which you were introduced in chapter 2, what clues does the Deloitte study provide about whether Millennials will be more attracted
1 Why might Gen Z be less sanguine about how technological change might influence future jobs? Global management consulting firm Deloitte’s seventh annual Millennial Survey, published in 2018,
5 What values and expectations will Generation Z bring to the workplace? What changes might this necessitate in the value proposition that organisations offer to this generation? What are the
4 It has been suggested that the gig economy will revolutionise the way we think about performance and reward management. To what extent do you agree with this proposition?
3 If robots do come to rule us, what might this mean for how human performance will be defined, measured and rewarded in the future?
2 How are the technological changes associated with ‘Industry 4.0’ likely to influence future ideas and practice on the issue of pay transparency?
1 How important is the quality of working life likely to become in the 2020s?
3 Suggest five ways in which performance and reward management practices in diverse workplaces might be made more inclusive. Read management consultant Paulo Gaudiano’s piece then formulate
2 Why might inclusion be a more powerful influence on employee well-being, engagement and performance? Read management consultant Paulo Gaudiano’s piece then formulate responses to the questions
1 Should workforce diversity be seen as an end in itself or the means to something deeper? Read management consultant Paulo Gaudiano’s piece then formulate responses to the questions that
3 What, if anything, does this decision on office redesign tell you about the role of employee engagement at Morgan Stanley? What clues can you find in the news article from Bloomberg and the Harvard
2 Do Millennials really have employment expectations that set them apart from older generations? And from younger (i.e. Gen Z) employees? Review the following two articles and then reflect on the
1 What role does employee engagement play in the effectiveness of an organisation’s approach to managing individual employee performance? How important is workplace design to employee engagement
3 What, if anything, should the government do about issues of injustice associated with the gig economy? Read the following three articles and reflect on the aspects of organisational justice raised
2 Do you agree or disagree with the proposition that Millennials are falling victim to their ‘love affair’ with the gig economy? Read the following three articles and reflect on the aspects of
1 Has the rise of the new organisational forms and work relationships associated with the emergence of the gig economy made the notion of organisational justice obsolete? Read the following three
4 What do you see as the broader implications of Alibaba’s smart business ‘ecosystem’ for the future of people management generally? As this article by Alibaba’s Ming Zeng indicates, Chinese
3 According to Zheng: ‘Digital leaders no longer manage: rather, they enable workers to innovate and facilitate the core feedback loop of user responses to firm decisions and execution.’ How is
2 The article is replete with detail on about Alibaba’s value proposition to customers but what clues does it offer about the firm’s value proposition to employees and how its jobs are designed?
1 In terms of the taxonomy of business strategies used throughout this book, which strategy type best described Alibaba’s strategic priorities: cost reduction, quality enhancement, innovation, a
• achieve a rounded understanding of the importance of our four ‘reality check’themes – strategic alignment, employee engagement, organisational justice, workforce diversity – to
• explain the potential impacts of generational change on performance and reward management systems
• explain the potential impact of the ‘gig economy’ on performance and reward management systems
• understand the key characteristics of ‘Industry 4.0’ – that is, the fourth industrial revolution – and the potential influence of robotics and artificial intelligence on future
• identify the key technological, economic and social trends likely to affect performance and rewards management research and practice over the coming decade
• appreciate that anticipating the future should be framed in terms of possibilities and probabilities rather than inevitability
5 How should these recommendations be implemented?What advice would you offer Amy? Three weeks into her new job as Chief Human Resources Officer at Wealth Bank Corporation (WBC) things have yet to
4 What are the main shortcomings of the existing approach to performance-related rewards and what changes would you recommend? Three weeks into her new job as Chief Human Resources Officer at Wealth
3 What are the main shortcomings of the existing approach to employee benefits and what changes would you recommend? Three weeks into her new job as Chief Human Resources Officer at Wealth Bank
2 What are the main shortcomings of the existing approach to base pay and what changes would you recommend? Three weeks into her new job as Chief Human Resources Officer at Wealth Bank Corporation
1 What are the main shortcomings of the existing approach to performance management and what changes would you recommend? Three weeks into her new job as Chief Human Resources Officer at Wealth Bank
5 Which performance and reward practices are most compatible with a ‘transactional’ employee value proposition? Which practices are least compatible with an employment ‘deal’ of this type?
