Human Resource Management Final

Definitions of HRM tend to assume that:

HRM is a strategic perspective on people management

That an organisation’s sustained competitive advantage will only be secured by an investment in your people

It is essential to secure a highly skilled and committed workforce

All of the above

Ulrich & Brockbank’s (2005) HR Leader Model proposes the following roles for HRM:

Strategic Partner, Human Capital Developer, Employee Advocate and Functional Expert

Conformist Innovator, Deviant Innovator, Problem Solver and Change Agent

Regulator, Handmaiden, Advisor and Change Maker

Adapter, Consultant, Synergist and Champion

�Hard HRM’ refers to HR policies and practices that:

Focus on gaining the commitment and engagement of employees

Focus on setting targets and measuring employees’ performance

Are difficult for employers to initiate

Help develop a robust and tenacious workforce

Soft HRM’ refers to HR policies and practices that:

Focus on the control and coordination of employees’ work

Emphasise employees’ compliance with organisational rules and regulations

Focus on developing employees’ intrinsic motivation at work

Promote a weak and feeble workforce

Scientific Management proposes that greater workplace efficiency will be promoted by:

Mechanising the workplace, simplifying and routinising work and closely aligning pay with individual productivity outputs

Mechanising the workplace, simplifying and routinising work and closely aligning pay with team-based productivity outputs

Developing cross-functional teams and providing employees with greater decision-making responsibility and ownership

Providing a greater role for Research and Development in organisations.

Critical perspectives on HRM suggest that:

HRM is just a new name for traditional management practices

HRM is principally about gaining the control and compliance of employees against the strategic goals of the organisation

Empirical evidence for the positive outcomes of HRM is limited and thus the ‘reality’ of HRM in practice is limited.

All of the above

HR outsourcing:

Is about setting up your HR function in a foreign country

Is about reducing the costs of the HR function

Is an HR organising model that seeks to support both the strategic and operational roles of HRM

All of the above

PESTEL refers to the:

Political, Economic, Social, Technological, Educational and Legal environment factors that affect a business and its HR policies and practices

Political, External, Social, Technological, Educational and Legal environmental factors that affect a business and its HR policies and practices

Political, Economic, Scientific, Technological, Educational and Legal environmental factors that affect a business and its HR policies and practices

Political, Economic, Social, Technological, Environmental, and Legal factors that affect a business and its HR policies and practices

The ‘triple bottom line’ refers to an organisation’s:

Economic, HR and CSR performance

Economic, Social and Environmental performance

Business, HR and Environmental performance

Social, Environmental and Sustainability performance

The CIPD suggest that HR professionals require the following skills/traits to be a successful HR practitioner:

Curious, decisive, collaborative, credible

Autocratic, egoistic, autonomous, risk taking

Affable, generous, easy going, caring

Risk averse, introverted, conforming, agreeable

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