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human resources management

Questions and Answers of Human Resources Management

• explain the general rationale for recognising and rewarding employees for their collective performance – that is, results achieved by a work group, team, business unit, division or the
5 Will you use a rewards provider or develop a bespoke system and why? As discussed in this chapter non-cash recognition has gained popularity among organisations and human resource professionals as
4 Are there other differences amongst the employees that should be taken into account? As discussed in this chapter non-cash recognition has gained popularity among organisations and human resource
3 Will there be a difference in the rewards offered to clinical and non-clinical staff? If so, what would this difference be? As discussed in this chapter non-cash recognition has gained popularity
2 How frequently would rewards be distributed? As discussed in this chapter non-cash recognition has gained popularity among organisations and human resource professionals as a means to motivate
1 Will the system include peer recognition? Will this be moderated and how? As discussed in this chapter non-cash recognition has gained popularity among organisations and human resource
5 ‘A little praise can go a long way.’ Discuss.
4 Is non-cash recognition simply motivation on the cheap?
3 Has cash really lost its cachet as a motivational device?
2 What advantages do merit bonus plans have over merit increments?
1 ‘With results-based rewards, what does not get rewarded gets neglected.’ Discuss.
2 What possible risks and benefits might be associated with this approach? An emerging method of recognition utilises social media as a way to reinforce the values that the organisation seeks to
1 Consider other ways social media might be used as part of an employee recognition program. An emerging method of recognition utilises social media as a way to reinforce the values that the
3 What other methods might be considered in improving individual performance measured against organisational goals? On the 14th December 2017 the Australian Governor-General signed the Letters Patent
2 How should organisations ensure that individual performance pay plans do not result in unexpected and undesirable behaviour? On the 14th December 2017 the Australian Governor-General signed the
1 Who are the stakeholders that should be considered in the construction of pay for performance schemes? On the 14th December 2017 the Australian Governor-General signed the Letters Patent to
3 Should attempts be made to ‘test’ the intrinsic motivation of executives before committing to expensive bonus plans? If so, what might these tests include? The highest paid CEO in Australia in
2 Within any organisation should performance pay only be available to those performing routine tasks? Why or why not? The highest paid CEO in Australia in 2017 was to the head of Domino’s Pizza –
1 What features of a bonus system might improve perceptions of distributional justice within an organisation? The highest paid CEO in Australia in 2017 was to the head of Domino’s Pizza – Don
3 Given the comments prompted by the Financial Times tweet (cited above), what problems might be encountered in auditing existing bonus schemes to limit gendered outcomes? Performance loadings are
2 How might these factors be mitigated in an organisation attempting to harness the benefits of a diverse workforce? Performance loadings are synonymous with bonuses and are mostly granted following
1 What factors contribute to the difference in the award of bonuses or performance loadings between men and women? Performance loadings are synonymous with bonuses and are mostly granted following a
• identify the strategic contexts to which specific individual reward and recognition practices might be best suited.
• identify the ethical issues that may result from the form and structure of individual reward and recognition plans
• demonstrate awareness of the challenges of implementing non-cash recognition plans and the means to overcome these
• understand the effectiveness of merit pay in different contexts, including the public sector
• articulate the advantages and disadvantages of merit-based increments
• explain the main forms of individual recognition and reward – specifically meritbased pay increments, merit bonuses, results-based individual incentive methods and non-cash rewards
6 How will today’s mega-trends, particularly demographic and technological transformation, reshape the future design and importance of employee benefits plans?
5 What are main differences in employee benefits between Australia, Canada, the United Kingdom and the United States?
4 What are the advantages of non-financial benefits?
3 What sort of organisation is likely to gain most from offering employees flexible or ‘cafeteria’ benefits schemes?
2 What is needed for an organisation to have effective flexible work and wellness programs?
1 Why are employee benefits becoming an increasingly important component of employee reward practice?
2 How would you go about determining whether a flexible benefits plan along these lines was working effectively? Compared to traditional ‘one-size-fits-all’ benefits plans, well-designed flexible
1 Can you see any practical challenges in seeking to use flexible benefits plans to support workforce diversity and diversification? Compared to traditional ‘one-size-fits-all’ benefits plans,
3 Keeping in mind the precepts of procedural and distributive justice, what changes would you recommend to organisational reward practices to help address the gender super gap? A pressing social
2 Separate these factors into two categories: first, those that are within the control of working women themselves; second, those that are in the control of the employing organisation. A pressing
1 Draw up a list of the factors that you see as contributing to the relatively low super balances of women retirees. A pressing social issue in Australia’s superannuation system is the enormous gap
4 What are the implications for the approach that organisations should take to benefits strategy and practice in developing countries? Review the information provided in the following global report
3 In view of the evidence presented in the report, what changes should organisations consider making to how they manage employee benefits? Review the information provided in the following global
2 What are the implications for the role that benefits should have in the employee value proposition? Review the information provided in the following global report on employee attitudes towards
1 Why might ‘benefits matter more than ever’ to employees? Review the information provided in the following global report on employee attitudes towards benefits provision:Willis Towers Watson
2 How do you think your benefits preferences differ from those of your parents’ generation? According to a 2014 United States study by Neil Howe: ‘the millennial generation, today’s incoming
1 What types of employee benefits would you most prefer to receive? According to a 2014 United States study by Neil Howe: ‘the millennial generation, today’s incoming young-adult employees, shows
• appreciate the importance of employee benefits to the focal themes of employee engagement, strategic alignment, organisational justice, and workforce diversity.
• compare and contrast fixed and flexible benefits plans, explain the advantages and disadvantages of each and determine the appropriateness of each for particular organisational contexts.
• explain the difference between defined-benefit and defined-contribution superannuation schemes and the pros and cons of each
