What’s Make an Effective Hrm

Course account Guide Part 1 Course Info 201213 Inter subject HRM INDU1130 Contents 1. Welcome3 2. incoming to the Course4 2. 1Introduction and Rationale4 2. 2Aims4 2. 3Learning Outcomes4 2. 4Learning and article of faith Activities4 3. Contact Details5 4. Course Content6 5. judicial decision Details8 5. 1Summary of assessment8 5. 2Assignment one Group presentation and person report8 5. 3Assignment devil Essay11 5. 4Final runination13 5. 5Resit Assessment13 6. Reading13 6. 1Core Textbooks13 6. 2Supplementary Reading14 6. 3Other Sources15 7. Other Details15 8. Feedback sheets15 . Past Exam Papers18 1. Welcome Dear student, Welcome to the final testination-year ply International serviceman imaginativeness focus. We hope that you exit enjoy the line of merchandise. This course, which is an option for students on the BABM and other programmes, assumes no exact prior knowledge of the field of benignant being imaginativenesss management. This course enchiridion explains how the course is organised and what the assessments be. It also lists the evoke and tutorial topics. tutorials accomp both the calendar weekly lectures, and argon designed to deepen your understanding of the topic training real- vivification examples.We brook you to attend all lectures and tutorials, and to do all the prescribed reading (detailed in element six) generally, you have to read one chapter per week from the course textbook. This course deals with the question how organisations (private-sector companies as healthful as public sector organisations) manage mint, in manicular how they motivate employees to achieve the high standards of performance required in todays competitive markets. The course also deals with the wider social, economic, political and historic context within which organisations betroth.The course is split into two parts The starting term introduces you to military personnel Resource Management (HRM), piece of music the second term introduc es piece of civilise Relations (ER), sometimes also called industrial Relations (IR). Both fields are closely related, further focus at different aspects of the employment relationship (the relationship between employer and employees). HRM focuses mainly 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 throngs of employees and their representatives, trade unions.Human resource management is both an academic theory and a business bore. It is base on the notion that employees are humans, and thus should not 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 from traditional personnel management, which is a purely administrative function. HRM is frequently more than the pure administration of personnel and their contracts (e. g. wages, payment systems, and working hours).HRM deals with topics such as employee necessitatement (i. e. giving employees a say at work) and motivation. craft relations or industrial relations focuses on the wider relations between management and workers, particularly groups of workers represented by trade unions, and the structure of labour markets. Industrial relations can take place 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. Governments set the framework for industrial relations through legislation and regulations.The climate and institutions of industrial relations vary considerably between countries, being more co-op 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 will enjoy the course and find it useful Good luck Niels-E. Wergin-Cheek (course leader)and the course team 2. Introduction to the Course 2. 1Intr oduction and Rationale Human resources are being recognised increasingly as brisk to achieve competitive advantage, and managing human resources is thus a vital activity.The course introduces relevant concepts and theories in the field of HRM, and will provide students with the knowledge, understanding and key skills required to undertake human resource management at a professional 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 main theory-based frameworks for the study of HRM explain the historical context in which HRM is located and introduce the broad functional areas of HRM, its organisational responsibilities, and how they interact. Rather than focusing solely on the situation in the UK, readings, examples, and geek studies from a variety of countries will be used, highlighting international diversity, al small(a)ing 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 theoretical frameworks used in HRM, * broad activities of HRM such as resourcing, pay, performance management, training and development and employee relations, * policies and practices in these key areas of HRM that are available to HR managers, * 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 ways in which these areas are interconnected, the external and internal factors which potentially have an impact on these four areas, * the strategic integration of the main HR functions into corporate strategy, * international and comparative aspects of HRM () 2. 