What’s Make an Effective Hrm

Course Study Guide Part 1: Course Info 2012–13 International HRM INDU1130 Contents 1. Welcome3 2. Introduction to the Course4 2. 1Introduction and Rationale4 2. 2Aims4 2. 3Learning Outcomes4 2. 4Learning and Teaching Activities4 3. Contact Details5 4. Course Content6 5. Assessment Details8 5. 1Summary of assessment8 5. 2Assignment one – Group presentation and individual report8 5. 3Assignment two – Essay11 5. 4Final Examination13 5. 5Resit Assessment13 6. Reading13 6. 1Core Textbooks13 6. 2Supplementary Reading14 6. 3Other Sources15 7. Other Details15 8. Feedback sheets15 . Past Exam Papers18 1. Welcome Dear student, Welcome to the final-year course International Human Resource Management. We hope that you will enjoy the course. This course, which is an option for students on the BABM and other programmes, assumes no detailed prior knowledge of the field of human resources management. This course handbook explains how the course is organised and what the assessme nts are. It also lists the lecture and tutorial topics. Tutorials accompany the weekly lectures, and are designed to deepen your understanding of the topic using real-life examples.We expect you to attend all lectures and tutorials, and to do all the prescribed reading (detailed in section six) – generally, you have to read one chapter per week from the course textbook. This course deals with the question how organisations (private-sector companies as well as public sector organisations) manage people, in particular how they motivate employees to achieve the high standards of performance required in today's competitive markets. The course also deals with the wider social, economic, political and historic context within which organisations operate.The course is split into two parts: The first term introduces you to Human Resource Management (HRM), while the second term introduces Employment Relations (ER), sometimes also called Industrial Relations (IR). Both fields are closel y related, but focus at different aspects of the employment relationship (the relationship between employer and employees). HRM focuses mainly at the company level, while ER also investigates the national (and international) levels; and while HRM focuses more on individual employees, ER concentrates more on groups of employees and their representatives, trade unions.Human resource management is both an academic theory and a business practice. It is based on the notion that employees are humans, and thus should not be treated as a basic â€Å"business resource† (despite the name â€Å"human resource management†). HRM focuses on the human aspect of a company and its strategic importance. HRM is, supposedly, very different from traditional â€Å"personnel management†, which is a purely administrative function. HRM is much more than the pure administration of personnel and their contracts (e. g. wages, payment systems, and working hours).HRM deals with topics such a s employee involvement (i. e. giving employees a say at work) and motivation. Employment relations or industrial relations focuses on the wider relations between management and workers, particularly groups of workers represented by trade unions, and the structure of labour markets. Industrial relations can take place on many levels, such as the â€Å"shop-floor† (i. e. at the level of the factory or office), the regional level, or the national level. Governments set the framework for industrial relations through legislation and regulations.The climate and institutions of industrial relations vary considerably between countries, being more â€Å"cooperative† in some (e. g. Germany and Japan) and more â€Å"adversarial† in others (e. g. the US, the UK and France). Again, We hope that you will enjoy the course and find it useful! Good luck! Niels-E. Wergin-Cheek (course leader)and the course team| | 2. Introduction to the Course 2. 1Introduction and Rationale Human resources are being recognised increasingly as vital to achieve competitive advantage, and managing human resources is thus a vital activity.The course introduces relevant concepts and theories in the field of HRM, and will provide students with the knowledge, understanding and key skills required to undertake human resource management at a professional level. This course is aimed at those students on generalist business and management programmes (in particular BABA and BABM students) in the Business School who have not previously studied any specialist HR courses. The course focuses, as much as possible, on comparative and international aspects of HRM. 2. 