4 ‘A good strategy well applied will always outdo a brilliant strategy badly applied.’ What are the implications of this statement for performance management practitioners?
3 ‘Total reward management’ requires a balanced mix of reward types, but how can we know what mix to aim for?
2 ‘The strategic alignment model looks good on paper but is impossible to achieve in practice.’ How would you respond to such a comment in the workplace?
1 What are the tell-tale signs of performance and reward system failure?
3 Can the relative measure of ‘a fair day’s pay for a fair day’s work’ really be ‘objective’? Read the following articles and reflect on the aspects of organisational justice below.Letts,
2 Are organisational justice problems restricted to low paid work? How might these problems be different from high pay workplaces? Read the following articles and reflect on the aspects of
1 What performance and review characteristics would you expect to see in any organisational providing a relatively low but fair pay system? Read the following articles and reflect on the aspects of
2 How can the organisation’s performance and reward practices be configured so as to optimise alignment with these expectations while also optimising organisational outcomes? Review and reflect on
1 How might the performance and reward expectations of Gen Z differ from those of older generations? Review and reflect on the findings reported in The Deloitte Global Millennial Survey 2019,
3 What does the information in the Deloitte report suggest regarding the relative advantages of results-based and behaviourally-based performance management? Review the following report from Deloitte
2 What should an organisation do to stay ahead of the competition in terms of effective employee performance and reward management? Review the following report from Deloitte Insight:Agarwal, D.,
1 What does the information in the Deloitte report suggest regarding the role of contextual developments – sometimes termed ‘mega-trends’ – in decisions regarding the design of strategically
3 What, if anything, do the results of the studies identified in the Forbes article tell you about how companies can align performance and reward systems with employee needs and organisational
2 What role does employee engagement play in determining the effectiveness of an organisation’s approach to individual employee rewards?
1 How would you consider the influence of employee wellness in evaluating the effectiveness of individual employee performance appraisal?
• understand and apply approaches for effective change implementation and communication.
• consider issues associated with developing performance and reward systems that both align with the organisation’s strategic priorities, including its business strategy, employee value
• identify and assess the sources of evidence and practice used in performance and reward system evaluation
• explain the processes and methods associated with reviewing current performance and reward practices, including accurately identifying areas of strength and weakness in existing practices, as
• understand and apply a systems thinking framework for developing and changing performance and reward systems that integrates and aligns strategic and psychological considerations
3 What can Axis do to ensure a majority of employees purchase shares in the ESP? Axis Bank is a retail bank with divisions in Australia, New Zealand and the United Kingdom. Axis has executive and
2 Does the success of the broad-based scheme depend on a large proportion of employees purchasing shares? Why or why not? Axis Bank is a retail bank with divisions in Australia, New Zealand and the
1 Can a stand-alone employee share ownership plan at Axis Bank help align the interests of employees with those of the organisation? What other HR practices should be in place to support the
5 ‘The organisational benefits of employee share ownership are more likely to be achieved when accompanied by options for employee voice and decision-making.’ Discuss.
4 What are the costs to an organisation of running an employee share ownership plan?
3 How can an organisation encourage its employees to take up shares in an employee share ownership plan?
2 Under what conditions is an employee share ownership plan most likely to be effective for an organisation?
1 ‘Employee share ownership is good for the organisation but not for employees.’ Discuss.
2 How do organisations effectively communicate with Millennials about employee share ownership? The generational composition of the workforce is changing. As the following article points out, the
1 Is employee share ownership important to Millennials? The generational composition of the workforce is changing. As the following article points out, the proportion of Millennials in the workforce
2 Does the number of shares owned by an employee matter? Why or why not? Corey Rosen and colleagues argue in this linked article that employee share ownership can generate benefits for both employees
1 What role does employee share ownership play in generating an equity attitude? Corey Rosen and colleagues argue in this linked article that employee share ownership can generate benefits for both
2 What are the risks to Michael if he decides to buy shares in his company? The ASIC MoneySmart website provides a case study of a share purchase plan (ASIC 2018):Michael works for a large listed
1 Is it fair that only permanent employees are able to purchase shares in their organisation? Why or why not? The ASIC MoneySmart website provides a case study of a share purchase plan (ASIC
2 How does employee share ownership assist with the alignment of employee and organisational values? Culture Amp has used employee share ownership to build their business: they believe that share
1 How does employee share ownership assist the performance of Culture Amp?Culture Amp has used employee share ownership to build their business: they believe that share ownership motivates employees
• appreciate the strategic considerations involved in deciding whether or not to use employee share ownership and which plan type to apply.
