HR Planning, Work and Job Design - Assignment Example

Examination Questions by (Student’s Name) Foundation Course- Tutor: (Instructor’s Name) Institution’s Name Department Date Since time immemorial, there has been a notable paradigm shift in managing employee relations. This has resonated to a focus on integrated and strategic frameworks based on employee workplace interests and commitment (Nankervis & Baird, 2011). This is opposed to the traditional managerial antics used to monitor or control conflicts in the workplace. Topic 1 – Definitions, Values, and Assumptions 1. There are two notable frames of reference usable by human resource managers. The first frame of reference is Unitarianism that seeks to denote a common goal bestowed on all stakeholders in an organization. This implies that the Unitarianism frame of reference considers the best interest of every party as the management’s core focus is on loyalty from the workforce. The second frame of reference is pluralism (Hmelo-Silver 2004). According to this frame of reference, the organization is made up of different and powerful sub-groups, each with distinct objectives as well as legal loyalties and leaders. Managers using the pluralism frame of reference seek loyalty from the respective subgroup as opposed to the entire organization. 2. The problem-based approach to learning has an outstretching history. The reason that this principle has been passed down to generations is the remarkable impact it generates. A problem-based approach to learning and to resolving problems is always the best solution to challenges emanating from an organizational setting. It is prudent to indicate that in an organizational setting, disputes, challenges and other problematic situations are a norm. This implies that occasionally, an organization will be faced by inalienable challenges or problematic situations that do not confine to internal causes. It is worth noting that when a problem solving approach is inculcated in employee training and development resonates to sound minds that can articulate solutions independently. Topic 2 – Linking To Strategy and the Environment 1. Over the past years, Singapore Airlines have attained remarkable success. Part of this progress and modern developments emanate from the airlines human resource strategy. Worthy statistics, indicate that the airline is among the top 10 carriers in a global ranking. Additionally, the country’s airlines have won an annual award presented to the best airline in a year a number of times (Nankervis & Baird, 2011). It is prudent to indicate that the airline links this notable success to five inherent strategic principles. First, the airline as a stringent selection process that seeks to recruit staff holistically. The company invests in conclusive training and development followed by adequate quality management. Finally, Singapore Airline has empowered front line staff that garner worthy feedback that improves the decision-making capabilities. 2. Beer et al (1984) devised the Harvard Model of HRM. The Harvard Model bases its principals on the management decisions directly affecting the relationship between the employees and organization. This implies that it views employees as assets to the organization than a balance sheet burden. Benefits: Commitment emanating from the Harvard model paves way to better loyalty and improved performance (Nankervis & Baird, 2011). Competence, cost effectiveness, and congruence are among the benefits of the human resource model. Risks: The major threat emanating from the human resource models is that poor application of the policies could have the detrimental effect on the entire organization. Topic 3 – HRM Rules, Roles, and Functions 1. Three challenges facing HR Managers working in an ‘internal consultant’ role in their organization Conflict of interest is a notable challenge that emanates from a situation where the human resource manager doubles up[ as the internal consultant. It is apparent that the human resource manager is privy to sensitive information that might affect decision-making capabilities. This is because of the fact that, internal consultants do not require in-depth information when making some decisions. It is noteworthy that in the eventuality the human resource manager doubles up as the internal consultant, an organization will have some problems. Some of the challenges might affect overall performance of the organization hence this job role is better separate. 2. Why are rules about the rights and responsibilities of managers and employees at work important? In any organization whatsoever, rules and responsibilities require clear distinct definitions. This is because it is vital to distinguish between a manager and a subordinate’s responsibility (Nankervis & Baird, 2011). Additionally, the rules avail a framework within which each party is accountable for their actions. Managers work under salient rules like time management, quality control, and conform to organizational ethics. All the rules are fundamental as they provide formal guidelines as to how managers in an organization should behave. Topic 4 – Hr Planning, Work and Job Design 1. Explain how job descriptions provide information for three other HR activities in an organization. Each job has a description. This entails detailed information as to what an employee has to achieve. Through the job description, the human resource department calculates the employee’s remuneration rate. Additionally, the job description relays information regarding the responsibilities of an employee. It is through the job description that the human resource department rates the training requirements accorded to the employee. On the contrary, it is risky to confine all mandates upon the job description. This is because, employees might fail to act outside their job description hence causing avoidable loses to an organization 2. Explain three possible effects of Taylor’s principles of scientific management of work design on employees. Work design is an essential element that traverses every industry. Scientific management is a policy adopted by innumerable organizations seeking to attain optimality (Nankervis & Baird, 2011). Call centers are among the beneficiaries of this workforce management model. Since the induction of the management model, efficiency and effectiveness has notably improved. Additionally, workload has reduced while accuracy and reliability of the information relayed has improved. This implies that the scientific management models like that forwarded by Taylor work efficiently in the event that it is properly entrenched in an organization. Topic 5 – Recruitment and Selection 1. In recruiting new staff, how might generational differences influence your choice of recruitment methods It is prudent to indicate that there are rapid cultural changes paving way to enormous generational differences. Staff recruitment at times may be affected by generation differences in the instance of diversity. This is because of the fact that, it is appropriate to recruit employees conforming to the current generational requirements. In the event that an organization permits, generational mix conflict is meant to arise. According to Benson (2011), generational differences affect the recruitment processes as employers fear to mix different generations. 2. Using a particular country as an example, describe how three changes in the external context of organizations in the last 10 years have led to the need to adapt employee recruitment and selection processes. The United States of America has a salient and practical recruitment process. The formation of the recruitment process emanated from external characteristics that are outside an organization (Nankervis & Baird, 2011). It is apparent that external environments affect the organization setup in immeasurable ways. The political, economic, and legal frameworks have evidenced a paradigm shift in the America over the last 10 years. These changes have necessitated the recruitment process to adapt by enacting viable policies that conform to the changes. This is meant to harness performance and mitigate conflicts emanating from the external environment. Topic 6 – Performance Management and Employee Development 1. Compare the benefits and challenges associated with two different performance review processes. Performance review is an essential element in the work place. There are numerous review processes each with distinct qualities. Performance appraisal may entail internal consultants or external consultants. This implies that there are two dissimilar review processes. The one with external consultants negates prejudice and relays unbiased information. However, it takes time before learning employees and there is a possibility that employees change their behaviors only because of the review. The internal review process is holistic as the appraisal has all essential information about the employee. The process might be biased hence avail incorrect information. 2. What implications do the principles of adult learning have for the effectiveness of organizational training programs? Adult learning is a beneficial program that seeks to boost literacy levels in organizations. Training programs that indoctrinate the principles of adult learning have remarkable results this is because of the fact that the design framework meets the salient needs of training disseminating information in the required mode (Nankervis & Baird, 2011). Reference list Benson, J, 2011, Generations at work: are there differences and do they matter?. South Melbourne: Cengage Learning. Hmelo-Silver, C, 2004, The international handbook of collaborative learning. Nankervis, A, & Baird, M, 2011, Human resource management: strategy and practice (8th ed.). South Melbourne: Cengage Learning. Read More