2AimsThis course aims to outline the background and the main theoretical frameworks for the study of HRM; explain the historical context in which HRM is located; and introduce the broad functional areas of HRM, its organisational responsibilities, and how they interact. Rather than focusing solely on the situation in the UK, read ings, examples, and case studies from a variety of countries will be used, highlighting international diversity, allowing students to compare the role, activities, and institutional frameworks of HRM in different national contexts. 2. 3Learning OutcomesKnowledge and understanding of: * reasons why human resource management is a vital part of organisational success, * main theoretical frameworks used in HRM, * broad activities of HRM such as resourcing, reward, performance management, training and development and employee relations, * policies and practices in these key areas of HRM that are available to HR managers, * best practice in these areas and the business reasons for them, in particular the role of employee involvement and participation in motivating and empowering employees, * the ways in which these areas are interconnected, the external and internal factors which potentially have an impact on these four areas, * the strategic integration of the main HR functions into corp orate strategy, * international and comparative aspects of HRM (†¦) 2. 4Learning and Teaching Activities The course supports the student in an independent learning process in which teaching is interspersed with reading and information gathering. Students are encouraged to relate key theories within the subject field to practice at workplace level. Lectures introduce and familiarise the students with the main issues surrounding the course.Tutorials contain a combination of tutor-led and student-centred activities. The latter will be used to enable independent learning with students collaborating in groups. Activities include the discussion of videos, case studies and other readings, as well as group discussions, role plays and presentations by students. 3. Contact Details Name | Room| E-mail | Phone | Office Hours| Le Quyen Thuy Trang| | [email  protected] com| +84-903 148 548| | 4. Course Content Abreviations: ch: chapter, wk: week; chapter numbers refer to core textbooks (se e below) Lecturers: Bui Quoc Liem, Le Quyen Thuy Trang | Date| | Topic| | Reading| Block 1| | PART I: The HRM arena and context| | | 1| | Lecture| The nature of human resource management (NW)| | Bratton,| | | Tutorial| Introduction to the course | | ch. 1| 2| | Lecture| The Context of Human resource management (PG)| | Bratton,| | | Tutorial| Oil Tool Inc case study| | ch. 4| 3| | Lecture| Strategic human resource management (PG)| | Bratton,| | | Tutorial| Air National case study| | ch. 2| 4| | Lecture| International human resource management (PG)| | Bratton,| | | Tutorial| FAEKI case study| | ch. | 5| | Lecture| Restructuring Work and Organisations (PG)| | Bratton,| | | Tutorial| Wolds Insurance case study| | ch. 5| 6| | Lecture| Flexibility (PG)| | Bratton,| | | Tutorial| ‘Flexibility at Burton Group and Ferodo’ exercise| | ch. 5| | PART II: HRM functions and practices| | | 7| | Lecture| Resourcing I: HR Planning (PG)| | Bratton,| | | Tutorial| Presentation 1: Human Re source PlanningCDX Bank case study| | ch. 6| 8| | Lecture| Resourcing II: Recruitment and Selection (PG)| | Bratton,| | | Tutorial| Short listing exercise| | ch. | 9| | Lecture| Resourcing III: Performance Management, Appraisal (PG)| | Bratton,| | | Tutorial| Presentation 2: Performance Management, AppraisalInsight Communications case study| | ch. 8| 10| | Lecture| HRD / Training and Development (PG)| | Bratton,| | | Tutorial| Presentation 3: HRD / Training and DevelopmentAppoint in Hase, Repent at Leisure case study| | ch. 9| 11| | no class| Reading week| | | 12| | Lecture| Employee Reward (PG)| | Bratton,| | | Tutorial| Presentation 4: Employee RewardCity Bank case study | | ch. 0| 13| | Lecture| Evaluating HRM (PG)| | Bratton,| | | Tutorial| Report surgery session| | chs. 14+15| Block 2| | PART III: PERFORMANCE MANAGEMENT – STRATEGIC AND GENERAL CONSIDERATIONS| | | 14| | Lecture| Chapter 1: Performance Management and Reward Systems in Context  Ã‚  | | Aguinis| | | Tutori al| Case Study: Good practice in performance management | | ch. 1| 15| | Lecture| Chapter 2: Performance Management Process  Ã‚  | | Aguinis| | | Tutorial| Case Studies:Disrupted links in the performance management process at Omega Inc.Performance Mangement at the University of Ghana| | ch. 2| 16| | Lecture| Chapter 3: Performance Management and Strategic Planning  | | Aguinis ch. 3| | | Tutorial| Case Study: Creating a Strategy and Linking It to Performance at The Gap, Inc| | | PART IV: PERFORMANCE MANAGEMENT – SYSTEM IMPLEMENTATION| 17| | Lecture| Chapter 4: Defining Performance and