What do we mean by the terms ‘Best fit’ and ‘Best practice’ to describe SHRM

Question # 00205180 Posted By: kimwood Updated on: 02/24/2016 09:06 PM Due on: 03/25/2016
Subject Mathematics Topic General Mathematics Tutorials:
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Strategic Management of Human Resources

Section A: (Take around 15 minutes to answer each question, 1 or max 1.5 pages for each question)

1. What do we mean by the terms ‘Best fit’ and ‘Best practice’ to describe SHRM (Strategic Human Resource Management). Which is better? Use any short case examples to illustrate your discussion?

The best answers will be offering a sharp definition, discussion of the key differential factors associated with the models and a critique of the issues and tensions organizations face. The best answers will introduce the strategy process behind the models, planning, competence and the flow from the business strategy. They will be able to focus around the vision of the organization the values and how this is worked through with better examples.

2. How are Human Resource Departments responding to the challenge of SHRM?

Answers will use the Ulrich or similar framework and assessing the challenges HR faces with respect to becoming strategic actors and business partners. They will be able to offer more contemporary information / discussion updating progress toward becoming business partners and change agents with some examples beyond the basic module guide. This will offer a critical and challenging view point. They will offer a comprehensive update on what it means to measure HR value added, develop the function around consultancy and basic service functions and be able to offer more on audit and the relationship with other line managers; advisory, policy and support etc.

3. Outline the main principles of Human Resource Planning.

Answers must be confident on the requirement for better longer term planning as a central focus for a strategic approach. They will be clear on the longer term view of skills planning against business change as the key. They may also pick up on the importance of scenarios as a planning process at the senior manager level. They will include discussion around the need for a more strategic view of asset planning; do nothing, etc model and need for planning to generate more innovative HR interventions. They will include the basic processes of demand and supplyinvestigation. Here answers will be confident and clear on the drivers for a strategic approach. They will clear on the importance of a more pro active labour market strategy for key HR assets. They will see the key to planning and SHRM. They will start to pick up on the focus shifting from numbers to competence and strategic knowledge assets etc. They will understand the flows argument from the unit about scenarios and the need to shape the HR assets through the HR policy levers in a medium term planning. They will relate the process to the bringing of HR to the most senior management circles of business planning. They will see the tensions of achieving this level sophistication and understand the importance of modeling behaviours and the difficulty of shaping culture in this way.

4. Outline the main uses of Competence models in SHRM.

5. Outline the main features and uses of Human Resource Planning in SHRM?

6. What are the main ways that Human Resource Departments are responding to the challenge of SHRM?

7. What are the main features of Lawler’s model on strategic issues in reward management?

Students will be able to define a strategic approach to reward and make a basic connection and link to change. They will able to list the Lawler factors and at least explain them detailing why some of them have strategic value.

8. What are the main features of a Performance Management System?

9. How do Performance Management Systems relate to organizational strategy? How do they support SHRM?

10. Why are employee relations potentially problematic in SHRM? Suggest ways to improve that.

11. Discuss the main features of a Learning Organization. Why is important in a strategic HRD approach to organizing development?

12. Outline the main features of the organizational development process as laid down by Beckard?

Here students will be accepted to present the main features and key features. They should be able to move on and provide some case illustrations and better at discussing the business plan and integration link. They should also make more of the important role of objectives and the review process.

13. What do we mean by the term “Culture” in SHRM? Why is it important?

14. What are the main strategic reward options available to organization?

15. Why are reward systems potentially a problem for SHRM and what are the main ways that SHRM can integrate reward within SHRM?


Section B: essay and report questions (Take around one hour to answer each question)

1. You have been asked to address a regional audience from a management institute on the subject of “Getting the most from your Human resources function – A cost effective value added service for the 21st Century’ prepare a briefing discussion paper as to what you would recommend and how you would go about this acknowledging the challenges you might face.

2. HR departments drive a culture of service excellence and value for money and become effective business partners. How do HR departments achieve this?

3. For developmental activity to be deemed strategic organizations need to shift the focus from a training to a learning approach. Discuss this proposition in the context of development activity supporting individual and organizational change.

4. Discuss the value and use of competence models within the implementation of SHRM strategies.

5. In what ways can organizations develop strategically useful performance management systems? What is the nature of the link to SHRM thinking?

6. Why is reward management potentially so problematic for SHRM? In what ways can organizations integrate reward management in to the HRM strategy?

7. How would you present the case for an organization to adopt a strategic approach to the management of people? What would be the potential advantages and disadvantages that an organization might face? Please use case illustrations to support your argument.

8. Human Resource Development is central to achieving the intended outcomes of SHRM. Discuss this statement presenting both the positive and negative evidence that is available from organizational practice and the related theories.

9. Performance Management systems are both central to and problematic. Discuss this statement.

10. Prepare a briefing paper that outlines some of the problems and opportunities Human Resource Departments face in meeting the challenge of SHRM.

11. How could Partnership agreements provide a way of integrating Employee relations within SHRM? In the light of recent international recessionary events do the prospects of “partnership” seem more or less likely for organizations?

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