hrm spargalka

8/9/2019 hrm spargalka

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1. What is in general, the main aim of business strategy?The purpose of HRM is to ensure that the employees of an organization are used in such a way that theemployer obtains the greatest possible benet from their abilities and the employees obtain both materialand psychological rewards from their work (Graham, !"#$%&HRM is a distincti'e approach to employment management which seeks to achie'e competiti'ead'antage through the strategic deployment of a highly committed and capable workforce, using an arrayof cultural, structural and personnel techniues%) *torey (!!+ +$%&HRM is a managerial perspecti'e which argues the need to establish an integrated series of personnelpolicies to support organizational strategy%) -uchanan and Huczynski (.//0 1"!$%

1. What are the main issues that are dealt with by strategic HR professionals in organizations?greatest good for the largest number of people2

respect basic rights of pri'acy, due process, consent, and free speech2

treat employees and customers euitably and fairly%

protection of employee safety,

fairness in employment practices (for e3ample, a'oiding discrimination$%2. Dene se!ual harassment, and tell how employers can eliminate or minimize it.

*e3ual harassment is unwelcome se3ual ad'ances and related beha'ior that makes the conduct a term ofemployment or the basis for employment decisions with an indi'idual4s work performance or creates awork en'ironment that is intimidating, hostile, or o5ensi'e%6rganizations can pre'ent se3ual harassment byde'eloping a policy that denes and forbids it,

training employees to recognize and a'oid this beha'ior,

pro'iding a means for employees to complain and be protected%". Describe ways employers can a#oid illegal discrimination and pro#ide reasonable

accommodation.7mployers can a'oid discrimination by a'oiding disparate treatment of 8ob applicants and employees, aswell as policies that result in disparate impact% 9ompanies can de'elop and enforce an 776 policycoupled with policies and practices that demonstrate a high 'alue placed on di'ersity% 7mployees mayneed to make such accommodations as ad8usting schedules or dress codes, making the workplace moreaccessible, or restructuring 8obs%

$. Which en#ironmental factors in%uence business strategy? &dentify the factors that moststrongly in%uence HR' in international mar(ets. : culture has the dimensions ofindi'idualism;collecti'ism, high or low power distance, high or low uncertainty a'oidancemasculinity;femininity, and long


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&nstrumental sta(eholder theorysuggests a positi'e relationship between 9*B and 9?B% :ccording tothis theory, the satisfaction of 'arious stakeholder groups is instrumental for organizational nanciaperformance%0ta(eholderagency theory< stakeholderCmanagement relationships ser'e as monitoring andenforcement mechanisms that pre'ent managers from di'erting attention from broad organizationalnancial goals% ?urthermore, by addressing and balancing the claims of multiple stakeholders managerscan increase the e5iciency of their organization4s adaptation to e3ternal demands%

. Describe how the organization is able to get a competiti#e ad#antage with HR*To remain competiti'e, employers must meet the demands of product and labor markets HireBrofessionals with 73perience2 Gi'e HR Deadership Bositions2 Det HR Eetermine Training Brograms2Bro'ide HR Tools to Monitor 7mployee Berformance

:ccording to Bfei5er

7mployement security

@ncenti'e pay

Barticipation and empowerment

Dong term perspecti'e

*electi'ity in recruitment

Teams and 8ob redesign

Fage compression, high wage

@nformation sharing

Training and skill de'elopment

Bromotions3. Which #alues are lac(ing in the nancial system?

high in'ol'ement management

high commitment management

high performance work systems

% Fe think in linear relationships

.% Fe ignore emotions

% The organization as a structured system

4. Which elements need to be considered when the organization wants to impro#e the 5uality inperformance of employees? --- planI?i3 the systems in which our employees workJII?i3 the employeesJI (yesterday solutions$Ihygiene factorsI>fair pay, reasonable benets, clean and safe working conditions, etc% (todays solutions$(tomorrow4s solutions$ highly e5ecti'e way of looking at this issue was pro'ided byTom Gilbert, who de'eloped a diagnostic tool called the -eha'ior 7ngineering Model% @nformation%.% Resources%% @ncenti'es%0% *kills and knowledge%+% 9apacity%1% Moti'ation%

16.Which factors in%uence recruitment strategies in the case?The recruitment strategy is a document describing the target position on the 8ob market and the mainrecruitment sources to be used% Managers must continually monitor internal and e3ternal en'ironmentafactors and ad8ust HR strategy accordingly%


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ompetition The e3tent of competition in your industry a5ects your companyKs ability to recruitualied workersompensation < @n an o'ersaturated market, when unemployment is high and many more ualiedcandidates e3ist than 8ob opportunities, the amount of compensation you must pro'ide is less than when ashortage of candidates e3ists and you are competing against multiple other companies to recruitemployees% < @n early !!, Lohn -arlow designed a compensation plan he hoped would help thecompany fulll its goals% @t ga'e installers an incenti'e to become more producti'e% &Fe seemed to befacing what we called a glass ceiling4 in terms of producti'ity% 6ur strategy of creating an alliance withthe insurance companies was working to bring in more insurance units, but we %%% needed to gi'e the

installers an incenti'e to take that e3tra 8ob and nd a way to do it,) said -eth Folszon%7egislation impacts all HR acti'ities% ?ederal and state legislation typically dictate how long a businessmust retain personnel records and other employee data, what can be stored, and how%)mployee RelationsHR must ensure employees recei'e appropriate training and de'elopment to beready for promotion when the time comes% HR should monitor the number of employees eligible forretirement and ensure potential replacements or other sta5 members are trained to a'oid a suddendeparture of business knowledge

11.Which 8ob characteristics will lead to moti#ation?9ob characteristics theoryis a theoryof work design% @t pro'ides &a set ofimplementing principlesfor enriching 8obsin organiz settings)%

