SHRM

1. Question: Discuss the significance of both the external and internal environments in
Human Resource Management. How do they influence HR practices?

Answer: The external environment of HRM includes factors outside the organization that can
influence HR practices. This includes legal considerations, the state of the economy, technological
advancements, societal views and expectations, the actions of shareholders, union activities,
competitors, and the labor market. For instance, changes in labor laws can dictate how HR handles
contracts and employee rights. Economic downturns can influence hiring and compensation
strategies. Technological advancements can lead to the need for new skills or training programs.

The internal environment encompasses elements within the organization. This includes interactions
with other functional areas like operations, marketing, and finance. The internal environment also
covers specific HR functionalities like staffing, compensation, employee relations, and safety. For
example, a company's financial situation can dictate budgeting for HR programs. Marketing
campaigns might require hiring surges or specific skill sets.

Both external and internal environments play a crucial role in shaping HR practices. While external
factors ensure that HR practices are compliant, relevant, and competitive, internal factors ensure
that HR practices align with the company's goals, culture, and operational needs.

2. Question: Describe the concept of 'Ethics' and 'Social Responsibility' in the context of
business and HRM. How do they impact HR practices?

Answer: 'Ethics' in the context of business refers to the discipline that deals with what is good and
bad, or right and wrong, or with moral duty and obligation. It's about making choices that may not
always align with the business's short-term interests but are the right thing to do. In HRM, ethics can
relate to fair treatment of employees, transparent communication, avoidance of discrimination, and
ensuring employee privacy.

'Social Responsibility' refers to the implied, enforced, or felt obligation of managers and businesses
to serve or protect interests of groups other than themselves. This could mean making decisions that
benefit the community, environment, or society at large, even if it comes at a cost to the business. In
HRM, social responsibility can manifest as community training programs, diversity and inclusion
initiatives, or environmentally-friendly workplace practices.

Both ethics and social responsibility significantly impact HR practices. They guide decisions related to
hiring, training, workplace safety, diversity and inclusion, and even compensation and benefits.
Companies that prioritize ethics and social responsibility tend to have better reputations, which can
help in attracting and retaining top talent.

Question 1: In the context of organizational development, how did Cummins and Worley (2005)
define "Organization Development" (OD), and what are the primary goals it aims to achieve as
articulated by Beer (1980)?

Answer 1: Organization Development (OD) is defined by Cummins and Worley (2005) as the ‘system-
wide application and transfer of behavioural science knowledge to the planned development,
improvement, and refinement of the strategies, structures, and processes that lead to organizational
effectiveness.’ The primary goals of OD, as expressed by Beer (1980), are to help people work more
effectively together, improve organizational processes such as the formulation and implementation
of strategy, facilitate the transformation of the organization, manage change, and operate as a
‘system-wide process of data collection, diagnosis, action planning, intervention, and evaluation.’

Question 2: Discuss the evolution of Organizational Development (OD) from its foundation in
behavioural science concepts to its shift in focus during the 1980s and 1990s. What were some of the
new approaches that emerged during this period, and how do they relate to traditional OD
concepts?

Answer 2: OD was originally based on behavioural science concepts. However, during the 1980s and
1990s, its focus shifted to incorporate a variety of other approaches. Some of these, such as
organizational transformation, bear similarities to traditional OD. Others, like team building, change
management, and culture change or management, are built upon the foundational ideas developed
by writers on organization development and OD practitioners. Additionally, other approaches
emerged during this period, including high-performance work systems, total quality management,
business process re-engineering, and performance management. These newer methods can be
described as holistic processes designed to enhance overall organizational effectiveness from specific
viewpoints.

Question 3: What is the primary focus of OD strategies, especially in terms of their scope and
development?

Answer 3: OD strategies primarily concentrate on the methodologies or "how things are done" in an
organization, as well as the actual tasks or "what is done". They emphasize system-wide change and
are typically developed as comprehensive programs.

Question 1: Can you provide a general breakdown of the roles within Strategic HRM as presented in
Chapter 6?

Answer 1: Certainly. The roles within Strategic HRM, as presented in Chapter 6, emphasize the dual
nature of HR work. HR practitioners' responsibilities can be primarily categorized into two main
areas:

1. Transactional Activities: These encompass the service delivery aspects of HR. Examples
include recruitment, training, addressing people-related issues, ensuring legal compliance,
and providing employee services.