4Learning and T severallying Activities The course supports the student in an independent learning process in which teaching is interspersed with reading and information gathering. bookmans are encouraged to relate key theories within the subject field to practice at workplace level. spoken languages introduce and familiarise the students with the main issues surrounding the course.tutorials contain a combination of tutor-led and student-centred activities. The latter will be used to enable independent learning with students collaborating in groups. Activities include the discussion of videos, case studies and other readings, as well as group discussions, role plays and presentations 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 refer to core textbooks (see below) spillrs Bui Quoc Liem, Le Quyen Thuy Trang Date Topic Reading plosive speech sound 1 PART I The HRM arena and context 1 Lecture The nature of human resource management (NW) Bratton, tutorial Introduction to the course ch. 1 2 Lecture The consideration of Human resource management (PG) Bratton, tutorial Oil Tool Inc case study 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 Lecture Flexibility (PG) Bratton, Tutorial Flexibility at Burton Group and Ferodo exercise ch. 5 PART II HRM functions and practices 7 Lecture Resourcing I HR Planning (PG) Bratton, Tutorial initiation 1 Human Resource PlanningCDX Bank case study ch. 6 8 Lecture Resourcing II Recrui tment and Selection (PG) Bratton, Tutorial Short listing exercise ch. 9 Lecture Resourcing III Performance Management, Appraisal (PG) Bratton, Tutorial Presentation 2 Performance Management, AppraisalInsight Communications case study ch. 8 10 Lecture HRD / Training and Development (PG) Bratton, Tutorial Presentation 3 HRD / Training and DevelopmentAppoint in Hase, Repent at Leisure 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 MANAGEMENT STRATEGIC AND GENERAL CONSIDERATIONS 14 Lecture Chapter 1 Performance Management and Reward Systems in Context Aguinis Tutorial Case subject Good practice in performance management ch. 1 15 Lecture Chapter 2 Performance Management offset Aguinis Tutorial Case StudiesDisrupted links in the perfo rmance 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 IMPLEMENTATION 17 Lecture Chapter 4 Defining Performance and Choosing a Measurement Approach Aguinis Tutorial Case Study Identifying Task and Contextual PerformanceChoosing an Appropriate Performance Measurement ApproachSt. Jessicas Urban Medical Center Emergency Room ch. 18 Lecture Chapter 5 step 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 Quality Care ch. 7 PART V EMPLOYEE DEVELOPMENT 1 Lecture Chapter 8 Performance Management and Employee Development Chapter 9 Performance Management Skills Aguinis Tutorial Development Plan Form at Old rule 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 squad PERFORMANCE MANAGEMENT 22 Lecture Chapter 10 Reward Systems and Legal Issues Chapter 11 Managing Team 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 made up from three components two pieces of coursework (an essay and a portfolio), and t he final exam. 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 zero to ampere-second per cent (zero being the worst). In order to pass the two pieces of coursework and the exam, you need to achieve at least(prenominal) 40 per cent. If you omit any of these, you might be able to retake the failed piece of assessment once. The assessment will be different from, but similar to the original one. You must ensue the instructions inclined for each assessment, otherwise you might fail. It is important that you hand in both pieces of coursework on time. Late submissions will be marked zero (unless you are give extenuating circumstances, e. . for being ill cf. section 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 following academic year. 5. 1Summary of assessment Assessment Title Weight towards final level 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 examination 50% 40% May 2013 Total 100% 40% 5. Assignment one Group presentation and individual report TaskThis assignment 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 complete 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 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 publ ic-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 inclose 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 enormous individual research on your topic, and should be referenced 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 studi es below, and relate this to the four questions higher up. It is important that your report develops an argument alternatively 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, sort of than just repeating it in written 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 * Academic journals (e. g. Industrial Relations Journal Employee Relations) * HR Practitioner journals (e. g. Personnel Today, multitude Management) * Newspaper articles (e. g. Financial Times, Independent, Guardian, not tabloids like, for example, the Sun) * CIPD website (www. cipd. co. uk) Word define1,500 words Due Date 28 December 2012 WeightingThis assessment is worth 15% of the overall mark for the course. Format Word-processed, cardinal 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 help you with your succeeding(a) assignment. Nota Bene The individual report 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 expressive 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. 