What’s Make an Effective Hrm

endure Study come around Part 1 Course Info 201213 Inter national HRM INDU1130 contents 1. meet3 2. Introduction to the Course4 2. 1Introduction and Rationale4 2. 2Aims4 2. 3Learning Outcomes4 2. 4Learning and T each(prenominal)ing Activities4 3. soupcon Details5 4. Course Content6 5. estimate Details8 5. 1Summary of judging8 5. 2Assignment single congregation exhibit and oneness-on-one chronicle card8 5. 3Assignment dickens Essay11 5. 4Final psychometric testination13 5. 5Resit estimation13 6. interlingual rendition13 6. 1 centre Textbooks13 6. 2Supplementary Reading14 6. 3Other Sources15 7. Other Details15 8. Feedback weather sheets15 . old Exam cover18 1. Welcome Dear student, Welcome to the final-year melodic line International gentle vision direction. We fancy that you forget enjoy the course. This course, which is an option for students on the BABM and separate programmes, assumes no minute prior companionship of the field of benignant visions instruction. This course ease upbook justifys how the course is organised and what the sagaciousnesss atomic number 18. It excessively sways the lecture and tutorial topics. tutorials accompany the weekly lectures, and ar designed to deepen your understanding of the topic victimization real-life mental testinationples.We expect you to suffice all lectures and tutorials, and to do all the prescribed rendering (detailed in separate six) generally, you drive home to read one chapter per week from the course textbook. This course deals with the dubiousness how organisations (private-sector companies as hygienic as public sector organisations) manage batch, in finical how they motivate employees to bring home the bacon the superior standards of motion inevitable in todays competitive brand nameets. The course also deals with the integralityr social, economic, political and historic context indoors which organisations operate.The course is split into two o ffices The initial term introduces you to tender imagination perplexity (HRM), while the sulfur term introduces hold traffic (ER), sometimes also called Industrial Relations (IR). Both fields be closely related, solely focus at antithetical aspects of the business kinship (the relationship among employer and employees). HRM foc go fors chief(prenominal)ly at the company level, while ER also investigates the national (and international) levels and while HRM foc practice sessions more(prenominal) on exclusive employees, ER concentrates more on groups of employees and their representatives, stack sums. military man resource counseling is two an donnish theory and a business pattern. It is based on the nonion that employees atomic number 18 humans, and thus should non be treated as a basic business resource (despite the name human resource management). HRM focuses on the human aspect of a company and its strategic importance. HRM is, supposedly, very different f rom traditional personnel management, which is a purely administrative function. HRM is overmuch more than the pure administration of personnel and their contracts (e. g. wages, payment systems, and working hours).HRM deals with topics such(prenominal) as employee involvement (i. e. giving employees a say at work) and motivation. enjoyment relations or industrial relations focuses on the wider relations mingled with management and workers, art objecticularly groups of workers represented by trade unions, and the structure of crowd hybridets. Industrial relations can take place on umpteen levels, such as the shop-floor (i. e. at the level of the factory or office), the regional level, or the national level. Governments set the framework for industrial relations done legislation and regulations.The climate and institutions of industrial relations vary considerably betwixt countries, being more cooperative in some (e. g. Germany and Japan) and more adversarial in others (e. g . the US, the UK and France). Again, We hope that you w unwell enjoy the course and find it useful sincere luck Niels-E. Wergin-Cheek (course leader)and the course team 2. Introduction to the Course 2. 1Introduction and Rationale Human resources be being recognised increasingly as live to achieve competitive advantage, and managing human resources is thus a vital activity.The course introduces germane(predicate) concepts and theories in the field of HRM, and leave behinding provide students with the knowledge, understanding and key skills enquired to undertake human resource management at a passe-partout level. This course is aimed at those students on generalist business and management programmes (in particular BABA and BABM students) in the Business School who have not previously examine any specialist HR courses. The course focuses, as much as possible, on comparative and international aspects of HRM. 2. 