*kill 'ariety How many di5erent skills and talents does the 8ob reuire of a person% :re they asked to doa lot of di5erent things, or is it a monotonous, repetiti'e 8obN

Task identity @s there a clearly dened beginning, middle and end to a gi'en taskN Eoes a worker know

what he or she is supposed to do, and when he or she is successfully completed the taskNTask signicance Eoes the 8ob ha'e &a substantial impactN)N Fill it matter to people, either within theorganization or to societyN @s this 8ob;gi'en task meaningfulN

:utonomy How much freedom does an indi'idual ha'e to accomplish his or her tasksN This freedomincludes the ability to schedule work as well as guring out how to get the tasks done%

Lob feedback @s an employee kept in the loop about their performance :re the being told when they aredoing well and when they are notN

73periencing the work as meaningful < feeling the work he or she does is Igenerally worthwhile, 'aluableor important by some system of 'alues he or she nds acceptable%I

73periencing personal responsibility < where a worker is accountable for the results of the work done%

Onowledge of the results < a worker must know and understand how well he or she is doing the 8ob%

@n addition to creating an incenti#e system to moti#ate its employees, *afelite had two other ma8or

goals :$ to create loyalty among its largely transient workforce, and -$ to combat the industry4straditionally high turno'er rates% @n most cases, turno'er rates were so high simply because glassinstallation was a seasonal business%

12.onsidering the theory of Herzberg, can you determine ways to impro#e 8ob satisfaction?The twofactor theory(also known as HerzbergKs moti'ation


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1".What is the management control problem in the case?% Eo they understand what we e3pect of themN S lack of direction.% Fill they work consistently hard and try to do what is e3pected of themN S lack of moti'ation% :re they capable of doing what is e3pected of themN S lack of limitation

1$.Does the control system used in the case pro#ide the best option to moti#ate the employees?@n addition to creating an incenti#e system to moti#ate its employees, *afelite had two other ma8orgoals :$ to create loyalty among its largely transient workforce, and -$ to combat the industry4straditionally high turno'er rates% @n most cases, turno'er rates were so high simply because glassinstallation was a seasonal business%

1+.What basically moti#ates people?6ne of the most widely mentioned theories of moti'ation is the hierarchy of needs theory put forth bypsychologist :braham Maslow% Maslow saw human needs in the form of a hierarchy, ascending from thelowest to the highest, and he concluded that when one set of needs is satised, this kind of need ceasesto be a moti'ator% Bsychologically needs are the basic one%

1/.What are the deadly sins of performance management?:'oiding the wrong waystarts with a'oiding the se'en common, but deadly, mistakes pointed out byMichael Hammer in his article

=anity < Eon4t 8ust use measures that will ine'itably make the organization, its people, and especially itsmanagers, look good%-ro#incialism < 6rganizational boundaries and concerns should not dictate performance metrics%>arcissism < 6rganizations often measure from their point of 'iew when they should be measuring fromtheir customer4s point of 'iew%7aziness < Many organizations assume they know what is important to measure without gi'ing itadeuate thought or e5ort%-ettiness < Measuring only a small component of what is important%&nanity < @mplement metrics without gi'ing thought to the conseuences of these metrics on humanbeha'ior and on enterprise performance


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7ncourage referrals and recruit from within

9oaching;feedback

Bro'ide growth opportunities

Make employees feel 'alued

Dower stress from o'erworking and create work;life balance

?oster trust and condence in senior leaders%

26.omment on the way the intellectual capital of the rm is dealt with in the case.&ntellectual capitalhas also been dened as the di5erence between a rm4s market 'alue and the costof replacing its assets% @t is those things that we normally cannot put a price tag on, such as e3pertise,knowledge and a rm4s organizational learning ability%)lements*

Relationship apital*:ll business relationships a company entertains with e3ternal parties, such assuppliers, partners, clients, 'endors, etc% 9ustomer capital


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W Role con=ictW @nformation (knowledge$W (mis$use of power

1 0ocial identity theory A;af8el,14$B*Group pressureW indi'iduals dene themsel'es as members of adistinct social categoryW indi'iduals form and learn the stereotypic norms of that categoryW indi'iduals assign these norms to themsel'es in the same way that they assign other stereotypiccharacteristics of the category to themsel'es (Referent informational in=uence$Croup eects* )ects of group beha#ior*:nonymity a sentiment of in'incible power which allows him to yield to unstrings which, had he beenalone, he would perforce ha'e kept under restrain9ontagion an indi'idual readily sacrices his personal interest to the collecti'e interest*uggestibility the e5ect that the conscious personality has entirely 'anished and that the indi'idual is asprone to suggestion as in the hypnotic state

2 Human dominate.How can we apply this theory in an organizational settingNEene strategy C

". What are the top $ elements of HR -ractice?

$. Which factors are o#ersimplied in the nance E control #iew?9hallengers of con'ergence theory state that a uni'ersal pattern for all countries without consideringcultural, social and economicalfactors is o'er simplied, factors as di5erences in technology or thestability of the en'ironment in which rms operated, producti'ity

+. Which main components of the internal business en#ironment could possibly be aected bychanges in the e!ternal business en#ironment?)!ternal factors*

climate (in winter time the bussines was not going well$

economy

technology (gi'e mobiles to employees, gi'e for a short period trucks to employees$

competition ( the stores competing between them, mk strategy to get more bonuses$

&nternal factors*organizational culture (work e3tra$

human resource (recruitment, training$

organization structure,

management (decision making process, trusting$

assets (warehouse did not pro'ide the right materials, reasonable in time$

1 @n the resource based 'iew on HRM V Berformance, a rm4s resources are considered as 'aluable, non

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