What’s Make an Effective Hrm

personal line of credit film Guide comp matchlessnt 1 personal credit line Info 201213 Inter guinea pig HRM INDU1130 piths 1. take in3 2. launch to the Course4 2. 1 embedation garment and Rationale4 2. 2Aims4 2. 3Learning Outcomes4 2. 4Learning and t severally Activities4 3. Contact Details5 4. Course Content6 5. Assessment Details8 5. 1Summary of judgment8 5. 2Assignment champion Group first appearance and individual report8 5. 3Assignment twain evidence11 5. 4Final Examination13 5. 5Resit Assessment13 6. Reading13 6. 1Core Text admits13 6. 2Supplementary Reading14 6. 3 early(a) Sources15 7. early(a) Details15 8. Feedback sheets15 . recent Exam Papers18 1. Welcome Dear student, Welcome to the last(a)-year pargonntage International gracious imagery precaution. We promise that you go out enjoy the tendency. This course, which is an option for students on the BABM and former(a) platforms, assumes no detailed prior knowledge of the bowl of pitying resources caution. This course handbook explains how the course is organized and what the judgements atomic number 18. It also reheels the lecture and tutorial topics. tutorials accompevery the every week lectures, and atomic number 18 designed to deepen your understanding of the topic utilize original-life trialples.We expect you to attend all lectures and tutorials, and to do all the prescribed chartering (detailed in discussion office six) generally, you dumbfound to read mavin chapter per week from the course textbook. This course deals with the question how fundamental laws (private-sector companies as s considerably as public sector organisations) manage raft, in grumpy how they motivate employees to achieve the high standards of performance call for in todays competitive foolets. The course also deals with the wider social, economic, semipolitical and historic consideration at heart which organisations operate.The course is unconnected into two checks The f irst edge introduces you to valet de chambre imaging counseling (HRM), while the second term introduces Employment traffic (ER), or sotimes also called industrial dealing (IR). two motif aras atomic number 18 intimately related, and focus at disparate spirits of the betrothal dealinghip (the dealinghip in the midst of employer and employees). HRM foc enforces principal(prenominal)ly at the company level, while ER also investigates the national (and international) levels and while HRM focuses more on individual employees, ER concentrates more on free radicals of employees and their representatives, slew unions. compassionate resource foc utilise is both an faculty member theory and a tune practice. It is based on the nonion that employees are pityings, and gum olibanum should non be treated as a basic line of work resource (despite the name human resource focal commove). HRM focuses on the human aspect of a company and its strategic importance. HRM is, supposedly, very contrastive from traditional personnel management, which is a purely administrative function. HRM is much more than the pure judicatory of personnel and their contracts (e. g. wages, earnings constitutions, and working hours).HRM deals with topics such as employee involvement (i. e. giving employees a say at work) and motivation. Employment relations or industrial relations focuses on the wider relations between management and workers, curiously groups of workers represented by employment unions, and the structure of hollow lettuceets. industrial relations can take fundament on many levels, such as the shop-floor (i. e. at the level of the factory or office), the regional level, or the national level. G oernments club the framework for industrial relations through legislation and regulations.The climate and institutions of industrial relations vary considerably between countries, being more cooperative in virtually (e. g. Germany and Japan) and more adversarial in new(prenominal)s (e. g. the US, the UK and France). Again, We hope that you w faint enjoy the course and baring it useful ripe luck Niels-E. Wergin-Cheek (course leader)and the course police squad 2. Introduction to the Course 2. 1Introduction and Rationale humane resources are being recognised increasingly as springy to achieve competitive advantage, and managing human resources is thus a decisive activity.The course introduces relevant concepts and theories in the field of HRM, and go forth provide students with the knowledge, understanding and key skills call for to undertake human resource management at a professional level. This course is aimed at those students on generalist business and management programmes (in take time officular BABA and BABM students) in the profession School who have not antecedently studied any specialist HR courses. The course focuses, as much as possible, on relative and international aspects of HRM. 2. 2AimsThis course aim s to abbreviation the background and the primary(prenominal) theoretical frameworks for the get wind of HRM explain the historical context in which HRM is located and introduce the broad operating(a) areas of HRM, its organisational responsibilities, and how they interact. Rather than foc use solely on the site in the UK, renditions, psychometric testinationples, and depicted object studies from a variety of countries leave alone be utilize, highlighting international diversity, allowing students to compare 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(prenominal) theoretical frameworks used in HRM, * broad activities of HRM such as resourcing, reward, performance management, instruction and development and employee relations, * policies and practices in these key areas of HRM that are accessible to HR managers, * best practice in these areas and the business reasons for them, in particular the role of employee involvement and club in motivating and empowering employees, * the ship canal in which these areas are interconnected, the external and internal factors which potentially have an disturb on these four areas, * the strategic integration of the main HR functions into corporate strategy, * international and comparative aspects of HRM () 2. 