2AimsThis course aims to outline the background and the of import theoretical frameworks for the hit the books of HRM explain the historical context in which HRM is find and introduce the broad functional beas of HRM, its organisational responsibilities, and how they interact. Rather than foc exploitation solely on the situation in the UK, readings, examples, and discipline studies from a variety of countries go out be utilize, highlighting international diversity, allowing students to comp be the role, activities, and institutional frameworks of HRM in different national contexts. 2. 3Learning OutcomesKnowledge and understanding of * reasons why human resource management is a vital part of organisational success, * main theoretical frameworks use in HRM, * broad activities of HRM such as resourcing, punish, act management, training and development and employee relations, * policies and practices in these key argonas of HRM that are visible(prenominal) to HR directors, * best practice in these areas and the business reasons for them, in particular the role of employee involvement and participation in motivating and empowering employees, * the slipway in which these areas are interconnected, the external and internal factors which potentially have an affect on these quaternity areas, * the strategic integration of the main HR functions into corporal strategy, * international and comparative aspects of HRM () 2. 4Learning and Teaching Activities The course supports the student in an independent analyzeing process in which teaching is interspersed with reading and information gathering. Students are encouraged to relate key theories within the subject field to practice at workplace level. welts introduce and familiarise the students with the main issues surrounding the course.tutorials tally a combination of tutor-led and student-centred activities. The latter will be used to change independent learning with students collaborating in groups. Activities include the discussion of videos, content studies and o ther readings, as well as group discussions, role plays and demonstrations by students. 3. Contact Details Name Room E-mail Phone Office Hours Le Quyen Thuy Trang emailprotected com +84-903 148 548 4. Course Content Abreviations ch chapter, wk week chapter numbers describe to core textbooks ( natter d avowstairs) stirrs Bui Quoc Liem, Le Quyen Thuy Trang Date Topic Reading Block 1 fictitious character I The HRM arena and context 1 nettle The nature of human resource management (NW) Bratton, tutorial Introduction to the course ch. 1 2 have words The mount of Human resource management (PG) Bratton, tutorial Oil shaft Inc case engage ch. 4 3 Lecture Strategic human resource management (PG) Bratton, tutorial Air National case study ch. 2 4 Lecture International human resource management (PG) Bratton, tutorial FAEKI case study ch. 5 Lecture Restructuring Work and Organisations (PG) Bratton, tutorial Wolds Insurance case study ch. 5 6 Lectu re tractableness (PG) Bratton, Tutorial Flexibility at Burton Group and Ferodo exercise ch. 5 PART II HRM functions and practices 7 Lecture Resourcing I HR mean (PG) Bratton, Tutorial Presentation 1 Human imagery PlanningCDX Bank case study ch. 6 8 Lecture Resourcing II Recruitment and Selection (PG) Bratton, Tutorial Short listing exercise ch. 9 Lecture Resourcing III exe turf oution of instrument heed, judgement (PG) Bratton, Tutorial Presentation 2 execution centering, AppraisalInsight Communications case study ch. 8 10 Lecture HRD / Training and organic evolution (PG) Bratton, Tutorial Presentation 3 HRD / Training and trainingAppoint in Hase, Repent at unfilled case study ch. 9 11 no class Reading week 12 Lecture Employee Reward (PG) Bratton, Tutorial Presentation 4 Employee RewardCity Bank case study ch. 0 13 Lecture Evaluating HRM (PG) Bratton, Tutorial Report surgery session chs. 14+15 Block 2 PART III PERFORMANCE MANAGEM ENT STRATEGIC AND GENERAL CONSIDERATIONS 14 Lecture Chapter 1 exploit Management and Reward Systems in Context Aguinis Tutorial grimace Study Good practice in performance management ch. 1 15 Lecture Chapter 2 Performance Management Process Aguinis Tutorial Case StudiesDisrupted links in the performance management process at Omega Inc.Performance Mangement at the University of Ghana ch. 2 16 Lecture Chapter 3 Performance Management and Strategic Planning Aguinis ch. 3 Tutorial Case Study Creating a Strategy and Linking It to Performance at The Gap, Inc PART IV PERFORMANCE MANAGEMENT SYSTEM death penalty 17 Lecture Chapter 4 Defining Performance and Choosing a measuring rod onward motion Aguinis Tutorial Case Study Identifying Task and Contextual PerformanceChoosing an allow Performance Measurement ApproachSt. Jessicas Urban Medical Center indispensability Room ch. 18 Lecture Chapter 5 Measuring Results and Behaviors Aguinis Tutorial Case Study Ac countabilities, Objectives and StandardsThe College of Business at VIP University ch. 5 19 Lecture Chapter 6 Gathering Performance Information Aguinis ch. 6 Tutorial Evaluating an Appraisal Form used in higher education 20 Lecture Chapter 7 