2. Strategic Activities: These activities align with the broader goals and values of the
organization. They involve the design and execution of forward-looking HR strategies that are
not only interconnected but also aligned with the business's overarching objectives.

Question 2: How does the presentation differentiate between "Transactional" and "Strategic"
activities in the context of HRM?

Answer 2: The presentation delineates a clear distinction between transactional and strategic
activities within HRM:

 Transactional Activities: These are primarily concerned with the service delivery aspects of
HR. They handle routine, day-to-day operations and functions such as recruitment, training,
 addressing individual or team issues, ensuring the organization adheres to legal standards,
and offering services to employees.

 Strategic Activities: These transcend day-to-day operations and focus on long-term planning
and alignment. Strategic activities support the realization of the organization's broader goals
and values. They encompass the creation and rollout of visionary HR strategies that are not
only interwoven but also tailored to the business's strategic aims.

Alright, let's move on to examining the content of the third file, "Week 6 - Human Capital Mgt
Strategy." I'll extract some key points and then craft long questions based on the content, followed
by answers. Let's get started.

Finished working

Show work

From the content extracted from the "Week 6 - Human Capital Mgt Strategy" presentation, here are
some long questions and their corresponding answers:

Question 1: How does the presentation define Human Capital Management in relation to personal
management and the goals of human resources management?

Answer 1: Human Capital Management is closely tied to personal management, which is described
as the segment of management concerned with individuals at work and their relationship within an
enterprise. The primary objective of human resources management, as per the presentation, is
twofold:

1. To maximize benefits from the abilities of employees.

2. To ensure employees derive both material and psychological rewards from their work.

Question 2: Can you provide an overview of the key areas addressed in Human Capital Management
as presented?

Answer 2: Certainly. The presentation enumerates several pivotal areas within Human Capital
Management:

1. Human Resources Planning: Identifying and quantifying current and future personnel
requirements.

2. Job Analysis & Design: Understanding and structuring job roles and responsibilities.

3. Recruitment & Selection: Sourcing and selecting the best-fit candidates for the organization.

4. Training & Development: Enhancing the skills and knowledge of employees.

5. Compensation & Benefits: Designing remuneration structures and benefits for employees.

6. Employee Relations: Maintaining and fostering healthy relationships between the

organization and its employees.
 7. Motivation & Change Management: Encouraging employees and managing organizational
transitions.

8. Strategic HRM: Aligning HR practices with the organization's broader strategic objectives.

Question 3: Elaborate on the concept of Human Resources Planning as discussed in the presentation.
What are its main components and objectives?

Answer 3: Human Resources Planning is a systematic process that revolves around identifying and
quantifying the current and future needs for human resources within an organization. Key aspects of
this process include:

1. Analysis of Existing Staff: Evaluating the current workforce's skills, competencies, and
numbers.

2. Forecasting HR Needs: Projecting future staffing requirements over specific timescales to

meet organizational goals, referred to as "The Demand Forecast."

3. Integrated Action Plan: Creating a comprehensive strategy to align supply and demand of
human resources.

4. Utilization of HRIS (Human Resources Information System): Leveraging technology to gain

insights into the internal supply of manpower.

The principal objective of Human Resources Planning is to spotlight potential deficiencies and
limitations in an organization's human resources competencies and capacity, ensuring that the
organization is adequately staffed to meet its goals.

Question 4: Discuss the significance of Job Analysis & Design in the realm of Human Capital
Management. What are the various facets it touches upon?

Answer 4: Job Analysis & Design holds paramount importance in Human Capital Management as it
serves as the foundation for several organizational functions. Specifically:

1. Performance Appraisal: Evaluating employees' performance against set standards.

2. Training: Identifying areas where employees need skill enhancement.

3. Reward Systems: Designing compensation structures based on job roles.

4. Staff Development: Charting career paths and development programs.

5. Work Design: Structuring job roles for efficiency and effectiveness.

Furthermore, Job Analysis & Design delves into:

 The skills required to execute a job effectively.

 The qualifications necessary for the position.

 The physical and social environment of the job, including interactions within and outside the
organization.

