Exam (elaborations)
HRM3704 EXAM PACK 2024(Questions and answers)
- Course
- HRM3704
- Institution
- University Of South Africa
HRM3704 EXAM PACK 2024(Questions and answers) With accurate answers and assurance that they are in the exam.
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HRM3704 EXAMPACK 2024
QUESTIONS AND
ANSWERS
FOR ASSISTANCE CONTACT
EMAIL:gabrielmusyoka940@gmail.com
, Activity 001
1. Compile notes on the innovative approaches to HRM. (20)
Innovative approaches to HRM
Self-managed work teams (see table ‘‘Reported successes of self-managed teams’’)
– ‘’no-gos’’ for self-management teams
– inter-organisational virtual organisation (characteristics)
– success factors for virtual team leaders (see table ‘‘Practices of effective virtual team leaders’’)
Alternative workplace
– importance of virtual work
– alternative workplace options (also see appendices 1A and 1B of chapter 1)
– combination of different forms of the alternative workplace (see table ‘‘One company, two
telecommuting arrangements’’)
e-HRM
– stage I: information publishing –
stage II: database inquiry
– stage III: simple HR transactions
– stage IV: complex HR transactions
– stage V: HR workflow over the web
talent management
– building blocks of talent
– roles played by HRM department and HR professional
– best practices (also see figure ‘‘The elements of talent management’’)
2. Discuss the different paradigms related to the contribution of HRM to company performance. (12)
3. Discuss qualities of successful and unsuccessful leaders. (14)
Successful leader
o Balance concern for task efficiency, human relations and adaptive change
Coaches employees on how to meet expectations
Gets things done without creating adversarial relationships
o Develop intrapersonal and interpersonal competence
Does an honest self-assessment
Quickly gains trust and respect from customers
o Engage in transformational and charismatic behaviours
Rewards hard work and dedication to excellence
Gains commitment of others before implementing changes
o Think and act in more complex ways
Understands higher management values and how they see things
Recognises that every decision has conflicting interests and constituencies
, oOvercome deficiencies that limit success
Does not blame others or situations for their own mistakes
Does not become paralysed or overwhelmed when facing action
o Seek a wide variety of leadership experiences
Accepts change as positive
Is willing to make a lateral move to gain valuable experience
Unsuccessful leader
o Balance concern for task efficiency, human relations and adaptive change
Is unable to deal firmly with loyal but incompetent employees
Hires people with good technical skills but poor ability to work with others
o Develop intrapersonal and interpersonal competence
Is emotionally volatile and unpredictable
Overestimates own abilities
o Engage in transformational and charismatic behaviours
Fails to encourage and involve team members
Orders people around rather that working to get them on board
o Think and act in more complex ways
Is overwhelmed by complex tasks
Prefers to work on day to day problems rather than long term strategies
o Overcome deficiencies that limit success
Select people for a team who do not work well together
Is self-promoting without the results to support it
o Seek a wide variety of leadership experiences
Resist learning from other bad decisions or mistakes
Chooses an overly narrow career path
Activity 002
1. Compile notes on the group models of leadership (12)
The underlying purpose of these models is to empower others, not just managers. Therefore any
employee can perform leadership functions, whether a manger or someone much lower down in the
organisational hierarchy.
Cross functional teams: includes employees from each of the functional sub-units. Allow flexible,
efficient deployment of personnel and resources to solve problems as these occur. As a result of
the different backgrounds they are usually creative in generating various ideas and also in
providing interesting solutions to problems. The negative aspects of this team are that it is not
always possible to get the members to participate sufficiently and time consuming meetings may
result. The possibility of role conflicts as a result of competing demands of team members.
Self-managed teams: are normally responsible for producing a distinct product or service. They
are responsible for setting their own performance goals and quality standards. Internal leadership
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