Choosing a Measurement Approach  Ã‚  Ã‚  | | Aguinis| | | Tutorial| Case Study: Identifying Task and Contextual PerformanceChoosing an Appropriate Performance Measurement ApproachSt. Jessica’s Urban Medical Center Emergency Room| | ch. | 18| | Lecture| Chapter 5: Measuring Results and Behaviors  Ã‚  | | Aguinis| | | Tutorial| Case Study: Accountabilities, Objectives and StandardsT he College of Business at VIP University| | ch. 5| 19| | Lecture| Chapter 6: Gathering Performance Information  | | Aguinis ch. 6| | | Tutorial| Evaluating an Appraisal Form used in higher education| | | 20| | Lecture| Chapter 7: Implementing a Performance Management System  Ã‚  Ã‚  | | Aguinis| | | Tutorial| Implementing a Performance Management Communication Plan at Accounting, Inc. Training the Raters at Big Quality Care| | ch. 7| PART V: EMPLOYEE DEVELOPMENT| 1| | Lecture| Chapter 8: Performance Management and Employee Development  Ã‚  Ã‚   Chapter 9: Performance Management Skills  Ã‚  Ã‚   | | Aguinis| | | Tutorial| Development Plan Form at Old Dominion UniversityEvaluation of a 360-Degree Feedback System DemoPersonal Developmental Plan at BrainstormWas Robert Eaton a Good Coach? | | chs. 8+9| PART VI: REWARD SYSTEMS, LEGAL ISSUES AND TEAM PERFORMANCE MANAGEMENT| 22| | Lecture| Chapter 10: Reward Systems and Legal Issues  Ã‚  Ã‚   Chapter 11: Managing Team Performance   Ã‚  Ã‚  | | Aguinis| | | Tutorial| Case Study: Stryker & Boeing Reward PlansCase Study: Rewards System at H.H. Haley Company| | ch. 10+11| 23| | Lecture| Revision Lecture | | Re-read| | | Tutorial| Exam preparation| | | 24| | no lecture| -/-| | Re-read| | | Tutorial| Exam surgery session| | | | | 5. Assessment Details Your mark for this course is made up from three components: two pieces of coursework (an essay and a portfolio), and the final exam. These components are weighted differently (i. e. some count more than others): the exam accounts for half of your final mark, the essay for one fifth, the portfolio for three tenth.Marks range from zero to 100 per cent (zero being the worst). In order to pass the two pieces of coursework and the exam, you need to achieve at least 40 per cent. If you fail any of these, you might be able to retake the failed piece of assessment once. The assessment will be different from, but similar to the original one. You must follow the instructions given for each assessment, otherwise you might fail. It is important that you hand in both pieces of coursework on time. Late submissions will be marked zero (unless you are granted â€Å"extenuating circumstances†, e. . for being ill; cf. section 7. 2). In order to pass the course, the weighted average of your four pieces of assessment needs to be at least 40 per cent. If you fail the course, you might have to re-take it in the following academic year. 5. 1Summary of assessment Assessment Title| Weight towards final grade| Pass Mark| Due Date| Group presentation and individual report (HRM part 1)| 15%| 40%| 28 December 2012| Essay (HRM part 2)| 35%| 40%| 03 April 2013| Final examination| 50%| 40%| May 2013| Total| 100%| 40%| | 5. Assignment one – Group presentation and individual report Task:This assignment consists of two parts, a group presentation and an individual report. Both elements are compulsory, but only the second part will be marked. If you do not complet e both parts of the assignment, you will automatically be marked zero. Part one:Prepare a 15-minute group presentation investigating one of the following topics, using a case study: 1. Human Resource Planning 2. Performance Management and Appraisal 3. Human Resource Development / Training and Development . Employee Reward Your presentation should be based on a case study, i. e. it should investigate: * how one organisation (either a private company or a public-sector organisation) deals with these issues, * what actual or potential problems the organisation is facing in doing this, * what the causes for these problems are, * what alternative solutions to solving these issues there are, and how these could be implemented. For detailed guidance, please see the instructions on analysing case studies below.NB: The presentation itself is not marked. However, if you do not participate in preparing and delivering the presentation, you will not be allowed to submit the second part of this a ssignment (see below), which is marked. Part two:Prepare an individual report on the topic of your presentation. Your report should be based on extensive individual research on your topic, and should be referenced throughout. Your report should not merely summarise the case study, it should cover your topic (e. g. Human Resource Planning) in general.You should then use the case study to illustrate