4Learning and Teaching Activities The course supports the student in an in certified learnedness process in which teaching is interspersed with interlingual rendition and culture gathering. school-age childs are encouraged to relate key theories within the subject field to practice at work level. cods introduce and familiarise the students with the main issues surrounding the course.tutorials get a combination of tutor-led and student-centred activities. The latter will be used to enable independent learning with st udents collaborating in groups. Activities include the discussion of videos, moorage studies and other readings, as well as group discussions, role plays and demonstrations by students. 3. Contact Details Name Room electronic mail Phone Office Hours Le Quyen Thuy Trang emailprotected com +84-903 148 548 4. Course Content Abreviations ch chapter, wk week chapter numbers refer to core textbooks (see below) chitchatrs Bui Quoc Liem, Le Quyen Thuy Trang bodyguard Topic Reading Block 1 ingredient I The HRM arena and context 1 welt The nature of human resource management (NW) Bratton, tutorial Introduction to the course ch. 1 2 chafe The Context of benignant resource management (PG) Bratton, tutorial Oil Tool Inc cuticle vignette ch. 4 3 remonstrate strategical human resource management (PG) Bratton, tutorial Air internal character credit rating study ch. 2 4 Lecture International human resource management (PG) Bratton, Tutorial FAEKI lawsui t study ch. 5 Lecture Restructuring tame and Organisations (PG) Bratton, Tutorial Wolds Insurance lineament study ch. 5 6 Lecture flexibleness (PG) Bratton, Tutorial Flexibility at Burton Group and Ferodo exercise ch. 5 articulation II HRM functions and practices 7 Lecture Resourcing I HR inventning (PG) Bratton, Tutorial Presentation 1 Human resourcefulness deviceningCDX Bank case study ch. 6 8 Lecture Resourcing II Recruitment and option (PG) Bratton, Tutorial Short listing exercise ch. 9 Lecture Resourcing III cognitive operation counseling, judgment (PG) Bratton, Tutorial Presentation 2 writ of execution solicitude, AppraisalInsight Communications case study ch. 8 10 Lecture HRD / didactics and instruction (PG) Bratton, Tutorial Presentation 3 HRD / formulation and cultureAppoint in Hase, Repent at Lei sure enough case study ch. 9 11 no track Reading week 12 Lecture Employee recognise (PG) Bratton, Tutorial Presentatio n 4 Employee proceedsCity Bank case study ch. 0 13 Lecture Evaluating HRM (PG) Bratton, Tutorial Report surgery sitting chs. 14+15 Block 2 PART III proceeding MANAGEMENT STRATEGIC AND GENERAL CONSIDERATIONS 14 Lecture Chapter 1 Performance prudence and Reward Systems in Context Aguinis Tutorial eluding Study Good practice in performance management ch. 1 15 Lecture Chapter 2 Performance Management Process Aguinis Tutorial Case StudiesDisrupted associate 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 performance 17 Lecture Chapter 4 Defining Performance and Choosing a Measurement Approach Aguinis Tutorial Case Study Identifying Task and Contextual PerformanceChoosing an Appropriate Perfo rmance Measurement ApproachSt. Jessicas Urban Medical concenter Emergency Room ch. 18 Lecture Chapter 5 Measuring Results and Behaviors Aguinis Tutorial Case Study Accountabilities, 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 tincture Care ch. 7 PART V EMPLOYEE culture 1 Lecture Chapter 8 Performance Management and Employee Development Chapter 9 Performance Management Skills Aguinis Tutorial Development Plan Form at elderly 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, strong ISSUES AND TE AM PERFORMANCE MANAGEMENT 22 Lecture Chapter 10 Reward Systems and Legal Issues Chapter 11 Managing police squad Performance Aguinis Tutorial Case Study Stryker & Boeing Reward PlansCase Study Rewards System at H.H. Haley Company 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 mark for this course is make up from three components two pieces of coursework (an analyze and a portfolio), and the final test interrogation. These components are weighted differently (i. e. some count more than others) the exam accounts for half of your final mark, the essay for one fifth, the portfolio for three tenth.Marks range from cipher to ampere-second per cent (zero being the worst). In parliamentary law to extend to the two pieces of coursework and the exam, you need to achieve at least 40 per cent. If you blend in any of these, you energy be able to retake the fa iled piece of assessment once. The assessment will be different from, but similar to the original one. You moldinessinessiness couple the book of operating instructions pretendn for each assessment, otherwise you readiness fail. It is historic that you hand in both pieces of coursework on time. young ledger entrys will be label zero (unless you are granted extenuating circumstances, e. . for being ill cf. surgical incision 7. 2). In order to pass the course, the weighted average of your four pieces of assessment necessarily to be at least 40 per cent. If you fail the course, you faculty have to re-take it in the followers academic year. 5. 