WE302 Knowledge

Question 1

Role of line managers in Human Resource Management (HRM)

Answer 1

• Implementing HR policies and procedures
• Performance management
• Employee development
• Recruitment and selection
• Compensation and benefits

Question 2

Why HR is devolved

Answer 2

• Efficiency
• Proximity to employees
• Tailored approach
• Empowerment and accountability
  (Whittaker and Marchington, 2003)

Question 3

Challenges of devolving HRM to line managers

Answer 3

• Lack of HR expertise and training
• Workload and time consuming
• Inconsistency
• Employee perceptions
• Short-term approach
• Fear of poor performance
• Role conflict and ambiguity
• Reduced the use of HR specialists
• HR managers resistance
  (Bainbridge, 2015)

Question 4

Employee well-being

Answer 4

refers to the physical, mental, and emotional health of employees in the workplace (Guerci et al., 2020)

Question 5

Causes of work-related stress

Answer 5

• Job demands
• Lack of control
• Poor work-life balance
• Poor communication
• Workplace culture
• Job insecurity
• Lack of recognition
• Poor work environment

Question 6

Impact of work-related stress

Answer 6

• Mental health issues
• Physical health problems
• Reduced job satisfaction
• Decreased productivity
• Increased absenteeism
• Higher turnover rates
• Lower quality of work

Question 7

Role of HRM in promoting well-being

Answer 7

• Health and benefits and incentives
• Offering paid time off for employees to take care of themselves
• Promote flexible work culture by using technology
• Employee recognition
• Training and development
  (Li et al., 2023)

Question 8

Benefits for the organisation

Answer 8

• Increased productivity
• Reduced absenteeism
• Improved employee morale and satisfaction
• Enhanced employee engagement
• Lower turnover rates
• Attraction of top talent
• Positive employer branding
• Cost savings
  (Guest, 2017)

Question 9

Benefits for employees

Answer 9

• Improved mental health
• Enhanced physical health
• Increased job satisfaction
• Better work-life balance
• Enhanced productivity
• Reduced absenteeism
• Greater job security and longevity
• Personal development and growth
  (Guest, 2017)

Question 10

Downsizing

Answer 10

conscious use of permanent personnel reductions in an attempt to improve efficiency and/or effectiveness (Budros, 1999)

Question 11

Why sick companies downsize

Answer 11

• Reactive
• Cost reductions
• Recession/trading conditions
• Survival strategy
• Technological advancements
• Decline in performance

Question 12

Why healthy companies downsize

Answer 12

• Proactive downsizing
• Organisational agility
• Cost management
• Boost earnings
• Growth and expansion

Question 13

Benefits of downsizing

Answer 13

• Cost savings
• Improved efficiency and productivity
• Responsiveness to customers
• Innovation
• Greater employee involvement

Question 14

Drawbacks of downsizing

Answer 14

• Employee morale and engagement
• Talent retention and recruitment
• Loss of knowledge and expertise
• Impact organisational culture
• Decreased customer satisfaction
• Resistance

Question 15

Methods of downsizing

Answer 15

• Natural attrition/wastage
• Voluntary redundancy
• Retirement
• Compulsory redundancy

Question 16

Firm level approaches

Answer 16

Teague and Roche (2014)
* Pure downsizing
* Employment stabilisation
* Responsible restructuring

Question 17

Alternatives

Answer 17

• pay cuts
• freezing wages and bonuses
• reducing overtime
• diminishing opportunities for promotion
• freezing recruitment
• use of agency staff

Question 18

Wilkinson et al, 2019

Answer 18

• automotive parts manufacturer avoided redundancies during the recession due to the use of agency workers, providing flexibility so release agency workers without mass redundances
• there’s been a shift towards market-led employment models, utilising flexible working arrangements could explain why downsizing is less prevalent
• suggested that downsized firms doesn’t improve performance and that downsized firms are more likely to declare bankruptcy

Question 19

Johnstone et al, 2019

Answer 19

• significant losses in financial services, automotive and manufacturing
• approach used, varies contingent on factors e.g., resources available, the business model, product and labour market conditions, organisation size

Question 20

Germany

Answer 20

• Deeply affected but demonstrated relatively stable employment levels and fewer mass layoffs
• reduced working time
• Overtime without additional pay allowing employers to increase capacity without additional cost

Question 21

UK

Answer 21

• UK government downgraded public sector pay and conditions
• UK unemployment rose but was less serve than anticipated
• Use of flexible working arrangements and alternative adjustments to reduce costs
• E.g., BMW reduced working time

Question 22

US

Answer 22

• Mass redundancies
• Rising unemployment
• General motors required government bailout as it cut and froze employee pay, and terminated a large number of workers

Question 23

Pure downsizing

Answer 23

reducing workforce size to achieve cost savings without additional considerations for employee well-being

Question 24

Employment stabilisation

Answer 24

prioritises maintaining job security and employee well-being during periods of change/uncertainty

Question 25

Responsible restructuring

Answer 25

search for efficiencies becomes part of an ongoing cultural change