Implementing a Performance Management System Aguinis Tutorial Implementing a Performance Management Communication Plan at Accounting, Inc. Training the Raters at Big Quality Care ch. 7 PART V EMPLOYEE increment 1 Lecture Chapter 8 Performance Management and Employee Development Chapter 9 Performance Management Skills Aguinis Tutorial Development Plan Form at Old Dominion UniversityEvaluation of a 360-Degree Feedback System DemoPersonal Developmental Plan at BrainstormWas Robert Eaton a Good Coach? chs. 8+9 PART VI REWARD SYSTEMS, LEGAL ISSUES AND TEAM PERFORMANCE MANAGEMENT 22 Lecture Chapter 10 Reward Systems and Legal Issues Chapter 11 Managing Team Performance Aguinis Tutorial Case Study Stryker & Boeing Reward PlansCas e Study Rewards System at H.H. Haley connection ch. 10+11 23 Lecture Revision Lecture Re-read Tutorial Exam preparation 24 no lecture -/- Re-read Tutorial Exam surgery session 5. Assessment Details Your foretoken for this course is make up from tether components two pieces of coursework (an analyze and a portfolio), and the final exam. These components are weighted differently (i. e. some count more than others) the exam accounts for half(prenominal) of your final mark, the essay for one fifth, the portfolio for tierce tenth. moolahs barf from zero to century per cent (zero being the worst). In order to pass the two pieces of coursework and the exam, you claim to achieve at least(prenominal) 40 per cent. If you fail any of these, you tycoon be able to retake the failed piece of assessment once. The assessment will be different from, but similar to the original one. You must come the instructions given for each assessment, otherwise you might fail. It is im portant that you hand in both pieces of coursework on time. Late submissions will be pronounced zero (unless you are granted extenuating circumstances, e. . for being ill cf. partitioning 7. 2). In order to pass the course, the weighted average of your four pieces of assessment needs to be at least 40 per cent. If you fail the course, you might have to re-take it in the undermentioned academic year. 5. 1Summary of assessment Assessment Title Weight towards final grade Pass Mark ascribable Date Group video display and individual report (HRM part 1) 15% 40% 28 December 2012 Essay (HRM part 2) 35% 40% 03 April 2013 Final run 50% 40% May 2013 core 100% 40% 5. Assignment one Group presentation and individual report TaskThis assignment consists of two move, a group presentation and an individual report. Both elements are compulsory, but only the second part will be marked. If you do not complete both parts of the assignment, you will automatically be marked zero. Part one trail a 15-minute group presentation investigating one of the following topics, using a case study 1. Human Resource Planning 2. Performance Management and Appraisal 3. Human Resource Development / Training and Development . Employee Reward Your presentation should be based on a case study, i. e. it should investigate * how one organisation (either a private company or a public-sector organisation) deals with these issues, * what actual or potential problems the organisation is facing in doing this, * what the causes for these problems are, * what alternative solutions to solving these issues there are, and how these could be implemented. For detailed guidance, please see the instructions on analysing case studies below.NB The presentation itself is not marked. However, if you do not participate in preparing and delivering the presentation, you will not be allowed to submit the second part of this assignment (see below), which is marked. Part twoPrepare an individual report on the topic of your presentation. Your report should be based on colossal individual research on your topic, and should be creditd throughout. Your report should not merely summarise the case study, it should cover your topic (e. g. Human Resource Planning) in general.You should then use the case study to illustrate the topic, following the instructions on analysing case studies below, and relate this to the four head teachers above. It is important that your report develops an argument rather than just summarising points from the textbook or the case study. This is an individual piece of work (that is, you are not to write it collectively with fellow students) and that you should develop your points from the presentation further, rather than just repeating it in pen form. You have to attach the slides you used during your presentation, otherwise your assignment will be marked zero.Sources to be used HRM and Employment Relations textbooks * Employee relations and HRM textbooks * pedantic jo urnals (e. g. Industrial Relations Journal Employee Relations) * HR Practitioner journals (e. g. force out Today, mass Management) * Newspaper articles (e. g. Financial Times, free, Guardian, not tabloids like, for example, the Sun) * CIPD website (www. cipd. co. uk) ledger Limit1,500 words Due Date 28 December 2012 WeightingThis assessment is expense 15% of the overall mark for the course. Format Word-processed, eleven point font, 1. 