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business
managing human resources

Questions and Answers of Managing Human Resources

Elaborate the needs and objectives of HR planning
Explains the characteristics of HRP?
What do you understand by Human Resource Planning?
The last step in the human resource planning process is____________.a. Action Planb. Training and Developmentc. Determining the Objectived. Appraisal of Manpower Planning
Top level in human resource planning is____________.a. Industry Levelb. Unit Levelc. Departmental Leveld. National Level
Job analysis is comprised of___________________.a. Job Descriptionb. Job Specificationc. Job Advertisementd. Both a & b
Human Resource Planning is_______________in nature.a. Long-termb. Short-termc. Both a & b
is the process of forecasting an organization’s future demand for, and supply of, the right type of people in the right number.a. Human Resource Planningb. Recruitmentsc. Human Resource
The earliest employment department in America is reported to have been established at the B. F. Goodrich Co. in ________.a. 1806b. 1909c. 1906d. 2006
The First HRM Managerial Function is _________.a. Planningb. Organizingc. Directingd. Controlling
The first professional/scientific writings on business organization and management appeared in the early ________.a. 1770sb. 1880sc. 1990sd. None of the above
HRM function does not involve: -a. Recruitmentb. Selectionc. Cost Controld. Training
The meaning of the acronym HRM is _________.a. Human Relations Managementb. Humanistic Resource Managementc. Human Resource Managementd. Human Resourceful Management
What are the objectives of HRM?
Explain the functions of an HR manager.
What are the role and responsibilitis of ana HR Manager?
Explain the functions of HRM.
Elaborate the nature, scope, and importance of HRM.
Explain HRM in the new millennium.
What do you understand by HRM?
Your best friend is considering a job offer from a foreign-owned firm. He knows you have studied this issue at your university, and asks for your assessment of the pros and cons of accepting the
Describe the conditions necessary in order for a geocentric recruitment policy to work effectively.
Discuss the special problems that women face in overseas assignments.
What are some guidelines to follow in determining a reasonable compromise between a company’s need to run its business and employee rights to privacy?
Is it ethical to record a conversation with your boss without his or her knowledge?
Why is it in the best interests of management and labor to work together? Or is it?13-7. Discuss the differences between interest arbitration and grievance arbitration.13-8. Prepare three arguments
What are the key features of the U.S. industrial relations system?
What might be some advantages and also disadvantages of cafeteria-style benefits?
In your opinion, why are more firms tying executive incentives to long-term (three years or more) company performance?
What steps can a company take to align its compensation system with its ge n eral business strategy?
Develop a strategy for proactively managing your own career. What will you do and when will you do it?
Look again at Figure 10–4 on alternatives to downsizing employees. Suppose your company forecasts that the next two quarters will be especially difficult ones. Choose three cost-cutting altern a
Working in small groups, develop a corporate policy that specifies how career management relates to training, performance management, and reward systems.
The chief counsel for a large corporation comes to you for advice. She wants to know what makes a firm’s review system legally vulnerable. What would you tell her?
You have been asked to design a rater-training program. What types of elements would you build into the process that are specific to managers, specific to employees, and common to both?
Think back to your first day on the most recent job you have held. What could the organization have done to hasten your on-boarding and your adjustment to the job?8-6. Given the growth of labor
Would you be able to recognize a sound training program if you saw one? What features would you look for?
Of the Big Five personality characteristics, what might explain why conscientiousness is the most valid predictor across many types of jobs?7 – 9. Why is emotional intelligence particularly
What special measures might be necessary for a successful diversity-oriented recruitment effort?
Discuss the kinds of employee information that managers might find to be particularly useful in a talent inventory.5–9 . Why is it important that job design include all of the following kinds of
The chairperson of the board of directors at your firm asks for advice about SWP.What would you say?
D e velop a research question or hypothesis where talent analytics might reveal the financial and nonfinancial effects of diversity.4–9 . Describe a management policy designed to promote a culture
What would be the broad elements of a company policy to emphasize the management of diversity?
You are the CEO of a mid-sized manufacturing company. You want to be sure that your superv i sors all understand the concept of retaliation and that your company is not accused of it. What a c tions
How might an employer ensure that the term “overqualified applicant” is not just a code word for “too old”?
Why don’t more dads take paternity leave, even when their employers offer it?