3Assignment two Essay necessitate one of the following two questions. You must follow the instructions given below Question 1 What makes a n 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 Structure Part of essay What should be includedIntroduction Define what is meant by an HR manager. Outline 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 good practice, relating them to the skills, competencies and knowledge identified in the introduction, using the sources described below. Divide the main body into subsections, using your own subheadings. endpoint 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 organizations? What processes, strategic planning, measurement approach, and skills would you recommend? exposit 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 help you with your exam.Nota Bene The essay m ust 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 ( add-on 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 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 equal weighting. You will have modification lectures to prepare you for this that you must attend. Please refer to your Study Skills booklet for tips on revision and examination technique. Past exam pa pers for most courses are available 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 watchs 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 resits 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 co ursework 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 Student Portal. 6. Reading 6. Core Textbooks Block 1 Bratton, John and Gold, Jeff (2007) Human Resource Management Theory 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 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 in concer t 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 highly-developed market economies (4th ed). London Sage. Baron, J. and Kreps, D. (1999), Strategic Human Resources Frameworks for General Managers.New York Wiley. Beardwell, I. , Holden, L. and Claydon, T. (2004) Human Resource Management A Contemporary Approach (4th ed). London FT learner 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 europium (2nd ed). Oxford Blackwell. Foot, M. and Hook, C. 2005) Introducing Human Resource Management (4th ed). London FT Prentice Hall. Gennard, J. and Judge, G. (2005) Employee Relations (4th ed). London 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 introductory text (5th ed). Harlow Pearson. Hyman, R. (1975) Industrial Relations A Marxist introduction.London Macmillan. Hyman, R. (1989) The governmental 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) Huma n 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 cyberspace 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 Congress www. tuc. org. uk * partnership 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. peoplemanagemen t. co. k * Incomes Data Services www. incomesdata. cu. uk . See 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 ASSIGNMENT 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) Argument (20%)Logically developed argumentAccurate presentation of evidence No coherent argumentEvidence problematic / no evidence 3) Structure (20%)Good introduction (appropriate distance, defines concepts used, gives overview of essay)Good main section (appropriate length, divided well into subsections using subheadings)Good induction (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. 2 PresentationWell set outCorrect overall length Untidy and difficult to readUnder / over length 4. 3 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 recite and grammarGood clock time 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 usedInapprop riate sources (e. g internet sources)Poor range of sourses. NB each of the five sections (content, argument, structure, format, sources) carries about 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 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 subhead ings)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 quality (academic sources)Good range of sources (articles, chapters etc. ) Too few sources usedInappropriate sources (e. g internet sources)Poor range of so urses. 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 sitting INTRODUCTION TO MANAGING HUMAN RESOURCES INDU1025UNIVERSITY 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 You MUST answer ALL the questions in Part A (case study) Choose iodin question from Part B Choose ONE question from Part C prick A carries 33% of total marks Section B carries 33% of total marks Section C carries 33% of total marks - SECTION A CASE STUDY SUPERSTORES Superstores is a extensive food retail company that has been in existence for 100 years. T he organization has built a reputation for good quality foods, and depends on relatively soft customers for its market.Most stores are in the South 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 routine store jobs, paid just above the minimum wage level. Managers are full-time and are assigned to each store. The firm has sensitive 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 recognise 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 consultation 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 co sts by using its employees in a more effective way. At the aforesaid(prenominal) 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 manager of Superstores is aware of this, and is considering whether or not to accept 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? wherefore is this important in food retailing? SEC TION 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 policy? 6. Briefly outline one-third 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 t he 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 appraisal? 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 coif 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 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 emp loyees a voice 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 discernible (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 has been the subject of much debate. How would you attempt 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 appr aisal.