WEEK 10 - Managing the people resource

Question 1

HRM

Answer 1

Human resource management

Question 2

CIPD

Answer 2

Chartered Institute of Personnel and Development

Question 3

The purpose of HRM

Answer 3

is to consider all aspects of employing and managing people within organisations so that organisational objectives are met

Question 4

HRM includes

Answer 4

• human capital management
• knowledge management
• resourcing
• job analysis
• recruitment and selection — tools and methods
• retention and succession
• performance and reward
• talent management
• employee relations
• career and personnel development.

Question 5

PERSONNEL MANAGEMENT

Answer 5

The aspect of management that is concerned with the work force and their relationship with the entity is known as Personnel Management.

workers are viewed as tool.

Question 6

HUMAN RESOURCE MANAGEMENT

Answer 6

The branch of management that focuses on the most effective use of the manpower of an entity, to achieve the organizational goals is known as Human Resource Management.

employees as the asset to the organization

Question 7

Approaches to human resource management

Answer 7

Strategic theories.

Descriptive theories

Normative theories.

Contingency theory

Resource-based view

AMO theory.

Question 8

AMO theory

Answer 8

The formula Ability + Motivation + Opportunity = Performance provides the basis for developing appropriate systems that meet the needs and interests of employees.

Question 9

HRM best practices

Answer 9

• employment security
• selective hiring
• self-managed teams
• high compensation based on individual performance
• training to ensure a skilled and motivated workforce.

Question 10

Human resource planning

Answer 10

Human resource planning is the process of ensuring that the right people are in the right place, at the right time and at the right cost to deliver the company’s strategy.

Human resource planning is forward looking. It enables organisations to plan for the future and to create a skilled, flexible and motivated workforce.

Question 11

HRM Environmental factors

Answer 11

Internal Factors
•Size
•Structure
•Strategy
•Culture
•Technologies
•Stability

External Factors
•Demographic changes
•Labour market
•Market changes
•Economic and legislative changes

Question 12

Job analysis

Answer 12

Job analysis is the process of examining jobs to identify:
•major tasks to be undertaken;
•duties to be fulfilled;
•results expected to be achieved;relationship with other jobs and positions within the organisational hierarchy.

Question 13

Job evaluation Analytical methods

Answer 13

These systems examine jobs in terms of their principal components, not as a whole. Probably the most widely used methods are the Points Rating method and the Hay—MSL Chart System

Question 14

Psychometric testing

Answer 14

Ability tests
Aptitude tests
Personality tests
Motivational tests
Other tests (Calligraphy tests)

(UCEM 10)
UCEM. People and Organisation Management. UCEM. VitalBook file.
The citation provided is a guideline. Please check each citation for accuracy before use.

Question 15

Human capital

Answer 15

Human capital is the knowledge, skill and ability of the people employed within a company.

.•Intellectual capital. This can be regarded as an intangible asset which changes as knowledge flows in as well as out of the firm.

• Social capital. This is the levels of trust and the ability to network and interact with other members of the firm in order to produce effective working relationships.
• Organisational capital. This is knowledge retained and organised by the company in a structured and effective manner.

Question 16

Employees stay for the following reasons:

Answer 16

• company image;
• recruitment selection and deployment of workers;
• leadership;
• opportunities to use knowledge and skills and to learn new ones;
• performance, recognition and rewards;
• feedback

Question 17

Employees leave for the following reasons:

Answer 17

• offered more pay;
• career move;•job security;
• opportunities to develop;
• unable to cope with current job;
• improved working conditions;
• poor relationship with leader/managers and/or colleagues;
• bullying or harassment;
• personal reasons (e.g. family health, own health, children, moving area, etc.).

Question 18

actions that may address staff turnover issues include

Answer 18

• offering equitable fair pay systems
• maximising variety in jobs where possible;
• increase job engagement;
• encouraging social interaction to increase affective commitment;
• ensuring effective recruitment and selection procedures;
• induction and socialisation practices
• offering good working conditions;
• management training;
• clear policies on bullying harassment and equal opportunities that are company-wide and actively supported.

Question 19

Performance management

Answer 19

Performance management is the process used in order to improve the performance of the company by developing individual employees and the teams within which they work

Question 20

performance management should have five primary elements

Answer 20

• mutual agreement of expectations
• measurement
• feedback
• positive reinforcement
• discussion.

Question 21

four mechanisms that connect goals to performance outcomes

Answer 21

• direct attention to priorities;
• stimulate effort;
• challenge people to bring and use knowledge and skill to the task;
• set challenging goals (generally more successful) and encourage more effort from individuals.

Question 22

Performance review provides

Answer 22

the opportunity for employees to discuss their needs in terms of meeting personal career goals as well as improving in their current job. It allows the company to develop personnel in line with their current and future strategies.

Question 23

Reward management

Answer 23

• total reward — a combination of financial and non-financial rewards;
• base or basic pay plus a bonus/incentive;
• job evaluation;
• market rate;
• grade and pay structures;
• contingent pay;
• employee benefits;
• performance management;
• non-financial rewards.

Question 24

The reward strategy needs to be ensure that it:

Answer 24

• provides rewards that retain and motivate employees;
• recognises the value of employees;
• allows flexibility.

Question 25

Talent management is

Answer 25

the systematic attraction, identification, development, engagement, retention and deployment of those individuals who are of particular value to an organisation, either in view of their “high potential” for the future or because they are fulfilling business/operation-critical roles.

Question 26

talent management strategy

Answer 26

‘Alignment to corporate strategy Ensuring that the talent strategy is closely aligned with the corporate strategy must be a priority. Strategic analysis from the business perspective should feed into an HR forecast, which can help shape an organisation’s tailored approach to talent management.

‘Inclusive versus exclusive approaches Some organisations adopt an inclusive approach to talent management creating

Question 27

talent management loop

Answer 27

the talent management loop: attracting, developing, managing and evaluating talent.

Question 28

career development strategy

Answer 28

• policies for promotion, generally from within the organisation;
• opportunities for lateral and vertical moves within the organisation;
• personal development planning integrated into performance review, ensuring targeted development of appropriate knowledge, skills and abilities;
• involvement in knowledge sharing practices;
• movement of staff across teams in order to offer development opportunities in a wide range of activities;
• career counselling.

Question 29

Work—life balance

Answer 29

Well-being at work is the result of people being happy at work and in life. It comes from positive working relationships, people doing work they like and a positive working environment.

Question 30

Employees’ needs and wants that employers should consider include:

Answer 30

• family commitments
• childcare
• career goals
• flexible and remote working arrangements
• contract type
• hours worked
• location.

Question 31

benefits of introducing work—life balance policies include:

Answer 31

• improved productivity and quality of work
• improved commitment and morale
• reduced staff turnover
• reduced casual absence
• improved length of service
• lower levels of stress.