How does the effective management of people provide a competitive advantage to o r ganizations?2–1 . What are the key elements of the LAMP model? What does each contribute?2–2 . Given the
New technology sometimes destroys old jobs, but it also creates new ones. What re c ommendations would you make to high-level policymakers in organizations and government to a d dress this issue?
What are the HRM implications of globalization, technology, and sustainability ?
What should an informed, progressive HIV/AIDS policy look like?
Which approaches to job safety and health really work?
How do I fire people legally and humanely?
How can I administer discipline without simultaneously engendering resentment toward me or my company?
What steps can managers take to do a better job of responding to the special needs of workers in their early, middle, and late career stages?LO 11- 1 How can we tie compensation strategy to general
What are the key issues that should be addressed in the design, conduct, and evaluation of training programs?LO 8- 4 Why should we invest time and money in on-boarding new employees ? Is there a
Can work-sample tests improve staffing decisions?
What should be done to improve pre-employment interviews?
How should organizations manage leadership succession?
What is strategic workforce planning, and how should I begin that process?
How can business strategy be integrated with strategic workforce planning?
What can I do to accommodate women and older workers?
What are leading companies doing in this area?
What’s the business case for work-life programs?
How do employees’ attitudes relate to their engagement at work, customer satisfaction, and employee retention?
What will 21st-century corporations look like?
=+companies be motivated to eliminate age discrimination in the workplace?
=+1. Besides their commitment to ethics and social responsibility, why should
=+How should MNCs be involved with the pressing ER issues and challenges presented earlier?
=+being placed by China on non-Chinese executives working in China for nonChinese operations
=+2. What are potential negative outcomes of possible future salary restrictions
=+workers at an earlier age than in the United States or other non-European countries?
=+3. What are important implications of this case for broader long-term human resource planning, particularly related to the trend of losing experienced
=+to counter the Western European cultural expectation of early retirement and retain talented employees well into their early and mid-sixties?
=+2. What are some possible compensation package incentives that could be used
=+• Are the overall set of rewards (formal and informal, extrinsic and intrinsic) adequate to sustain desired performance on an ongoing basis?
=+• Are there competing rewards, where employees are rewarded for doing something other than the desired performance?
=+• Are there clear and strong enough disincentives for neglecting or not meeting desired performance?
=+• Are employees actually being punished for the desired performance?
=+• Are there any disincentives perceived by employees that would discourage the desired performance?
=+ What plans should be considered to help minimize this potential for cross-cultural conflict?
=+3. What are possible forms of future cross-cultural conflict in the performance management process between Costa Rican HCNs and their Mexican supervisors and managers?
=+work well (for example, how appraisal is conducted, who provides performance feedback, team versus individual performance focus, emphasis on development versus achievement, and so on)?
=+2. What particular plans for Costa Rican performance appraisal likely would
=+What are key considerations for making this implementation successful?
=+4. Do you see any challenges ahead in Citigroup’s downstream global performance management implementation of its new focus on values and ethics?
=+How critical is the role of company top leadership in effecting a true shift in company culture?
=+3. Why do you suppose this culture change effort has precipitated several res-ignations of top executives at Citigroup?
=+Citigroup represent a major upstream influence on company-wide performance management?
=+2. Based on your reading in this chapter, how does the new culture at
=+does the new management style modeled by Mr. Prince reinforce this change in company priorities?
=+1. How do you see the corporate culture changing at Citigroup? What measures and new structures have been put in place to bring about this change? How
=+the company’s previous expatriation experiences, that might have contributed to a more challenging repatriation experience for Pekka and his family?
=+1. What was different about the expatriate assignment to Colombia, compared to
=+ What changes could be made to improve this company’s performance in supporting its expatriates to optimize their international assignment success, including repatriation?
=+2. What are particular costs of poor management of international assignments as exemplified by the opening scenario?
=+which this training for Aran and the other HCN workers could be provided effectively?
=+the difficulties he experienced? What kind of training could have been helpful for the general Thai workforce at ATZ? What are some possible ways in
=+2. What kind of preparatory training could have been helpful for Aran to avoid
=+why would many companies tend to de-emphasize employee training?
=+1. With the current turbulent and rapidly changing business environment in China,

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