HRM2605 FULL
TEST BANK
2021
, HRM2605 EXAM PACK 2021
ESSAY QUESTIONS
1. Describe how strategic human resource planning (SHRP) is integrated
with strategic planning.
Answer: Through strategic planning, organisations set major objectives and
develop plans to achieve those objectives. SHRP provides a set of inputs that
determine what is, or is likely to be possible, given the number of available people,
training needs, and other people-related issues. HR strategies and action plans are
developed according to the overall strategic goals that evolve from the strategy
formulation process. During the strategy implementation phase, SHRP must make
resource allocation decisions, and implement policy, practices, and training that
support the decisions and outcomes of the strategic planning process.
2. Is turnover good or bad for the organisation? What problems may result
from excessive turnover?
Answer: A certain amount of turnover is beneficial to the organisation (functional
turnover). For instance, the involuntary turnover of a discharge of an employee due
to his or her poor performance should have the overall impact of improving that
organisation's effectiveness. In addition, turnover at the upper levels of the
organisation may allow the injection of fresh blood into the firm - bringing new ideas,
methods and more effective ways of doing things.
Excessive turnover is very costly to the firm. Some of the costs of a high turnover
rate include the dysfunctional outcomes of: (1) increased recruitment, selection,
placement, and separation activities; (2) increased T&D, orientation, and OJT; (3)
lower productivity and increased quality problems as new employees learn their jobs;
and (4) disruption in on-going projects and programmes (including "brain-drain" - the
loss of top thinkers and creators within an organisation).
3. What is the most effective way to measure job dissatisfaction? In what
different ways may job attitudinal data be analysed?
Answer: The most popular, and perhaps the most effective way, is to use well-
constructed job satisfaction surveys. Surveys can be used to gather attitudinal data
from large numbers of employees at relatively low costs. Measuring shifts in
outcomes related to dissatisfaction - attendance, turnover, and sometimes quality -
can offer only indirect measures. Exit interviews and other interviews may also be
rich sources of such information.
In researching job satisfaction, it is useful to analyse the data by various job
satisfaction dimensions. The JDI example identifies the following dimensions; pay,
promotions, the supervisor, the work itself, and coworkers. Such a survey should be
analysed by all groups of employees which might yield insight. Many employers
would, therefore, analyse by shift, department and division, supervisor, work group,
job group or level, years of service or age, etc.
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,4. Why may an employee feel that s/he is being treated unfairly? What HR
programmes may be implemented to reduce employees' feelings of
unfairness?
Answer: Perceptions of unfairness result when employees feel that have been
treated differently than other employees of groups of employees, or when they feel
that they have not been treated fairly for what they have done themselves (e.g., not
paid what they were promised for working extra hours). Another way to attempt to
understand fairness is to consider the justice theories. For instance, one theory
suggests that the process used to make a decision (procedural justice) is separate
from the decision itself (distributive justice).
Reduction of perceptions of unfairness would include the following - some of which
are focused upon procedural and other upon enhancing distributive justice: (1)
reclassification of jobs which appear inequitably paid when compared to others at the
same workplace; (2) changing the method in which jobs and tasks are assigned; (3)
base promotions on more objective measures of performance when possible: (4)
train supervisors to distribute the work load fairly (and so it looks fair); (5) conduct
wage surveys to determine if pay levels are competitive (to increase external equity -
so accountants at your company feel like they are paid competitively with other
accountants in the region); (6) allow employees more autonomy in planning and
controlling their own work; and (7) administer and enforce policies, procedures,
rules, and regulations fairly and in an uniform manner.
5. Whose responsibility is it to control employee absenteeism - the line
manager's or the HR manager's? Explain how responsibility for control
of this problem might be divided.
Answer: Both line and HR staff share this problem. Ultimately the control of
absenteeism is line management's job, but HR management assumes an important
staff function in providing assistance in combating and analysing the problem. Some
specific responsibilities that HR may assume include: (1) formulate reasonable goals;
(2) create policies; (3) create information systems to track attendance; (4) conduct
research to uncover possible causes of absenteeism. Line management's
responsibilities include: (1) collecting and reporting absence data, including
categorising of reasons for the absences; (2) counselling and discipline of workers;
(3) creating a satisfying work environment to minimise dissatisfaction as a cause of
absenteeism.
1. Employers are always looking for workers who will be motivated. How
important is "being motivated" if the job is (a) sales clerk, (b) assembly-
line worker, (c) programmer, (d) telecommuter?
Answer: It may be assumed that motivation is important in all work, however, the
need to be motivated, ostensibly by a supervisor or manager, will vary. Workers,
such as telecommuters and programmers often work alone and may be inclined to
be self-motivated.
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, 2. The numbers of telecommuters are increasing quickly. What are the
critical issues in deciding whether a (a) particular job can be done away
from the regular work environment via telecommuting, and (b) the human
qualities needed to handle telecommuting responsibilities?
Answer: Employers should determine if the work done at home is of benefit to the
organization. The money saved on office space not needed by an employee who
works at home may pale in comparison to the costs associated with low productivity
if the wrong person is selected for the job. Telecommuters must be flexible, able to
work in isolation, and should consider the effect that working at home will have on
their family life.
3. If you were an HR specialist in a company that was introducing job
analysis, how would you reassure employees who felt threatened?
1. If you were an underemployed MBA, what steps would you take to find a
more satisfactory position?
Answer: Depending upon the field in which one is working, one who feels that he or
she is underemployed should first try to contact professionals in similar positions in
other organisations. The person may contact reliable placement firms which are
capable of regional or national placement if the person is willing to relocate. The
person may also seek to be transferred or promoted within the organisation as better
positions or more challenging positions come open. Of course, trade journals and
local newspapers as well as newspapers from other cities should be periodically
checked for possible openings; however, the underemployed MBA should not rely
upon these sources but rather should get out and network with peers in similar jobs.
2. From an inexperienced job applicant=s point of view, which recruitment
method is more attractive? From the point of view of an applicant with
twenty years= experience?
Answer: The inexperienced job applicant often is attracted by the newspaper
advertisement. They see this as a direct approach by the organisation. They
basically know what the job entails, and it is a familiar recruitment technique. From
the point of view of the applicant with 20 years= experience, being pirated away by a
competing organisation or discovering a position located in a warmer climate,
perhaps, through peers in other organisations, trade journals or private agencies
may be preferable.
3. How should applicants prepare for job interviews? What questions
should they expect to answer?
Answer: Applicants must summarise the type of job and type of organisation they
wish to work for and strenuously go after those openings. More importantly, the
applicants must know themselves. They must have evaluated what they have to offer
the organisation and what their experience and skills they have and be able to
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