the topic, following the instructions on analysing case studies below, and relate this to the four questions above. It is important that your report develops an argument rather than just summarising points from the textbook or the case study. This is an individual piece of work (that is, you are not to write it collectively with fellow students); and that you should develop your points from the presentation further, rather than just repeating it in written form. You have to attach the slides you used during your presentation, otherwise your assignment will be marked zero.Sources to be used : HRM and Employment Relations textbooks * Employee relations and HRM textbooks * Academic journals (e. g. Industrial Relations Journal; Employee Relations) * HR Practitioner journals (e. g. Personnel Today, People Management) * Newspaper articles (e. g. Financial Times, Independent, Guardian, not tabloids like, for example, the Sun) * CIPD website (www. cipd. co. uk) Word Limit:1,500 words Due Date: 28 December 2012 Weighting:This assessment is worth 15% of the overall mark for the course. Format: Word-processed, eleven point font, 1. 5 spacing, wide margins (2. cm top, left and bottom; 5cm right); attach a header sheet (cf. section 8. 2). If you do not follow these formatting instructions, you will be marked down ten percentage points as a penalty. FeedbackYou will receive written feedback. It is important that you read it as it will help you with your next assignment. Nota Bene: The individual report must be your own work, and not copied by or from another student or from books e tc. If you use ideas, quotes or data (such as diagrams) from books, journals or other sources, you must reference your sources, using the Harvard style.Make sure that you know how to reference properly, and that understand the guidelines on plagiarism! If you do not, you might fail! 5. 3Assignment two – Essay Choose one of the following two questions. You must follow the instructions given below! Question 1: What makes an effective Human Resource manager? What skills, competencies and knowledge does he or she require to become a successful manager in the organisation of today? Use at least one actual case example to illustrate your answer. Suggested Structure: Part of essay| What should be included|Introduction| Define what is meant by an HR manager. Outline the skills, competencies and knowledge required, using textbooks and journals. Give an overview of the essay’s main sections as well as your argument. | Main body| Discuss at least one case example of good practice , relating them to the skills, competencies and knowledge identified in the introduction, using the sources described below. Divide the main body into subsections, using your own subheadings. | Conclusion| Summarise your answer to the question and the main arguments you have used to arrive at that answer. References | In-text references and list of references (at the end of the essay) in Harvard style. | Sources to be used: * HRM textbooks (658. 3 in library catalogue) * Academic journals (e. g. Human Resource Management Journal) * HR practitioner journals (e. g. Personnel Today, People Management) * CIPD website (www. cipd. co. uk) * Corporate websites Question 2: How would you describe â€Å"good practice† in performance management in today's work organizations? What processes, strategic planning, measurement approach, and skills would you recommend?Illustrate your answer with at least one real life case example. Instructions: Word Limit:2,000 words Due Date: 03 April, 2013 Weighting:This assessment is worth 35% of the overall mark for the course. Format: Word-processed, eleven point font, 1. 5 spacing, wide margins (2. 5 cm top, left and bottom; 5cm right); attach a header sheet (cf. section 8. 2). If you do not follow these formatting instructions, you will be marked down ten percentage points as a penalty. FeedbackYou will receive written feedback. It is important that you read it as it will help you with your exam.Nota Bene: The essay must be your own work, and not copied by or from another student or from books etc. If you use ideas, quotes or data (such as diagrams) from books, journals or other sources, you must reference your sources, using the Harvard style. Make sure that you know how to reference properly, and that understand the guidelines on plagiarism! If you do not, you might fail! 5. 