CHAPTER 2

Question 1

Interrelated philosophies, policies, and practices that facilitate the attainment of organizational strategy.

Answer 1

STRATEGIC HRM

Question 2

4 criteria to be met to create sustained competitive advantage (according to resource-based view):

Answer 2

1. EMPLOYEES WHO HAVE SUPERIOR PERFORMANCE
2. DIFFICULT FOR COMPETITORS TO IMITATE
3. RARE
4. HARD TO SUBSTITUTE

Question 3

Perspective that high-performance HR practices are more cost effective for businesses that pursue a differentiation strategy than for those implementing a low-cost strategy.

Answer 3

CONTINGENCY PERSPECTIVE

Question 4

The sum of employees’ knowledge, skills, experience, and commitment invested in the organization.

Answer 4

HUMAN CAPITAL

Question 5

Perspective that different strategies require not only different human capital, but also different behaviours of employees.

Answer 5

BEHAVIOURAL THEORY

Question 6

No workforce planning involved and companies hire as needed.

Answer 6

AD HOC

Question 7

Workforce planning involving head count analysis and basic labour costing.

Answer 7

HEAD COUNT PLANNING

Question 8

Workforce planning involving historical or lagging performing indicators/descriptive workforce analytics.

Answer 8

WORKFORCE FORECASTING ANALYTICS

Question 9

Workforce planning involving workforce segmentation/workforce planning to support projected business needs.

Answer 9

STRATEGIC WORKFORCE PLANNING

Question 10

Workforce planning involving enterprise-level workforce planning/workforce risk management and mitigation planning.

Answer 10

HUMAN CAPITAL PLANNING

Question 11

2 reasons why strategic HR is so important:

Answer 11

1. EMPLOYEES HELP AN ORGANIZATION ACHIEVE SUCCESS BECAUSE THEY ARE STRATEGIC RESOURCES
2. THE PLANNING PROCESS ITSELF RESULTS IN IMPROVED GOAL ATTAINMENT

Question 12

A concept that HR strategy generates the business strategy, and business strategy determines HR strategy.

Answer 12

RECIPROCAL INTERDEPENDENCY

Question 13

A concept where strategy development is conducted at the same time that HR management issues are considered.

Answer 13

CONCURRENT STRATEGY FORMULATION

Question 14

An important consideration when designing HR programs.

Answer 14

FIT

Question 15

2 important types of fit:

Answer 15

1. INTERNAL FIT
2. EXTERNAL FIT

Question 16

2 types of internal fit:

Answer 16

1. FIT WITH OTHER FUNCTIONAL AREAS
2. FIT AMONG ALL OTHER HR PROGRAMS

Question 17

Where HR strategies match organizational strategies.

Answer 17

EXTERNAL FIT OR “BEST FIT” APPROACH

Question 18

Where HR programs must also be consistent with each other and other functional areas.

Answer 18

INTERNAL FIT

Question 19

Different HR programs working together to support a strategy.

Answer 19

“BUNDLING” HR PRACTICES

Question 20

Where bundles of HR practices are internally consistent and suggests that there is a direct relationship between an internally consistent bundle of HR practices and firm performance.

Answer 20

“BEST PRACTICES” APPROACH