HRM

Question 1

Storey 1992

Hard and Soft HRM

Answer 1

Hard HRM - emphasis on the idea of the resource used dispassionately and rationally
Soft HRM - emphasis on employee deployment, group relationships and constructive supervision
These are not opposite but complimentary

Question 2

Hard HRM

Answer 2

Scope - policies, processes, structures for implementing a series of tasks designed to:
-get the right folk in place to do the job (staffing)
-make sure the job is well done (perf. management)
-support their ability to achieve promotion and organisational goals (development & succession)
Focus - resources, efficiency (& exploitation!)
Humans seen as a resource, performance-related pay, appraisal
Transactional leadership

Question 3

Soft HRM

Answer 3

Focus on team, relationships & culture
Human processes - nurturing people
Transformational leadership, reflection & sharing
Personal & professional efficacy, development of people

Question 4

Decentralization & HRM

Answer 4

Decentralization has increased autonomy and HRM has replaced centrally provided personnel management

Question 5

Fidler 1988

Performance management

Answer 5

Performance Management in education

1. Higher level of professional autonomy
2. Qualitative objectives are difficult to measure or agree
3. Limited range of rewards available for teachers
4. Unclear links between teaching & learning
5. Several people to whom teachers are accountable
6. Lack of infrastructure and time to implement

Question 6

Mo (Hong Kong) 1998

Answer 6

For appraisal to be effective, there must be…
“an open climate in which principals are supportive and not directive, and teachers are engaged and not frustrated in determining the effectiveness of appraisal.”
Appraisal depends on leadership behaviour, attitude of staff and school culture as well as time, training and resources

Question 7

Development & Succession

Answer 7

In Poland, it is common to groom internally for promotion, but since 2002, all applicants for School Director positions need to undergo a minimum of 200 hours of management training.
Under-funding and particularism conflict with policies and procedures.

Question 8

Middlewood 2002

Answer 8

In Israel, Japan, Singapore and USA, being assessed for performance before progressing to the next steps in one’s career is well established.

Question 9

Middlewood 2002

Answer 9

PD is central to any system of performance management, since the ultimate motivation to improve must come from themselves. The balance between accountability & PD lies at the heart of how effectively PD is managed

Question 10

Christie 1999 - South Africa

Answer 10

During apartheid, appraisal was used for control and discrimination, now the situation has swung round (Thurlow 2001)

Question 11

2 elements of performance appraisal

Answer 11

Evaluation for accountability –> focus on organisational needs –> focus on transactional elements –> focus on measurable outcomes –> need for quantitative data
Evaluation for development –> focus on individual needs –> focus on transformational elements –> focus on educational value added outcomes –> need for qualitative data

Question 12

Soft HRM

Answer 12

Emotionally intelligent, growth enhancing, distributed leadership

1. Personal efficacy (self talk, self image & self esteem, behaviour & performance)
2. Individual professional efficacy (motivation, job satisfaction & morale, competent performance
3. Collegial professional efficacy (collaborative teamwork, organisational culture & learning

Question 13

Goleman 2005 EQ

Answer 13

1. Self awareness
2. Self regulations
3. Motivation
4. Empathy
5. Social skills

Question 14

Gardner 2011

Answer 14

Intrapersonal intelligence - how you deal with your own thoughts, feelings and beliefs
Interpersonal intelligence - how you relate to others

Question 15

Evans 1999

Answer 15

The most common factor to emerge as influential on teacher morale, job satisfaction and motivation is school leadership

Question 16

Owens 2006

Answer 16

Motivation is a function of person and environment

Question 17

Individual professional efficacy

Answer 17

Motivation - individual drive to perform
Job satisfaction
Morale - anticipation of the possibility of achieving goals
Initiative - personal efficacy, energy, enthusiasm
Difficult to achieve in dependency cultures

Question 18

Constructive feedback

Answer 18

Meant to help, not belittle
Specific not general
Descriptive not evaluative
Suggested not prescriptive
Focused on what the receiver can change
Immediate and continued
Asked for, not imposed