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Midterm Human Resource Management

The document summarizes key concepts from 6 chapters of a Human Resource Management textbook. It provides definitions of HRM goals and HR roles. It also outlines the main steps and considerations for recruitment, selection, performance management, employee rewards, and relationships. For each chapter, it lists questions and concepts that are important to understand such as the unitary vs pluralist approaches to employment relationships and components of total reward packages.

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Chattip Korawiyothin
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61 views

Midterm Human Resource Management

The document summarizes key concepts from 6 chapters of a Human Resource Management textbook. It provides definitions of HRM goals and HR roles. It also outlines the main steps and considerations for recruitment, selection, performance management, employee rewards, and relationships. For each chapter, it lists questions and concepts that are important to understand such as the unitary vs pluralist approaches to employment relationships and components of total reward packages.

Uploaded by

Chattip Korawiyothin
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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2019 Spring Mid-term Human Resource Management

Chapter 1(Introduction)
1. According to Guest (1989), what are the four main policy
goals of HRM?
• To encourage the commitment of employees to high
performance and loyalty to the organization as a whole
• An emphasis on quality of staff which, in turn, will
produce quality goods and services
• A concern to ensure that flexibility plays an important
part in the way staff are organized so that they are
adaptive and receptive to all forms of changes
• These goals are integrated into strategic planning so
that HRM policies cohere both across policy areas and
cross hierarchies.

2. According to Ulrich and Brockband (2005), what are the four


main roles played by human resources?
Strategic
Strategic Human Capital
Management Partner Developer Management
of Process Functional Employee of People
expert Advocate
Tactical

1. Strategic partner
HR professionals bring know-how about business, change,
consulting, learning to relationship with line managers.
They partner with line managers to help them reach their
goals through strategy formulation and execution.
2. Functional expert who manages the processes on a day-to-
day, ensuring that policies on grievances, discipline,
equal opportunities and incentive arrangements work
effectively.
3. Human capital developers
HR professionals focus on the future, often one employee
at a time, developing plans that offer each employee
opportunities to develop future abilities, matching
desires with opportunities. The role also includes
helping employees, as individual and as teams, forget old
skills and master new ones through coaching and working
to competencies and behaviors.
4. Employee advocate who acts as a voice for employees on a-
day-to-day basis, working for an improvement in their
position, their contribution and their engagement with
the organization.

Chapter 2(Recruitment, Branding and Employer of Choice)


3. Name four alternative courses of action that should be
considered before recruiting takes place.
1. Doing away with the work together
2. Contract out/in-sourcing the work
3. Reorganizing work
4. Reorganizing hours
4. Identify six essential components of a job description.
1. Job title
2. Job location
3. The superior to whom the job holder reports
4. The staff who are responsible to the job holder
5. The overall purpose of the job
6. Whether it is or can be full-time or part-time
7. Most frequently performed duties with some indication of
their impotence.

Chapter 3(Selection)
5. Describe eight main steps in the selection process.
1. Shortlisting the candidates for the next stage
2. Setting up tests for the short-listed candidates
3. Interviewing the candidates and allowing the candidates
to interview the selectors
4. Choosing the successful candidate
5. Obtaining references
6. Offering the position, confirming in writing and gaining
acceptance
7. Organizing the induction process
8. Evaluating the results
6. Point out at least five problems associated with
interviewing the candidates.
1. Have different views on the person they are looking for
2. Decide intuitively
3. Continue to stereotype candidates
4. Believe that they are good at interview
5. Prefer candidates like themselves

Chapter 4(Relationship with employees)


7. Briefly explain the unitary and pluralist approaches in
thinking negotiation strategies in the field of employment
relationship.
Unitary approach
Organization and its employees have a common goal
All employees benefit from the successes the organization
can achieve
Higher productivity produces increased profits -> increased
pay and investment to yield more jobs
Stress on harmonious relationships
Pluralist approach
Organization contains a variety of sectional groups
Each of them legitimately seeks to express divergent views
The resulting conflict is inevitable
- Task of manager is to establish a series of structures
and procedures
- So that conflict is institutionalize and a negotiated
order is established
- Employees VS Management

8. The attitude surveys in organization are a way of helping to


involve employees in the organization and they can provide
the data to analyze the level of engagement. Point out at
least five subject areas that will usually be covered by the
questions.(
- Willingness to put forward new ideas and to accept
changes
- Proud to work for the organization
- Agreeing to promote their organization to their friends
- View on ‘Fairness’ within the organization
- Degree of trust in senior management and their own
manager

Chapter 5(Performance management)


9. Describe advantages and disadvantages of a 360-degree
scheme.
Advantages
• The quality of feedback
• Employees are more likely to change their behaviors
• More even basis>interviews
• Indicator that performance management is being take
seriously
Disadvantages
• Demands on the source will be very large
• Expensive + time-consuming
• Some questions are difficult to answer
• Link with the answers and the employee payment
• It may lead to political game-playing
10. In the meeting with the employer to discuss their
performance, what should be the four main areas in which
agreement should be sought?
- Agreement on the level of performance achieved
- Agreement on the factors that influenced this level of
performance
- Outline agreement on the challenges/targets for the next
period
- Agreement on what support needs to be arranged for the
employees

Chapter 6(Rewarding employees)


11. Name five areas that are included in a Total Reward.
1. Financial reward - such as competitive pay, benefits
that are relevant and high quality, incentives that
are fair, achievable and attractive
2. Non-financial reward – recognition of good
performance, security of income and a supportive
environment through provision of work-life balance
opportunities
• Future growth/opportunities – career
advancement and individual development
opportunities
• Inspirational and enabling environment – with
attractive and relevant organizational values,
high-quality leadership and effective
communication, together with a safe place work
with effective personal support from your
manager
• Work of value – work that is challenging,
satisfying and which provides a degree of
freedom and autonomy.
12. Explain five advantages of introducing Performance-
related-pay. (เลือกมา 5 ข้ อ)

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