1Summary of assessment Assessment Title Weight towards final grade Pass Mark Due Date Group presentation and individual report (HRM part 1) 15% 40% 28 December 2012 Essay (HRM part 2) 35% 40% 03 April 2013 Final mental test 50% 40% May 2013 Total 100% 40% 5. Assignment one Group presentation and individual report TaskThis assigni ng consists of two parts, a group presentation and an individual report. Both elements are compulsory, but only the second part will be marked. If you do not fetch up both parts of the assignment, you will automatically be marked zero. Part onePrepare a 15-minute group presentation investigating one of the following topics, using a case study 1. Human resourcefulness 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 veneering 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 p resentation 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 extensive individual re look for on your topic, and should be referenced throughout. Your report should not merely tell 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 questions above. It is important that your report develops an bank line 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, rat her than just repeating it in write 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 transaction textbooks * Employee relations and HRM textbooks * Academic journals (e. g. Industrial Relations journal Employee Relations) * HR Practitioner journals (e. g. force directly, people Management) * cleanspaper articles (e. g. Financial Times, self-employed person, Guardian, not tabloids like, for example, the Sun) * CIPD networksite (www. cipd. co. uk) forge detain1,500 words Due Date 28 December 2012 WeightingThis assessment is worth 15% of the overall mark for the course. order Word-processed, eleven point font, 1. 5 spacing, wide margins (2. cm top, left and groundwork 5cm right) attach a header sheet (cf. element 8. 2). If you do not follow these formatting instructions, you will be marked dget ten division points as a penalty. FeedbackYou will receive write feedback. It is important that you read it as it will support you with your next assignment. Nota Bene The individual report must be your own work, and not copied by or from another(prenominal) 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 hyphen.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 booming manager in the organisation of today? usage at least one actual case example to illustrate your hardenedtle. Suggested Structure Part of essay What should be includedIntroduction qualify what is meant by an HR manager. compendium the skills, com petencies and knowledge required, using textbooks and journals. induce an overview of the essays main sections as well as your argument. Main body Discuss at least one case example of honest practice, relating them to the skills, competencies and knowledge identified in the entre, using the sources depict 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 means. Sources to be used * HRM textbooks (658. 3 in depository program subroutine library catalogue) * Academic journals (e. g. Human Resource Management journal) * HR practitioner journals (e. g. staff office Today, People Management) * CIPD website (www. cipd. co. uk) * Corporate websites Question 2 How would you describe practised practice in performance management in todays work organizations? What processes, strategic planning, measurement approach, and skills would you recommend? lucubrate 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, wide 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 befriend 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 g uidelines on plagiarism If you do not, you might fail 5. 4Final Examination The exam lasts for two hours (plus reading time). It is a closed book, which means that you are not allowed to bring any books or channels into the exam (dictionaries are not allowed either).The exam accounts for 50 per cent of your overall mark for the course. 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 friction match weighting. You will have revision lectures to prepare you for this that you must attend. Please refer to your Study Skills booklet for tips on revision and examination technique. aside exam paper for most courses are addressable 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 rev iewed by a checkmate Assessment Panel (which looks at the course) and a advancement 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 resits whether these are offered depends on your overall progress.Resits will normally 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 smash coursework resits, check 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 schoolchild Portal. 6. Reading 6. C ore 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 buy both of these books. They are ingrained 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 get into the campus hrough the West Gate, opposite the library). NB We have conductd 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 Rela tions Globalisation and the developed merchandise economies (4th ed). capital of the United Kingdom Sage. Baron, J. and Kreps, D. (1999), Strategic Human Resources Frameworks for planetary Managers.New York Wiley. Beardwell, I. , Holden, L. and Claydon, T. (2004) Human Resource Management A coeval Approach (4th ed). capital of the United Kingdom FT Prentice 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 opening 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). London CIPD. Hollinshe ad, G. and Leat, M. (1995) Human Resource Management an international and comparative persuasion 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 introductory text (5th ed). Harlow Pearson. Hyman, R. (1975) Industrial Relations A red installation.London Macmillan. Hyman, R. (1989) The Political Economy 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 R ealities 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 entropy Services (IDS) Studies and Reports * Industrial Relations Journal * IRS Employment Trends * People Management * Personnel Today * Personnel Review Web Sites * Trades Union sexual congress www. tuc. org. uk * Confederation of British Industry www. cbi. org. uk * UK Government www. direct. gov. uk * segment 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 . See also the websites suggested in the watch texts 7. Other Details Please refer to your programme handbook for any further information you might require including met hods of submitting assignments, advice and administrative procedures. 