4Final Examination The exam lasts for two hours (plus reading time). It is a â€Å"closed book†, which means that you are not allowed to bring any books or notes into the exam (dictionaries are not allowed either).The exam accounts for 50 per cent of your overall mark for the course. The exam has two sections with four questions each. You will have to answer two (out of the four) questions from each section. Each question carries equal weighting. You will have revision lectures to prepare you for this that you must attend. Please refer to your Study Skills booklet for tips on revision and examination technique. Past exam papers for most courses are available in the library and on the University of Greenwich Business School website at http://gibs. gre. ac. uk/admin/pep. sf. Past exam papers for this course are available in section ten of this handbook. 5. 5Resit Assessment Your coursework and exam results will be reviewed by a Subject Assessment Panel (which looks at the course) and a Progression and Award Board (which reviews your progress). The discussions in these two committees will determine whether you have failed any cou rsework or exams, and whether you will be offered the chance to do resits. Please note that there is no automatic right to do resits; whether these are offered depends on your overall progress.Resits will usually involve a new coursework topic or exam. Where you have been deemed to have failed a piece of group work, or a presentation or a test, any resit of these will normally involve a similar piece of individual coursework. If you have been notified that you have to complete coursework resits, check on your course’s WebCT/Blackboard site where the details of the assessment task, submission dates and methods will be explained. If you have been notified that you have to complete exam resits, check the University’s exam timetable on the Student Portal. 6. Reading 6. Core Textbooks Block 1: Bratton, John and Gold, Jeff (2007): Human Resource Management – Theory and Practice (4th ed. ). Basingstoke: Palgrave Macmillan. ?37. 99, ISBN: 978-0230001749. Block 2: Herman Aguinis, (2013): Performance Management (3rd ed. ). Pearson. ISBN: 978-0132974356 We expect you to buy both of these books. They are essential to prepare you for, and help you with, lectures, tutorials, assignments and exam. The books are available in the university bookshop, which is located in the Mews building on campus (the first building on the left when entering the campus hrough the West Gate, opposite the library). NB: We have negotiated a special deal with the publisher: If you buy both books together at the University Bookshop, you will receive a discount of about 30% (? 20). 6. 2Supplementary Reading Bach, S. and Sisson, K. (2005): HRM and Personnel Management (4th ed). Oxford: Blackwell. Bamber, G. , Lansbury, R. and Wailes, N. (ed) (2004): International and Comparative Employment Relations: Globalisation and the developed market economies (4th ed). London: Sage. Baron, J. and Kreps, D. (1999), Strategic Human Resources: Frameworks for General Managers.New York: Wiley. Beardwell, I. , Holden, L. and Claydon, T. (2004): Human Resource Management: A Contemporary Approach (4th ed). London: FT Prentice Hall. Blyton, P. and Turnbull, P. (2004): The Dynamics of Employee Relations (3rd ed). Basingstoke : Palgrave Macmillan. Bratton, J. and Gold, J. (2003) Human Resource Management: Theory and Practice (3rd ed). Basingstoke: Palgrave Macmillan. Edwards, P. (2003): Industrial Relations – Theory and Practice. Oxford: Blackwell. Ferner, A. and Hyman, R. (ed) (2000): Changing Industrial Relations in Europe (2nd ed). Oxford: Blackwell. Foot, M. and Hook, C. 2005): Introducing Human Resource Management (4th ed). London: FT Prentice Hall. Gennard, J. and Judge, G. (2005): Employee Relations (4th ed). London: CIPD. Hollinshead, G. and Leat, M. (1995): Human Resource Management: an international and comparative perspective on the employment relationship. London: Pitman. Hollinshead, G. ; Nicholls, P. and Tailby, S. (2003): Employee Relations (2nd ed). Londo n: FT Prentice Hall. Huczynski, A. and Buchanan, D. (2003): Organizational Behaviour: an introductory text (5th ed). Harlow: Pearson. Hyman, R. (1975): Industrial Relations: A Marxist introduction.London: Macmillan. Hyman, R. (1989): The Political Economy of Industrial Relations. London: Macmillan Press. Hyman, R. and Ferner, A. (ed) (1994): New Frontiers in European Industrial Relations. Oxford: Blackwell. Kessler, S. and Bayliss, F. (1998): Contemporary British Industrial Relations (3rd ed). London: Palgrave Macmillan. Legge, K. (2005) Human Resource Management: rhetorics and realities (anniv. ed). Basingstoke: Palgrave Macmillan. London: FT Prentice Hall. Maund, L. (2001): An Introduction to Human Resource Management. London: Palgrave. Noon, M. and Blyton, P. (2002): The Realities of Work (2nd ed).Basingstoke: Palgrave. Redman, T. and Wilkinson, A. (2006): Contemporary Human Resource Management: Text and Cases (2nd ed). London: FT Prentice Hall. Salamon, M. (2000): Industrial Rel ations: Theory and Practice (4th ed). London: FT Prentice Hall. Torrington, D. ; Hall. L. and Taylor, S. (2005): Human Resource Management. London: FT Prentice Hall. Watson, T. (2002): Organising and Managing Work. Harlow: Pearson Education. Other books on Human Resource Management, Personnel Management or Industrial/Employee Relations in the library will also be useful to follow up particular topics.These are found at shelfmark (the book’s ID number, which can be found on it’s spine) 658. 