5 spacing, wide margins (2. cm top, left and bottom 5cm right) attach a header sheet (cf. section 8. 2). If you do not follow these formatting instructions, you will be marked down ten percentage points as a penalty. FeedbackYou will receive written feedback. It is important that you read it as it will champion you with your next assignment. Nota Bene The individual report must be your own work, and not copied by or from another student or from books and so on If you use ideas, quotes or data (such as diagrams) from books, journals or other sou rces, you must advert your sources, using the Harvard elbow room.Make sure that you know how to reference properly, and that understand the guidelines on piracy If you do not, you might fail 5. 3Assignment two Essay Choose one of the following two questions. You must follow the instructions given below Question 1 What makes an effective Human Resource manager? What skills, competencies and knowledge does he or she require to become a successful manager in the organisation of today? Use at least one actual case example to illustrate your answer. Suggested social structure Part of essay What should be includedIntroduction Define what is meant by an HR manager. draft the skills, competencies and knowledge required, using textbooks and journals. Give an overview of the essays main sections as well as your argument. Main body Discuss at least one case example of goodly practice, relating them to the skills, competencies and knowledge identified in the introduction, using the sour ces described below. Divide the main body into subsections, using your own subheadings. Conclusion Summarise your answer to the question and the main arguments you have used to arrive at that answer. References In-text references and list of references (at the end of the essay) in Harvard style. Sources to be used * HRM textbooks (658. 3 in library catalogue) * Academic journals (e. g. Human Resource Management Journal) * HR practitioner journals (e. g. Personnel Today, People Management) * CIPD website (www. cipd. co. uk) * Corporate websites Question 2 How would you describe good practice in performance management in todays work ecesiss? What processes, strategic planning, measurement approach, and skills would you recommend?Illustrate your answer with at least one real life case example. Instructions Word Limit2,000 words Due Date 03 April, 2013 WeightingThis assessment is worth 35% of the overall mark for the course. Format Word-processed, eleven point font, 1. 5 spacing, w ide margins (2. 5 cm top, left and bottom 5cm right) attach a header sheet (cf. section 8. 2). If you do not follow these formatting instructions, you will be marked down ten percentage points as a penalty. FeedbackYou will receive written feedback. It is important that you read it as it will military service you with your exam.Nota Bene The essay must be your own work, and not copied by or from another student or from books etc. If you use ideas, quotes or data (such as diagrams) from books, journals or other sources, you must reference your sources, using the Harvard style. Make sure that you know how to reference properly, and that understand the guidelines on plagiarism If you do not, you might fail 5. 4Final Examination The exam lasts for two hours ( prescribed reading time). It is a closed book, which means that you are not allowed to bring any books or notes into the exam (dictionaries are not allowed either).The exam accounts for 50 per cent of your overall mark for the cou rse. The exam has two sections with four questions each. You will have to answer two (out of the four) questions from each section. Each question carries equal weighting. You will have revision lectures to prepare you for this that you must attend. enchant refer to your Study Skills booklet for tips on revision and examination technique. Past exam paper for most courses are forthcoming in the library and on the University of Greenwich Business School website at http//gibs. gre. ac. uk/admin/pep. sf. Past exam papers for this course are available in section ten of this handbook. 5. 5Resit Assessment Your coursework and exam results will be reviewed by a Subject Assessment Panel (which looks at the course) and a Progression and Award Board (which reviews your progress). The discussions in these two committees will determine whether you have failed any coursework or exams, and whether you will be offered the chance to do resits. Please note that there is no automatic right to do res its whether these are offered depends on your overall progress.Resits will usually involve a new coursework topic or exam. Where you have been deemed to have failed a piece of group work, or a presentation or a test, any resit of these will normally involve a similar piece of individual coursework. If you have been notified that you have to complete coursework resits, subdue on your courses WebCT/Blackboard site where the details of the assessment task, submission dates and methods will be explained. If you have been notified that you have to complete exam resits, check the Universitys exam timetable on the Student Portal. 