• understand the difference between benefits of a mandatory nature and those that are voluntary
• describe the distinction between employee benefits of a financial nature (e.g.superannuation) and those of a nonfinancial nature (e.g. employee wellness programs)
• appreciate the challenges associated with benefits plan choice and configuration
• understand the rationale for employee benefits plans and their growing importance in total reward practice
5 What factors should an organisation consider in choosing between the position-based and person-based approaches to base pay configuration?
4 From an employee perspective, what are the attractions and drawbacks of pay bands?
3 What is more important in determining position-based pay levels: internal equity or external competitiveness? Why?
2 Is the notion of the ‘rate for the job’ outdated? Why or why not?
1 Why should employees receive any base pay at all?
3 What might be the potential shortcomings of skill-based pay here? Many organisations still prefer the administrative convenience of paying employees according to the job to which they are assigned
2 Why might a skill-based pay be preferable to job-based pay in this regard? Many organisations still prefer the administrative convenience of paying employees according to the job to which they are
1 How might skill-based pay allow an organisation to manage workforce diversity more effectively? Many organisations still prefer the administrative convenience of paying employees according to the
3 To what extent is job evaluation capable of promoting procedural and distributive justice in the workplace? Or addressing the pay gap between male and female employees. Review the following report
2 Why is job evaluation a double-edged sword when it comes to gender pay equity? Review the following report and reflect on the questions below.Workplace Gender Equality Agency (2018), Guide to
1 Is it acceptable to use market rates to establish fair pay levels for female employees? Review the following report and reflect on the questions below.Workplace Gender Equality Agency (2018), Guide
Survey-generated pay data provides a benchmark for establishing base pay levels for specific positions relative to market rates for comparable jobs. The organisation must then choose whether, for
3 Which (if any) of the theories of motivation discussed in chapter 2 are supported by the points made in this article? Read the following article and answers the questions below.Wolfers, J. &
2 Why might organisations that pay well need to devote fewer resources to monitoring their workers? Read the following article and answers the questions below.Wolfers, J. & Zilinsky, J. (2015),
1 Why might employees concerned about income security perform less well at work? Read the following article and answers the questions below.Wolfers, J. & Zilinsky, J. (2015), ‘Ten reasons workers
• consider base pay options and issues through the lens of employee engagement, organisational justice, workforce diversity and organisational strategy.
• compare the strengths and weaknesses of each approach
• explain the pay structures, evaluation (pricing) methods and pay progression practices associated with each of these approaches
• discuss the difference between the two main approaches to configuring base pay:position-based base pay and person-based base pay
• understand the nature and purpose of base pay as the foundational component of employee pay
3 What do you say to Andrea? Why do you choose this approach? Andrea works in the training section of a large private sector IT company. She is in charge of delivering interpersonal skills training,
2 What should you do now?You decide to meet with Andrea to talk about her rating scores. Andrea works in the training section of a large private sector IT company. She is in charge of delivering
1 What is your initial reaction to Andrea’s underperformance?You decide to collect a bit more information about Andrea. You find out that she has been with the organisation for two years. She has
5 How would you deal with an underperforming subordinate?
4 Why should employees actively seek feedback (positive or negative) from their supervisor?
3 What are the differences between coaching and mentoring?
2 Why do employees dislike receiving negative performance feedback? In what circumstances might the ‘feedforward’ approach be a preferable alternative?
1 Is low motivation the most important cause of underperformance? Why or why not?
3 Is it unfair that some employees get higher ratings due to their ability to flatter their boss? Performance appraisal systems seek to identify and reward the best performers. The author in the
2 Under what conditions is flattery most likely to be effective? Performance appraisal systems seek to identify and reward the best performers. The author in the following article suggests that some
1 Why does flattering the boss work? Performance appraisal systems seek to identify and reward the best performers. The author in the following article suggests that some employees get higher
2 Are there any problems with using performance management to promote employee engagement? Abigail White argues that performance management enhances employee engagement: ‘performance management
1 How can performance management promote employee engagement? Abigail White argues that performance management enhances employee engagement: ‘performance management ensures that all employees are
3 What can be done to limit the influence of supervisory bias in performance ratings? Performance reviews are often subjective, which opens the door to gender bias. In the following article, the
2 Why do men tend to get higher performance ratings than women? Performance reviews are often subjective, which opens the door to gender bias. In the following article, the author argues that
1 How does the subjectivity of performance reviews allow biases to enter into the rating process? Performance reviews are often subjective, which opens the door to gender bias. In the following
2 What are the likely consequences for supervisors of a move to using adjectives rather than numbers to describe an employee’s performance? Some organisations are dropping numeric performance
1 What are the limitations in using numbers to rate an employee’s performance? Some organisations are dropping numeric performance rankings in favour of descriptive words. These companies argue
• appreciate the importance of reviewing, discussing and developing employee performance to the focal themes of employee engagement, strategic alignment, organisational justice, and workforce
• compare and contrast employee mentoring and coaching as tools of performance management
• understand one framework for managing employee underperformance
• describe the challenges in delivering and receiving negative performance feedback
• appreciate the perspectives of assessors and assessees on negative feedback
• describe the performance review meeting, including its content and timing
• explain the potential causes of underperformance
2 What, if any, performance management factors are more likely to benefit from such technology, in terms of individual performance achievement and improvement? As discussed in the case study on
1 Is the information described in the Bloomberg item likely to be helpful for improving employee performance or is it simply an online form of management surveillance and instrumental behaviour
5 ‘The pursuit of ever-more reliable performance assessment techniques is a self-defeating exercise.’ Critically analyse this assertion in the context of performance improvement.

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