3, or you can search the library OPAC (on-line catalogue) with keywords. The catalogue can be accessed at the library, and via the internet at http://libcat2. gre. ac. uk/TalisPrism. 6. 3Other Sources In addition to reading the texts, you should also read and consult the following newspapers, journals and web sites that are all available in the library: Newspapers: * Financial Times * The Independent * The Guardian * The Independent * The Times Journals: * Human Resource Management J ournal Incomes Data Services (IDS) Studies and Reports * Industrial Relations Journal * IRS Employment Trends * People Management * Personnel Today * Personnel Review Web Sites: * Trades Union Congress: www. tuc. org. uk * Confederation of British Industry: www. cbi. org. uk * UK Government: www. direct. gov. uk * Department of Trade and Industry: www. dti. gov. uk * ACAS www. acas. org. uk * European Industrial Relations Observatory: www. eiro. eurofound. eu. int * Chartered Institute of Personnel and Development: www. cipd. co. uk * People Management journal: www. peoplemanagement. co. k * Incomes Data Services: www. incomesdata. cu. uk . See also the websites suggested in the set texts 7. Other Details Please refer to your programme handbook for any further information you might require including methods of submitting assignments, advice and administrative procedures. 8. Feedback sheets The following three pages show the feedback sheets that your tutors will use to mark your assi gnments. Have a look at them to see what is required! ASSIGNMENT FEEDBACK Course: INDU1130 – International HRMAssignment 1: Report Student:_________________________Marker: ? NW ? PG | A| B| C| D| E| | ) Content (20%)Content relevant to topicTopic covered well| | | | | | Content has little relevanceSuperficial treatment of topic| 2) Argument (20%)Logically developed argumentAccurate presentation of evidence| | | | | | No coherent argumentEvidence questionable / no evidence| 3) Structure (20%)Good introduction (appropriate length, defines concepts used, gives overview of essay)Good main section (appropriate length, divided well into subsections using subheadings)Good conclusion (appropriate length, summarises answer and arguments used)| | | | | | Introductions not good or missingMain section not structured wellConclusions not good or missing| 4) Format (20%)| | | | | | (overall mark for section 4; details below)| 4. 1Style Fluently writtenAcademic writing style| | | | | | Inele gantly writtenInformal writing style| 4. 2 PresentationWell set outCorrect overall length| | | | | | Untidy and difficult to readUnder / over length| 4. 3 ReferencingCorrect in-text referencing in Harvard styleCorrect list of references in Harvard style | | | | | | Incorrect or missing in-text referencing Incorrect or missing list of references | 4. Syntax Correct spelling and grammarGood sentence construction| | | | | | Incorrect spelling and grammarPoor sentence construction| 5) Sources (20%)Adequate number of sources usedSources of appropriate quality (academic sources)Good range of sources (articles, chapters etc. )| | | | | | Too few sources usedInappropriate sources (e. g internet sources)Poor range of sourses. | NB: each of the five sections (content, argument, structure, format, sources) carries roughly equal weight towards the final mark; but marks are not derived mechanically from above feedback. Key to Grades: A: Excellent, B: Good, C: Satisfactory, D: Some inadequacies, E: Poor| General comments:| | First markerGrade awarded:| | Second markerGrade awarded:| | Final grade:| | ASSIGNMENT FEEDBACK Course: INDU1130 – International HRMAssignment 2: Essay Student:_________________________Marker: ? NW ? PG | A| B| C| D| E| | ) Content (20%)Content relevant to topicTopic covered well| | | | | | Content has little relevanceSuperficial treatment of topic| 2) Argument (20%)Logically developed argumentAccurate presentation of evidence| | | | | | No coherent argumentEvidence questionable / no evidence| 3) Structure (20%)Good introduction (appropriate length, defines concepts used, gives overview of essay)Good main section (appropriate length, divided well into subsections using subheadings)Good conclusion (appropriate length, summarises answer and arguments used)| | | | | | Introductions not good or missingMain section not structured wellConclusions not good or missing| 4) Format (20%)| | | | | | (overall mark for section 4; details below)| 4. 