6. Reading 6. Core Textbooks Block 1 Bratton, John and Gold, Jeff (2007) Human Resource Management scheme and Practice (4th ed. ). Basingstoke Palgrave Macmillan. ?37. 99, ISBN 978-0230001749. Block 2 Herman Aguinis, (2013) Performance Management (3rd ed. ). Pearson. ISBN 978-0132974356 We expect you to sully both of these books. They are essential to prepare you for, and help you with, lectures, tutorials, assignments and exam. The books are available in the university bookshop, which is located in the Mews building on campus (the first building on the left when entering the campus hrough the West Gate, opposite the library). NB We have negotiated a special deal with the publisher If you buy both books together at the University Bookshop, you will receive a discount of about 30% (? 20). 6. 2Supplementary Reading Bach, S. and Sisson, K. (2005) HRM and Personnel Management (4th ed). Oxford Blackwell. Bamber, G. , Lansbury, R. and Wailes, N. (ed) (2004) International and Comparative Employment Relations Globalisation and the certain market place economies (4th ed). capital of the United Kingdom Sage. Baron, J. and Kreps, D. (1999), Strategic Human Resources Frameworks for ecumenical Managers.New York Wiley. Beardwell, I. , Holden, L. and Claydon, T. (2004) Human Resource Management A present-day(a) Approach (4th ed). capital of the Uni ted Kingdom FT apprentice Hall. Blyton, P. and Turnbull, P. (2004) The Dynamics of Employee Relations (3rd ed). Basingstoke Palgrave Macmillan. Bratton, J. and Gold, J. (2003) Human Resource Management Theory and Practice (3rd ed). Basingstoke Palgrave Macmillan. Edwards, P. (2003) Industrial Relations Theory and Practice. Oxford Blackwell. Ferner, A. and Hyman, R. (ed) (2000) changing Industrial Relations in Europe (2nd ed). Oxford Blackwell. Foot, M. and Hook, C. 2005) Introducing Human Resource Management (4th ed). capital of the United Kingdom FT Prentice Hall. Gennard, J. and Judge, G. (2005) Employee Relations (4th ed). capital of the United Kingdom CIPD. Hollinshead, G. and Leat, M. (1995) Human Resource Management an international and comparative perspective on the employment relationship. London Pitman. Hollinshead, G. Nicholls, P. and Tailby, S. (2003) Employee Relations (2nd ed). London FT Prentice Hall. Huczynski, A. and Buchanan, D. (2003) Organizational Behaviour an earlier text (5th ed). Harlow Pearson. Hyman, R. (1975) Industrial Relations A Marxist introduction.London Macmillan. Hyman, R. (1989) The Political frugality of Industrial Relations. London Macmillan Press. Hyman, R. and Ferner, A. (ed) (1994) New Frontiers in European Industrial Relations. Oxford Blackwell. Kessler, S. and Bayliss, F. (1998) Contemporary British Industrial Relations (3rd ed). London Palgrave Macmillan. Legge, K. (2005) Human Resource Management rhetorics and realities (anniv. ed). Basingstoke Palgrave Macmillan. London FT Prentice Hall. Maund, L. (2001) An Introduction to Human Resource Management. London Palgrave. Noon, M. and Blyton, P. (2002) The Realities of Work (2nd ed).Basingstoke Palgrave. Redman, T. and Wilkinson, A. (2006) Contemporary Human Resource Management Text and Cases (2nd ed). London FT Prentice Hall. Salamon, M. (2000) Industrial Relations Theory and Practice (4th ed). London FT Prentice Hall. Torrington, D. Hall. L. and Taylor, S. (2005) Human Resource Management. London FT Prentice Hall. Watson, T. (2002) Organising and Managing Work. Harlow Pearson Education. Other books on Human Resource Management, Personnel Management or Industrial/Employee Relations in the library will also be useful to follow up particular topics.These are found at shelfmark (the books ID number, which can be found on its spine) 658. 3, or you can search the library OPAC (on-line catalogue) with keywords. The catalogue can be accessed at the library, and via the internet at http//libcat2. gre. ac. uk/TalisPrism. 6. 3Other Sources In addition to reading the texts, you should also read and consult the following newspapers, journals and web sites that are all available in the library Newspapers * Financial Times * The Independent * The Guardian * The Independent * The Times Journals * Human Resource Management Journal Incomes Data service (IDS) Studies and Reports * Industrial Relations Journal * IRS Employment Trends * People Management * Pers onnel Today * Personnel Review Web Sites * Trades Union Congress www. tuc. org. uk * confederacy of British Industry www. cbi. org. uk * UK Government www. direct. gov. uk * Department of Trade and Industry www. dti. gov. uk * ACAS www. acas. org. uk * European Industrial Relations Observatory www. eiro. eurofound. eu. int * Chartered Institute of Personnel and Development www. cipd. co. uk * People Management journal www. peoplemanagement. co. k * Incomes Data Services www. incomesdata. cu. uk . represent also the websites suggested in the set texts 7. Other Details Please refer to your programme handbook for any further information you might require including methods of submitting assignments, advice and administrative procedures. 