• evaluate the link between employee share ownership and other elements of HR policy in organisations
• comprehend why employees participate in an employee share ownership plan and the implications for employee attitudes and behaviours
• identify the implications of employee share ownership for organisations and measures of organisational performance
• be able to discuss the different types of employee ownership plans, including share grants/gifts, share purchase, and share option plans
• appreciate the theoretical rationale for an employee share ownership plan
• understand the definition and incidence of employee share ownership as the primary form of broadly-based long-term incentive plans (LTIs)
4 What role, if any, could/should collective incentives play here? If no role, why? Is so, which particular types of collective incentives considered in this chapter would be most appropriate, and
3 How would you go about reorienting bank culture from one of selling to one of service? Australia’s Royal Commission on Financial Services has uncovered multiple and deep shortcomings in incentive
2 Can you see any connection between the high reliance on incentives for ordinary bank employees and the incentives applied to bank executives? Australia’s Royal Commission on Financial Services
1 Why has there been such a heavy reliance on individual sales incentives in retail banking? Australia’s Royal Commission on Financial Services has uncovered multiple and deep shortcomings in
5 Should team members with different functional capabilities receive the same level of performance pay for the results achieved by the team?
4 ‘Collective incentives do not distinguish adequately between “performers” and “passengers”.’ Discuss.
3 Why and how should the incentives applied to project teams differ from those applied to process teams?
2 Why might an organisation choose goal-sharing over gainsharing and profit-sharing?
1 Explain with reasons whether profit-sharing would be better suited to traditional mechanistic firms or to those with high-involvement cultures.
3 How might unconscious bias influence performance and reward practices in such teams and how would you set about countering this risk? According to the following practitioner piece, the research
2 What problems do you anticipate may arise in applying collective incentive plans to culturally diverse teams? According to the following practitioner piece, the research shows that culturally
1 What role, if any, should incentives play in leveraging the potential of culturally diverse teams? According to the following practitioner piece, the research shows that culturally diverse teams
3 What is your overall assessment of the strengths and weaknesses of Lincoln Electric’s long-standing approach to employee engagement? Read the following favourable blog on Lincoln Electric’s
2 How do you account for the areas of discrepancy/disagreement? Read the following favourable blog on Lincoln Electric’s apparent decades-long success with profit-sharing as an employee engagement
1 How well do the remarks by Lincoln Electric’s current and ex-employees about the firm’s reward practices align with the claims made by the firm’s management?Read the following favourable blog
3 Why might the issue of reward equity and reward cost become an issue for Huawei as it continues its path of global expansion? With some 170,000 staff worldwide, Chinese telco giant Huawei is
2 What are the challenges in applying profit-sharing in a multinational firm? With some 170,000 staff worldwide, Chinese telco giant Huawei is undoubtedly one of the world’s most successful
Why did Huawei introduce its ‘Time-based Unit Plan’ and what maintenance challenges do you foresee for this plan? With some 170,000 staff worldwide, Chinese telco giant Huawei is undoubtedly one
• achieve a practical appreciation of the options, issues and challenges relating to the design, development, implementation and maintenance of collective incentive plans.
• assess the suitability of such plans for particular organisational strategies and contexts and make appropriate recommendations for reward system configuration
• understand the nature of the following short-term collective incentive plan types and the general advantages and disadvantages of each: profit-sharing, gainsharing, goal-sharing and team pay
• describe and compare the main options for configuring short-term collective incentives
• appreciate how collective short-term incentive plans differ from both incentive payments for individual performance and long-term incentive plans, as well as the points of complementarity between

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