1. You are the HR Manager of a start-up information technology company growing rapidly. Indicate which of the following approaches you would consider most appropriate for managing HR in this organisation:

A best-fit approach,

A best-practice approach, or

A resource-based approach.

When outlining your preferred option discuss at least two of these approaches in detail.

2. A hospital based in Dublin is having difficulty recruiting recently graduated nursing staff. Assume that you are a HR consultant and that you have been approached for advice about how to design an appropriate recruitment and selection plan. Write a report for the senior management team.

3. You have been tasked with designing a training and development programme for newly appointed line managers. The programme aims to help line managers develop the people management skills needed for the role. What might this programme look like in terms of content? How might the effectiveness of the programme be evaluated?

4.A large Irish logistics company is considering introducing a performance management system for the first time. The CEO has asked for your advice on two issues:

Why the company should introduce a performance management system, and

The key elements of an effective performance management system.

Provide your advice, using examples to illustrate your answer.

5. Describe and critically assess the steps that an organisation should take to reduce employee turnover and enhance employee retention levels?

6. The metaphor of an iceberg has been often used to explain organisational culture. Explain why this metaphor might be useful and consider how organisational culture can contribute to improved organisational performance?

7. There are a number of widely understood models of HRM. Compare and contrast any two of these models. Comment on the usefulness of the models selected for organisations seeking to gain a competitive advantage.

8. Assume you are the HR Manager for a large department store that is about to embark on an extensive training and development programme for front-line managers. The Chief Financial Officer is concerned with cost of this programme and questions whether it will be of long-term value. She has asked you to prepare a report explaining:

(a) how the organisation can support managers to transfer the skills learned

back to the job, and

(b) how such a programme might be evaluated to show a return on investment.