8. Feedback sheets The following three pages show the feedback sheets that your tutors will use to mark your assignments. Have a look at them to see what is required grant FEEDBACK Course INDU1130 International HRMAssignment 1 Report Student_________ ________________Marker ? NW ? PG A B C D E ) Content (20%)Content relevant to topicTopic cover well Content has little relevanceSuperficial treatment of topic 2) Argument (20%)Logically developed argumentAccurate presentation of exhibit No coherent argumentEvidence questionable / no evidence 3) Structure (20%)Good introduction (appropriate length, defines concepts used, gives overview of essay)Good main section (appropriate length, divided well into subsections using subheadings)Good end (appropriate length, summarises answer and arguments used) Introductions not good or lackingMain section not coordinate wellConclusions not good or missing 4) Format (20%) (overall mark for section 4 details below) 4. 1Style Fluently writtenAcademic composition style inelegantly writtenInformal writing style 4. 2 PresentationWell set outCorrect overall length higgledy-piggledy and surd to readUnder / over length 4. 3 ReferencingCorrect in-text referencing in Ha rvard styleCorrect list of references in Harvard style anomalous or missing in-text referencing Incorrect or missing list of references 4. Syntax Correct spell and grammarGood sentence construction Incorrect spelling and grammar deplorable sentence construction 5) Sources (20%)Adequate number of sources usedSources of appropriate tone (academic sources)Good range of sources (articles, chapters etc. ) Too few sources usedInappropriate sources (e. g internet sources)Poor range of sourses. NB each of the five sections (content, argument, structure, format, sources) carries roughly equal weight towards the final mark but marks are not derived mechanically from above feedback. pigment to Grades A Excellent, B Good, C Satisfactory, D Some inadequacies, E Poor General comments First markerGrade awarded Second markerGrade awarded Final grade ASSIGNMENT FEEDBACK Course INDU1130 International HRMAssignment 2 Essay Student_________________________Marker ? NW ? PG A B C D E ) Content (20%)Content relevant to topicTopic covered well Content has little relevanceSuperficial treatment of topic 2) Argument (20%)Logically developed argumentAccurate presentation of evidence No coherent argumentEvidence questionable / no evidence 3) Structure (20%)Good introduction (appropriate length, defines concepts used, gives overview of essay)Good main section (appropriate length, divided well into subsections using subheadings)Good conclusion (appropriate length, summarises answer and arguments used) Introductions not good or missingMain section not structured wellConclusions not good or missing 4) Format (20%) (overall mark for section 4 details below) 4. 1Style Fluently writtenAcademic writing style Inelegantly writtenInformal writing style 4. 5 PresentationWell set outCorrect overall length Untidy and difficult to readUnder / over length 4. 6 ReferencingCorrect in-text referencing in Harvard styleCorrect list of references in Har vard style Incorrect or missing in-text referencing Incorrect or missing list of references 4. Syntax Correct spelling and grammarGood sentence construction Incorrect spelling and grammarPoor sentence construction 5) Sources (20%)Adequate number of sources usedSources of appropriate quality (academic sources)Good range of sources (articles, chapters etc. ) Too few sources usedInappropriate sources (e. g internet sources)Poor range of sourses. NB each of the five sections (content, argument, structure, format, sources) carries roughly equal weight towards the final mark but marks are not derived mechanically from above feedback. Key to Grades A Excellent, B Good, C Satisfactory, D Some inadequacies, E Poor General comments First markerGrade awarded Second markerGrade awarded Final grade 9. Past Exam Papers EXAMINATION PAPER 2003/04 seance INTRODUCTION TO MANAGING HUMAN RESOURCES INDU1025UNIVERSITY OF GREENWICH BUSINESS cultivate LEVEL 1 This is a 2 HOUR ex amination plus ten minutes reading time. It is a closed book examination INSTRUCTIONS TO CANDIDATES You must answer ALL the questions in Part A (case study) Choose unmatchable question from Part B Choose cardinal question from Part C theatrical role A carries 33% of total marks Section B carries 33% of total marks Section C carries 33% of total marks - part A miscue STUDY SUPERSTORES Superstores is a large viands retail company that has been in existence for 100 