8. Feedback sheets The following three pages signal the feedback sheets that your tutors will use to mark your assignments. Have a look at them to see what is required date FEEDBACK Course INDU1130 International HRMAssignment 1 Report 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) design (20%)Logically developed argumentAccurate presentation of evidence No long 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 frankness or missingMain section not structured wellConclusions not good or mis sing 4) Format (20%) (overall mark for section 4 details below) 4. 1Style Fluently writtenAcademic writing style Inelegantly writtenInformal writing style 4. 2 PresentationWell set out localise overall length Untidy and difficult to readUnder / over length 4. 3 Referencing typeset in-text referencing in Harvard styleCorrect list of references in Harvard style monstrous or missing in-text referencing inconclusive or missing list of references 4. Syntax Correct spell and grammarGood sentence construction Incorrect recite and grammarPoor sentence construction 5) Sources (20%)Adequate number of sources usedSources of appropriate woodland (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 atomic number 23 sections (content, argument, structure, format, sources) carries roughly equal weight towards the final mark but mark are not der ived mechanically from above feedback. Key to Grades A Excellent, B Good, C Satisfactory, D Some inadequacies, E Poor frequent 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) program line (20%)Logically developed argumentAccurate presentation of evidence No tenacious 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 Harvard 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 character reference (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 tailfin sections (content, argument, structure, format, sources) carries roughly equal weight towards the final mark but mark are not derived mechanically from ab ove feedback. Key to Grades A Excellent, B Good, C Satisfactory, D Some inadequacies, E Poor common comments First markerGrade awarded Second markerGrade awarded Final grade 9. Past Exam Papers EXAMINATION opus 2003/04 sitting INTRODUCTION TO MANAGING HUMAN RESOURCES INDU1025UNIVERSITY OF GREENWICH BUSINESS schooling take aim 1 This is a TWO second examination plus ten minutes reading time. It is a closed book examination book of instructions TO CANDIDATES You moldiness answer ALL the questions in Part A (case study) Choose genius question from Part B Choose ONE question from Part C Section A carries 33% of total tag Section B carries 33% of total marks Section C carries 33% of total marks - SECTION A CASE 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 clients for its market.Most stores are in the South einsteini um of mainland Britain. There are more than 4,000 employees, and it is very dependent on temporary women workers and also student workers who in general work in routine store jobs, pay just above the minimum wage level. Managers are full-time and are assigned to each store. The truehearted has medium to high labour turnover, because of the unsocial hours that some staff have to work, and the fact that students often do not want to stay for long. The firm has never recognized trade unions, but has had an informal system of local employee committees. However, many of these committees are no lengthy being used, so that there is little address with employees in some stores.The big retail food firms in Britain are in intensive disputation 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 advance future. The Managing Director of Superstores is aware of this, and is considering whether or not to acquire 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. terminate the Managing Director on the legal set up 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 retail? SECTION B YOU MUST remove ONE FROM THIS SECTION (33%) 3. What is Hofstedes theory of culture? How does this help companies that operate in more than one sylvan? What are the main criticisms of his theory? 4. Identify and draft 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 policy? 6. Briefly outline THREE theories that try to explain how the labour market works. Discuss which one best fits the current event 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 idea? W hat 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 event three questions in total, answer one question from each section. All questions carry equal marks. This is a closed book examination. -SECTION A Answer ONE question from this section 1. Collective talk terms 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 voice at work. Discuss. SECTION B Answer ONE question from this section 4. rationalize the differences between enlisting and selection. Outline three recruitme nt methods and three selection methods. 5. Explain the difference between overt (written) contract of employment and the covert (unwritten) mental 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 has been the subject of much debate. How would you attempt to define and explain its be 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.