SET A:

1. What do we mean by the terms best fit and best practice to describe SHRM. Use
any short case examples to illustrate your discussion?
What mean/ Bet fit and best practice in SHRM

2. How are Human Resource Departments responding to the challenge of SHRM?
How Human Resource Departments responding to the challenge of SHRM

3. Outline the main principles of human resource planning.
Outline/ Main principles of human resource planning
The complexity of the human resources management and its ability to be creative and
scientific resource, results from its fundamental principles underlying at its foundation.
From these principles we underline the most relevant and meaningful:
- previewing, training/forming and providing human resources in relation to the
requirements of scientific and technical revolution and the concrete needs of
organizations
- continuous training of human resources for the purpose of saving financial resources
on the one hand and rapid integration into employment of human resources on the
other hand
- recruitment, selection and orientation in relation to the needs of ensuring
consistency between quantitative and qualitative employment resources and
available jobs
- personnel assessment, physical energy and mental stress resulting from the
assessment of workstations and work performance
- motivation of employees, establishment and differentiation of remuneration in
relation to the weight and the intensity of the work and the quantitative and
qualitative performances, promoting and building professional careers
- labor protection facing the risks of illness and accidents work and the social
protection facing social risks that cannot be previewed
- maximum economic efficiency of utilization of all resources in conditions of security
and health protection, highlighting the productivity gains on workstation, individuals
or work teams
- information, communication, personal negotiation and by representatives (unions,
associations, councils, etc.)
- integration, cooperation and the participation of employees in decision-making and
to the achievement of the organizations objectives.
4. What are the main features of Lawlers model on strategic issues in reward
management?
What/ The main features of Lawlers model in reward management
Strategic issue Main features
Base of rewards
- Job based, person
based, skill based
Often typified by larger organization where
internal equity between job grades is of
particular importance and where large job
families exist with multiple job holders.
Performance and
incentivisation- scope for
progression
- Individual, group
or organizational
criteria
Individual bonus: additional pay for
achievement of above average work.
Piece work measured day output and time
related pay systems: based on purchasing
additional products or services in volume, cost
or time-related performance criteria
Added value-organization wide incentives:
based upon an equation involving the cost of
producing goods and services and the scale
income. A ratio is formed which can be the
basis for improving the internal efficiency of
working and thereby the ratio of costs. A set
proportion of saving is paid back to
employees.
Market position
- Position in sector:
upper/ mid/ lower
quartile

Internal versus external
comparison
- Internal and
external equity
Maintaining competitive and cost-effective
pay and benefit rates
Providing guidance for internal and external
differentials between jobs by reference to
national and regional labour markets
Gaining information required to make
adjustment to levels of pay and benefits.
Centralised versus de-
centralised reward
- Decision making-
localization

Degree of pay hierarchy
- Number of
structure
- Integration of job
structures
Reward mix
- Balance of pay and
benefits
- Degree of choice
- Harmonization
Maybe discussed earlier, the hypothetical
reward system is a mixture of job-based skill-
based, seniority-based and performance
criteria.
Process issues
- Communication
policy:
transparency
- Decision making:
extent of vision,
individual
involvement in job,
pay evaluation and
pricing

Reward systems
consequences/
integration
- Link to prevailing
business
- Flexibility
- Consistency with
other HR systems



5. Discuss the main features of a Learning Organisation. Why is important in a strategic
HRD approach to organising development?
Discuss/ The main features of a Learning Organisation - Why important in a SHRD
approach to OD

6. Outline the main features of the organisational development process as laid down
by Beckhard?
Outline/ The main features of the organisational development process

7. Which two organizational change models do you think are most useful and why?
Which/ The most two useful organizational change models

8. Outline the main mechanisms used in Performance Management Systems and
explain the options that can be used within them?
Outline/ The main mechanisms used in PMS, the options explanation

9. Identify the main strengths and weaknesses of individual performance related pay?
Identify/ The main strengths and weaknesses of individual performance related pay

10. Explain the difference between training and learning and briefly discuss how this
difference is important in relation to modern Strategic Human Resource
Development approaches
Explain/ The difference btw training and learning how important in modern SHRD
approach

11. How can an organization that is having difficulty increasing levels of pay improve the
reward packages of their staff?


12. Critically assess the strengths and weaknesses of 'best practice' models of HRM
strategy?
Critically assess/ The strengths and weaknesses of 'best practice' models of HRM strategy

13. Outline and discuss the main obstacles hindering or preventing HR departments from
delivering strategic HRM
Outline, discuss/ The main obstacles hindering or preventing HRD from delivering SHRM

14. What should organisations consider when developing a reward strategy?
Organisations consideration/ Developing a reward strategy

15. How can recruitment and selection processes contribute to strategic HRM?
How/ Recruitment and selection processes contribute to strategic HRM

16. Which mechanisms of employee involvement would you recommend using as part of
your employee relations strategy and why?


17. What do you understand by the term strategic variables in employee relation?
Personal understanding/ The term strategic variables in employee relation

18. Outline the main uses of competency models in SHRM?
The main uses of competency models in SHRM

19. What are the main features of a Performance Management system?
The main features of a PMS

SET B:

1. You have been asked to address a regional audience from a management institute on
the subject of Getting the most from your Human resources function A cost
effective value added service for the 21
st
Century prepare a briefing discussion paper
as to what you would recommend and how you would go about this acknowledging
the challenges you might face or implementing this. (30 marks)


2. In what ways can organisations develop strategically useful performance
management systems?
What is the nature of the link to SHRM thinking? (30 marks)


3. Why is reward management potentially so problematic for SHRM?
In what ways can organisations integrate reward management in to the HRM
strategy? (30 marks)


4. The best approach to modern employment relations is through the use of
partnerships and partnership agreements. Discuss this statement in relation to a
country of your choice.


5. How could partnership agreement provide a way of integrating employee relations
within SHRM? In the light of recent international recessionary event do the prospects
of partnership seem more or less likely for organization.


6. How can HR functions deliver strategic organizational change and what difficulties
may they face in doing it? Use theories, models and organizational examples as
appropriate to develop your answer.


7. Critically evaluate the use of competency based approaches in modern HR strategies.
Explain in details how they may be used in recruitment and selection. Use
organisational examples as appropriate to support our answer


8. Evaluate the main theoretical views of the nature of HRM strategy?


9.
Critically evaluate the role that performance management systems play in the
delivery of SHRM.
Discuss the main mechanisms used in PMS and explain the different options that can
be used within them.
Use organisational examples as appropriate to support your answer


10. For developmental activity to be deemed 'strategic' organisations need to shift the
focus from a training to a learning approach. Discuss this proposition in the
context of development activity supporting individual and organisational change


11. Critically evaluate the use of competency based approaches in modern HR strategies.
Explain in detail how they may be used in one specific area of HR such as
performance management. Use organisational examples as appropriate to support
your answer.


12. Critically evaluate ONE of the following
a) In what ways can HR strategies provide the level of organisational flexibility
required by modern organisations? OR
b) Should reward strategies always include an element of performance related
pay. Justify your answer in relation to both theory and practise?


13. Performance Management systems are both central and problematic for SHRM.
Discuss this statement.