years. The organization has built a reputation for good quality foods, and depends on relatively well-off customers for its market.Most stores are in the southbound East of mainland Britain. There are more than 4,000 employees, and it is very dependent on part-time women workers and also student workers who mainly work in identification number store jobs, paid just above the minimum wage level. Managers are full-time and are assigned to each store. The firm has medium to high labour turnover, because of the unsocia l hours that some staff have to work, and the fact that students practically do not want to stay for long. The firm has never recognised trade unions, but has had an informal system of local employee committees. However, many of these committees are no longer being used, so that there is little reference with employees in some stores.The big retail food firms in Britain are in intensive competition with each other to sell food at low prices, which means that Superstores must find ways to cut labour costs by using its employees in a more effective way. At the same time Superstores must improve the customer service it offers and also give its customers a greater variety of quality foods. The trade union TGWU (Transport and General Workers Union) is actively recruiting Superstores employees. It looks as if Superstores will be presented with a claim for union recognition in the near future. The Managing conductor of Superstores is aware of this, and is considering whether or not to ac cept a trade union presence, and if he should negotiate a partnership agreement with the union if they are recognized.SECTION A QUESTIONS YOU MUST ANSWER ALL OF THESE (33%) 1. Advise the Managing Director on the legal position in Britain on trade union recognition. What are the advantages to Superstores of recognizing trade unions? What are the drawbacks? 2. What kind of flexibility is Superstores getting from its part-time employees? why is this important in food retailing? SECTION B YOU MUST CHOOSE ONE FROM THIS SECTION (33%) 3. What is Hofstedes theory of culture? How does this help companies that operate in more than one country? What are the main criticisms of his theory? 4. Identify and outline the different managerial frames of reference. Which style of management fits each of these?Illustrate your answer with real-life examples. 5. Outline the legal position in Britain on redundancy. Besides conforming to the law, what are the advantages to firms of having a redundancy in demnity? 6. Briefly outline THREE theories that try to explain how the labour market works. Discuss which one best fits the current situation of the 21st century. SECTION C YOU MUST CHOOSE ONE FROM THIS SECTION (33%) 7. What is meant by Taylorism and Fordist work systems? What problems are created by these ways of organizing work for people managers? 8. Outline TWO types of payment systems and the sort of jobs paid in each way. What are the recent trends in payment systems in the UK? 9.Describe TWO different theories that explain how people learn. Why do people managers need to know how people learn? 10. What do we mean by performance estimate? What are the objectives of an appraisal interview, and what are the main problems that can arise? EXAMINATION PAPER 2004/05 SESSION INTRODUCTION TO MANAGING HUMAN RESOURCES INDU 1025 UNIVERSITY OF GREENWICH BUSINESS SCHOOL LEVEL 1 This is a TWO HOUR examination plus ten minutes reading time. It is a closed book examination INSTRUCTIONS TO CANDIDATES Answer three questions in total, answer one question from each section. All questions run for equal marks. This is a closed book examination. -SECTION A Answer ONE question from this section 1. Collective bargaining causes unnecessary conflict between management and workers and should be replaced by individual, direct negotiations between employees and managers. Discuss. 2. Firms should avoid trade unions. Discuss. 3. Collective bargaining it the best way to give employees a theatrical role at work. Discuss. SECTION B Answer ONE question from this section 4. Explain the differences between recruitment and selection. Outline three recruitment methods and three selection methods. 5. Explain the difference between overt (written) contract of employment and the covert (unwritten) psychological contract of employment. 6.Describe the advantages and disadvantages of the flexible firm for employers and employees. SECTION C Answer ONE question from this section 7. HRM ha s been the subject of much debate. How would you tackle to define and explain its underlying principles? 8. Reward refers to all of the monetary, non-monetary and psychological payments that an organization provides for its employees in exchange for the work they perform. Describe different forms of reward and outline the main objectives of the reward system. 9. Define performance management and explain the role of the appraisal in performance management. Discuss different forms of appraisal.