Scope and nature of HRM & HRD

Question 0

How can HR maintain importance?

Answer 0

Rees & McBain

Participate in strategic decision making
Develop capability of line managers
Focus externally
Become proactive adviser not reactive supporter

Question 1

What is HRD?

Answer 1

Stewart & McGoldrick

Activities and processes intended to have an impact on individual and organisational learning

Question 2

According to Rao how can HRD show added value?

Answer 2

Recognise stakeholder expectations
Ensure good ROI
Focus on activities that generate intellectual capital
Involvement in policy making

Question 3

What does Henderson say about HRD?

Answer 3

Can help organisation become learning organisation but need to link learning with performance

Question 4

What is the balanced scorecard?

Answer 4

Assesses HR contribution

Learning & growth
Customer
Financial
Internal business processes

Question 5

What are the motives of HRM?

Answer 5

Boxall & Purcell

Cost effectiveness
Legitimacy
Autonomy
Flexibility

Legal employment practice expert
Developing people

Question 6

What do Gubbins & Garavan say about HRD?

Answer 6

Traditionally focuses on identifying, selecting & evaluating training programmes

Question 7

What are the hard & soft models of HRM?

Answer 7

Hard - using employees to gain competitive advantage

Soft - emphasising commitment and engagement and aligning interests of employees and managers

Question 8

What is the Bath model of HRM and innovation?

Answer 8

Provides contextual factors such as culture and trust as platform from which innovative outputs can occur

Employees work in teams and so need good working relationships to add value

Question 9

What is the best fit model?

Answer 9

HR emerges from external factors and HR need to find best fit

Question 10

How can an organisation achieve strategic fit?

Answer 10

Vertical integration - aligning HR strategy to organisational strategy

Horizontal integration - aligning HR activities to support other HR activities

Question 11

What do Wang & Shyu say about strategic fit?

Answer 11

Important to have strategic fit between HR strategy, HR practices and organisational strategy

Question 12

What is strategy?

Answer 12

De Wit and Meyer - a course of action for achieving organisations purpose

Question 13

What did an IRS study find about line managers?

Answer 13

HR take lead apart from when universally applied

HR feel line managers ineffective and that training should be compulsory

Question 14

Why adopt the business partner model?

Answer 14

CIPD

Cost efficiency
Accelerating competition through employees
Rising expectations of HR

Question 15

What are the counter arguments to business partnering?

Answer 15

Pitcher - does not result in strategic thinking only change in title

Deloitte report - inability to convince senior managers that HR can contribute to strategic debate

Question 16

What is the business partner model?

Answer 16

4 key roles HR need to adopt

Strategic partners
Administrative expert
Employee champion
Change agent

Question 17

What is Ulrich’s 3 legged stool?

Answer 17

Shared services
Centres of excellence
Strategic partners

Question 18

What is HRM?

Answer 18

Boxall and Purcell - anything to do with managing employment relationship

Storey - approach to managing relationship that seeks to gain competitive advantages through development of capable and committed employees

Question 19

What does Ulrich say about the role of HR?

Answer 19

To assess resources and determine how best to transfer to client productivity

Question 20

What is strategic HRD?

Answer 20

Beer & Spector

A proactive system wide intervention linked to strategic planning and cultural change

Question 21

What are some of the characteristics of HRD?

Answer 21

McCracken & Wallace

Shaping mission & goals
Environmental scanning
Strategic partnerships with line managers
Strategic partnerships with HRM
Top management leadership