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human resources management

Questions and Answers of Human Resources Management

4 ‘Competencies do not equal performance.’ Explain your response to this assertion.
3 What are the challenges involved in assessing individual competency levels?
2 What are the challenges in achieving ‘validity’ in performance assessment?
1 Why is performance appraisal such a perennially troubled aspect of human resource management?
3 What role, if any, does performance appraisal play in achieving this trade-off? Cancialosi, C. (2017), ‘The future of performance is not one-size-fits-all’, Forbes, February 22,
2 How would you take into account any trade-off between different stakeholder needs categories in evaluating individual employee performance? Cancialosi, C. (2017), ‘The future of performance is
1 Given the competitive pressures experienced by even the most admired institutions, how can organisational culture help achieve outcomes for all organisational stakeholders at the same time as
3 What characteristics would you expect to see in any measurement processes and results measures in a high performing team that you wouldn’t see in a ‘average’ performing individual or team?
2 Of these characteristics aimed at organisational justice, how would you rank them against the others? Why? Forbes Coaches Council (2016), ‘13 characteristics of a high-performing team (and how
1 Of the 13 characteristics mentioned in the Forbes article, which are aimed at addressing potential organisational justice problems in the creation of behavioural and competency measures? Why are
3 From the article, what can you tell about the impact of remote/offsite management on employees at McMurdo Station? Pepper, F. (2018), ‘How Big Dead Place, the “WikiLeaks of Antarctica”, shed
2 What, if anything, does this story tell you about the organisational diversity at McMurdo Station and in the NSF? What clues can you find in the news article? What clues are missing? Pepper, F.
1 How do you believe the NSF and its operations support contractor have been taking organisational justice into account at the McMurdo Station? Pepper, F. (2018), ‘How Big Dead Place, the
3 What, if anything, does this decision on performance appraisal method tell you about the organisational culture at Accenture? What clues can you find in the news article from The Independent?
2 What role does employee engagement play in determining the effectiveness of an organisation’s approach to the appraisal of individual employee performance? Cunningham, L. (2015), ‘Accenture:
1 How would you consider employee engagement in evaluating individual employee performance? Cunningham, L. (2015), ‘Accenture: One of the world’s biggest companies to scrap annual performance
• understand the strategic considerations involved in deciding whether or not to use performance appraisal and in choosing between different behavioural assessment practices.
• explain the areas of interest and concern associated with evaluating and managing performance within organisations
• discuss issues associated with the presentation and use of performance appraisal information
• identify and assess the sources of data and methods used in performance appraisal
• understand common approaches to performance appraisal in a business context namely, behavioural and competency-based assessment
2 What, if any, KRAs may be more likely to benefit from such technology, in terms of individual performance achievement and improvement? As discussed in the section on goal-setting, organisational
1 Is the information described in the article likely to be helpful for improving employee performance or is it simply an online form of management surveillance? Explain your answer in terms of the
5 What are the strengths and limitations of the balanced scorecard model?
4 ‘Organisational justice is less important than clear performance goals.’ Discuss.
3 What KPIs would you use for measuring team performance?
2 ‘You can’t manage what you can’t measure.’ Right or wrong? Why?
1 ‘A focus on results encourages unethical behaviour.’ Discuss.
2 What issues do you see in this approach to performance measurement In Australia, versions of the balanced scorecard have been applied in a range of financial services and service sector firms. For
1 Are the latest performance measurement changes likely to move the ANZ organisational culture to one that is more focused on customer outcomes?In Australia, versions of the balanced scorecard have
3 Can results measures really be ‘objective’? Organisational justice and the management of individual performance Lipman, V. (2017), ‘How small businesses often mismanage employee
2 Are organisational justice problems in the creation of results measures restricted to ‘small businesses’? Organisational justice and the management of individual performance Lipman, V. (2017),
1 What characteristics would you expect to see in any organisationally fair result measurement processes and results measures? Organisational justice and the management of individual performance
3 What role does employee engagement play in achieving this trade-off?
2 How would you take into account any trade-off between cost and quality outcome categories in evaluating individual employee performance?
1 Given the competitive cost pressures experienced by even the most admired institutions, how can organisational culture help achieve product quality results at the same time as addressing these cost
• identify the strategic purposes to which results-based performance practices might be best suited.
• assess the use of financial and non-financial performance measures
• discuss the issues associated with aligning individual, team and organisational performance measurement
• explain the importance of measuring and managing results within organisations
• understand the common categories and use of results in a business context
2 How and why might taking a more personalised approach to reward management help to improve both strategic alignment and psychological engagement? For decades, designing rewards programs was a
1 What explains the apparent degree of strategic misalignment in rewards systems around the world? For decades, designing rewards programs was a relatively straightforward exercise of finding the
7 Why might employees become disengaged and how might performance and reward practices be able to assist in reengaging them?
6 Of the two main groups of motivation theory – content theories and process theories – which do you believe has the greatest credibility and practical relevance?
5 How does personality influence individual performance and is this influence overstated?
4 Of the three broad types of employee value proposition identified in this chapter(‘transactional’, ‘relational’ and ‘balanced’), which do you believe to be the most prominent in
3 The notion of a ‘business strategy’ has no relevance to not-for-profit and public sector organisations. Discuss.
2 Think of a firm that you believe has a ‘cost reduction’ strategy and another that you see as having an ‘innovation’ strategy, then compare the two in terms of (a)what they actually produce
1 ‘Strategic alignment is good in theory but elusive in practice.’ Discuss.