 Prospects for growth and advancement in the role.

Question 5: Elucidate the process of Recruitment & Selection as presented. What are the benefits of
recruiting from within the organization?

Answer 5: Recruitment & Selection are pivotal processes in Human Capital Management.

 Recruitment: This involves attracting new individuals to the organization.

 Selection: This is the process of pinpointing a specific individual to occupy a particular

position, either from within or outside the organization.

Recruiting from within the organization offers several advantages:

1. It capitalizes on past investments made in current employees.

2. It serves as a reward mechanism for existing employees, boosting morale.

3. Internal recruitment often simplifies communication at all organizational levels.

Additionally, the presentation mentions the role of HRIS (Human Resources Information System) and
the use of intranets in these processes.

Question 6: Describe the purpose of Training & Development in organizations. What are the primary
steps involved?

Answer 6: Training & Development is integral to organizations as it:

1. Promotes learning among members.

2. Aims to expand an individual's knowledge and skill set.

The primary steps involved in Training & Development are:

1. Need Assessment: Identifying areas where training is required.

2. Programme Design: Structuring the training program to meet identified needs.

3. Implementation: Executing the training program.

4. Evaluation: Assessing the effectiveness of the training program.

Question 7: How does the presentation categorize Compensation & Benefits? Additionally, what
theory is considered while framing a compensation policy?

Answer 7: Compensation & Benefits are categorized into:

1. Direct Financial: Monetary benefits like salary, bonuses, etc.

2. Indirect Financial: Non-monetary financial benefits like insurance, retirement plans, etc.

3. Non-Financial: Benefits that don't have a direct monetary value, such as recognition, flexible
work hours, etc.

The concept of "Total Reward" encompasses all intrinsic and extrinsic factors. When formulating a
compensation policy, experts often consider the "Equity Theory" which focuses on the fairness and
equity perceived by employees in terms of their rewards in comparison to others.
Question 8: Elaborate on the concept of Employee Relations as discussed in the presentation. What
is a psychological contract and how does it relate to overall organizational success?

Answer 8: Employee Relations can be characterized by various relationships such as adversarial,

traditional, partnership, and power-sharing. Central to these relations is the concept of the
"psychological contract," which encompasses the assumptions, expectations, promises, and mutual
obligations between an organization and its employees. This contract, though often unspoken, plays
a pivotal role in shaping the dynamics between employers and employees. The presentation
emphasizes a direct relationship between content employees and organizational success,
encapsulated by the equation: Happy Staff = Happy Clients/Customers, leading to Happy
Shareholders/Revenue.

Question 9: Discuss the key motivational theories and factors highlighted in the presentation. How
do they influence employee motivation?

Answer 9: The presentation touches upon several motivational theories and factors:

1. Influencing Motivation: Factors such as the reputation of the company (brand), the nature of
the job, compensation, and lifestyle play a role in influencing motivation.

2. Maslow's Hierarchy of Needs: This theory categorizes human needs into a hierarchy, starting
from basic physiological needs to the need for self-actualization.

3. Herzberg's Hygiene Factors: Herzberg identified certain factors that, when absent, can
demotivate employees but their presence doesn't necessarily motivate.

4. "Adam" Theory: This emphasizes the need to avoid physical deprivation.

5. "Abraham" Theory: This centers on the human aspiration to realize potential for perfection.

Question 10: Describe the process and significance of Performance Measurement in organizations.
What is the 360-degree feedback approach?

Answer 10: Performance Measurement evaluates employees based on various criteria:

1. Psychological & Personality Traits.

2. Organizational-based behavior in the workplace.

3. Results against Key Performance Indicators.

4. Different evaluation methods including self-evaluation, peer evaluation, subordinate

evaluation, superior evaluation, and customer evaluation.

The combination of all these evaluation methods is termed the "360-degree feedback" approach. It
offers a holistic view of an employee's performance by gathering feedback from multiple sources.

Question 11: Unpack the three-step approach to Change Management as proposed by Lewin. What
are the primary phases and how do they contribute to effective change?