4 Would you want your work colleagues to know everything about your pay deal? Under what conditions (if any) would you be willing to disclose these details? As we have seen, the issue of relative pay
3 Why might disclosure be a ‘prescription for disaster’? As we have seen, the issue of relative pay equity is a pivotal facet of employee perceptions of the fairness or unfairness of how and how
2 Will disclosure alone be enough to address the gender pay gap? As we have seen, the issue of relative pay equity is a pivotal facet of employee perceptions of the fairness or unfairness of how and
1 Which is more compelling – the case for transparency or that for secrecy? As we have seen, the issue of relative pay equity is a pivotal facet of employee perceptions of the fairness or
3 The author writes quite unreflectively from a US perspective. Might his recommendations for engaging new workforce entrants have less relevance and currency in other cultural contexts? If you are
2 How does the recommendation to provide Gen Zers with ‘more structure and direction’ square with the prescription for greater flexibility and discretionary work? If you are reading this book as
1 Are the motivational needs of Gen Z really all that different to those of the previous wave of workforce entrants – the millennials? If you are reading this book as an undergraduate student it is
4 What individual-level factors do you think have the greatest influence on earnings differences within the workforce?
3 What do you make of the proposition that conscientiousness is not a close correlate of general intelligence or IQ?
2 How do the findings reported in the piece challenge the ‘signalling’ view of the relationship between education level and earnings? What do you see as the real drivers of the higher return for
1 Why might the traits of conscientiousness and extroversion have different impacts on the pay levels of women and men?
• appreciate the importance of motivation, organisational justice and trust as pivotal employee attitudes and behavioural precursors.
• understand the individual-level influences on employee behaviour, including personality, beliefs, attitudes, and emotional states and how these interact with each other in particular work contexts
• understand the importance of the employee value proposition and work design as key links between an organisation’s business strategy, its people management practices and employee work
• appreciate how different business strategies stand to influence the configuration of performance and reward policies and practices
• describe the concepts of external alignment and internal alignment and the joint importance they hold for an organisation wishing to achieve and maintain strategic alignment
• explain the concepts of strategic alignment and psychological alignment and how they relate to each other in practice
• appreciate the value of adopting a systems thinking approach to understanding and managing employee performance and rewards
3 Is it possible to provide performance feedback without measuring performance?
2 Ratings are a necessary evil and organisations abandon them at their peril. Discuss.
1 Assess the reasons given by companies that have chosen to abandon performance ratings.
5 What should a reward system seek to do?
4 What is meant by the concept of ‘total reward’?
3 A valid method of assessing performance may be either reliable or unreliable, but an invalid method can never be reliable. Why?
2 Why might evaluative and developmental performance management come into conflict, and how can the potential for conflict be minimised?
1 Who or what defines ‘performance’ in an organisation?
• appreciate the importance of the book’s four focal ‘reality check’ themes: strategic alignment, employee engagement, workforce diversity and organisational justice.
• explain the core aims of a reward management system
• compare and contrast the main elements of financial reward: base pay, benefits and performance incentives.
• describe the concept of ‘total rewards’ and the role of financial, developmental, social and intrinsic rewards in this way of thinking about reward management and the ‘employee value
• explain how validity, reliability, cost-effectiveness and felt-fairness each contribute to performance management system efficacy
• explain the core aims of a performance management system
• describe the main dimensions of employee performance
What would you do now if you were Fisher?Central Steel Door Corporation has been in business for about 20 years, successfully selling a line of steel industrial-grade doors as well as the hardware
How would you have gone about hiring a European sales manager? Why?Central Steel Door Corporation has been in business for about 20 years, successfully selling a line of steel industrial-grade doors
Based on this chapter and the case incident, compile a list of 10 international HR 1nistakes Fisher has made so far.Central Steel Door Corporation has been in business for about 20 years,
How should LearnlnMotion implement a global HR system?According to its business plan and in practice, LearnlnMotion.com "acquires content globally but delivers it locally." In other words, all the
Should LearnlnMotion use a global selection policy to source talent for their London operation?According to its business plan and in practice, LearnlnMotion.com "acquires content globally but
What intercountry differences will affect the human resources management practices of LearninMotion?According to its business plan and in practice, LearnlnMotion.com "acquires content globally but
Check online and find at least two websites that deal with or otherwise discuss the expatriate experience, and note the concerns and suggestions expressed. Compare these to the text discussion. How
Either in pairs or groups of four or five, develop an outline for an initial four-hour cross-cultural training progra1n. What training resources, tools, and processes might you use? Be prepared to
Describe the most common approach to formulating expatriate pay. Use a library source to determine the relative cost of living in five countries this year, and explain the in1plications of such
Choose three traits that are useful for selecting international assignees, and create a straightforward test (not one that uses pencil and paper) to screen candidates for these traits.
What obstacles to successful integration of global talent do you think exist in your company? What solutions can you recon1n1end to overcome these obstacles?
How would you assess the credentials of foreign-trained persons? What agencies are available for you to contact?
What can an organization do to ensure that the skills acquired on an international assignment are used when the employee returns to his or her home country?
A firm is about to send its first employees overseas to staff a new subsidiary. The president asks why such assignments fail and what can be done to avoid such failures. Write a n1emo in response to
You are president of a small business. In what ways do you expect that being involved in international business activity will affect HRM in your business?
Why is the issue of underemployment of foreign-trained persons important to Canadian employers?
What are the three biggest obstacles to securing full employment of imn1igrants and foreign workers in Canada? How can these be managed?

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