Answer 11: Lewin's three-step approach to Change Management consists of:

 1. Unfreezing: This phase prepares the organization for the impending change by breaking
existing status quos.

2. Changing: Here, the organization transitions to a new level by introducing and implementing
planned changes.

3. Refreezing: This phase solidifies the change, ensuring that the new processes or behaviors
become the norm.

Effective change management often requires navigating through external and internal influences. The
presentation also mentions the "Glass & Ceiling effect" or "G & C effect," which relates to barriers in
implementing change.

Question 12: What are the core components of Strategic HRM as highlighted in the presentation?

Answer 12: Strategic HRM integrates various HR functions and components to align with
organizational goals. These components include:

1. Staffing

2. Staff development

3. Staff welfare

4. Staff appraisal

5. Performance management

6. Compensation

7. Training

8. Promotion

9. Work systems

10. Recruitment

11. Recognition and reward

Question 13: The presentation mentions "HRIS software." Can you describe the significance and
utility of an HRIS (Human Resources Information System) in Human Capital Management?

Answer 13: An HRIS (Human Resources Information System) is a software solution that combines
various human resources functions, such as recruitment, payroll, performance evaluations, and
training, into a single integrated system. It aids organizations in:

1. Efficient data management: Consolidating employee data and making it easily accessible.

2. Streamlined HR processes: Automating routine tasks, reducing manual input, and minimizing
errors.

3. Enhanced decision-making: Providing analytics and insights to inform HR strategies and

decisions.
 4. Improved compliance: Assisting in adhering to legal and regulatory requirements by
maintaining accurate records and generating necessary reports.

5. Employee self-service: Enabling employees to access and update their personal information,
apply for leave, view pay stubs, etc.

Question 14: The term "Blue Ocean" appears in the presentation. Can you provide an overview of
the Blue Ocean Strategy and its relevance in the context presented?

Answer 14: The "Blue Ocean Strategy" is a business concept that advocates for organizations to
create new market spaces, or "blue oceans," rather than competing in saturated markets, known as
"red oceans." The strategy emphasizes:

1. Innovation: Developing unique products or services that differentiate from competitors.

2. Value creation: Offering enhanced value to customers, often at a reduced cost.

3. Market expansion: Venturing into untapped markets or redefining existing ones to reduce
competition.

The mention of the New York Police Department and "Blue Ocean Thinking" with reference to Bill
Bratton suggests a case study or example of applying out-of-the-box thinking to transform traditional
practices, though the specifics are not detailed in the extracted content.

Question 15: There's a mention of "Skinner: Reward and Punishment" in the presentation. Can you
discuss the significance of Skinner's theory in the context of Human Capital Management?

Answer 15: B.F. Skinner, a renowned psychologist, is best known for his work on operant
conditioning. His theory revolves around the principles of reinforcement (reward) and punishment to
influence behavior. In the context of Human Capital Management:

1. Positive Reinforcement (Reward): Recognizing and rewarding desired behaviors can

motivate employees to repeat those behaviors. For example, bonuses for achieving targets
can drive sales teams to perform better.

2. Negative Reinforcement: Removing an unpleasant stimulus when the desired behavior is

exhibited. For instance, stopping frequent check-ins when an employee consistently meets
deadlines.

3. Punishment: Introducing an adverse stimulus or removing a positive one to discourage

unwanted behaviors. For example, demotions or pay cuts for consistent underperformance.

4. Extinction: Withholding reinforcements to diminish or eliminate a behavior.

Skinner's principles, when applied judiciously in HRM, can be effective in shaping employee
behaviors and aligning them with organizational goals.

Question 16: The presentation emphasizes "Active teamwork, creative, committed." Can you discuss
the significance of these attributes in the context of Human Capital Management?

Answer 16: Certainly. In the realm of Human Capital Management, these attributes play pivotal roles:
1. Active Teamwork: Collaboration and cohesive teamwork are essential for achieving
organizational goals. Active teamwork implies that members are engaged, participative, and
work in harmony to contribute to the team's success.

2. Creative: Creativity is the ability to think outside the box and come up with innovative
solutions. In today's dynamic business environment, creativity is crucial for problem-solving,
product development, and staying ahead of competitors.

3. Committed: Commitment denotes dedication and loyalty to the organization's objectives.

Committed employees are more likely to put in the effort required to achieve these
objectives, ensuring higher productivity and lower turnover.