1Style Flu ently writtenAcademic writing style| | | | | | Inelegantly writtenInformal writing style| 4. 5 PresentationWell set outCorrect overall length| | | | | | Untidy and difficult to readUnder / over length| 4. 6 ReferencingCorrect in-text referencing in Harvard styleCorrect list of references in Harvard style | | | | | | Incorrect or missing in-text referencing Incorrect or missing list of references | 4. Syntax Correct spelling and grammarGood sentence construction| | | | | | Incorrect spelling and grammarPoor sentence construction| 5) Sources (20%)Adequate number of sources usedSources of appropriate quality (academic sources)Good range of sources (articles, chapters etc. )| | | | | | Too few sources usedInappropriate sources (e. g internet sources)Poor range of sourses. | NB: each of the five sections (content, argument, structure, format, sources) carries roughly equal weight towards the final mark; but marks are not derived mechanically from above feedback. Key to Grades: A: Excelle nt, B: Good, C: Satisfactory, D: Some inadequacies, E: Poor| General comments:| | First markerGrade awarded:| | Second markerGrade awarded:| | Final grade:| | 9. Past Exam Papers EXAMINATION PAPER – 2003/04 SESSION INTRODUCTION TO MANAGING HUMAN RESOURCES – INDU1025UNIVERSITY OF GREENWICH BUSINESS SCHOOL – LEVEL 1 This is a TWO HOUR examination plus ten minutes reading time. It is a closed book examination INSTRUCTIONS TO CANDIDATES You MUST answer ALL the questions in Part A (case study) Choose ONE question from Part B Choose ONE question from Part C Section A carries 33% of total marks Section B carries 33% of total marks Section C carries 33% of total marks ————————————————- SECTION A CASE STUDY SUPERSTORES Superstores is a large food retail company that has been in existence for 100 years. The organization has built a reputation for good quality fo ods, and depends on relatively well-off customers for its market.Most stores are in the South East of mainland Britain. There are more than 4,000 employees, and it is very dependent on part-time women workers and also student workers who mainly work in routine store jobs, paid just above the minimum wage level. Managers are full-time and are assigned to each store. The firm has medium to high labour turnover, because of the unsocial hours that some staff have to work, and the fact that students often do not want to stay for long. The firm has never recognized trade unions, but has had an informal system of local employee committees. However, many of these committees are no longer being used, so that there is little consultation with employees in some stores.The big retail food firms in Britain are in intensive competition with each other to sell food at low prices, which means that Superstores must find ways to cut labour costs by using its employees in a more effective way. At the same time Superstores must improve the customer service it offers and also give its customers a greater variety of quality foods. The trade union TGWU (Transport and General Workers’ Union) is actively recruiting Superstores employees. It looks as if Superstores will be presented with a claim for union recognition in the near future. The Managing Director of Superstores is aware of this, and is considering whether or not to accept a trade union presence, and if he should negotiate a partnership agreement with the union if they are recognized.SECTION A QUESTIONS – YOU MUST ANSWER ALL OF THESE (33%) 1. Advise the Managing Director on the legal position in Britain on trade union recognition. What are the advantages to Superstores of recognizing trade unions? What are the drawbacks? 2. What kind of flexibility is Superstores getting from its part-time employees? Why is this important in food retailing? SECTION B – YOU MUST CHOOSE ONE FROM THIS SECTION (33%) 3. What is Hofstede’s theory of culture? How does this help companies that operate in more than one country? What are the main criticisms of his theory? 4. Identify and outline the different managerial frames of reference. Which style of management fits each of these?Illustrate your answer with real-life examples. 5. Outline the legal position in Britain on redundancy. Besides conforming to the law, what are the advantages to firms of having a redundancy policy? 6. Briefly outline THREE theories that try to explain how the labour market works. Discuss which one best fits the current situation of the 21st century. SECTION C – YOU MUST CHOOSE ONE FROM THIS SECTION (33%) 7. What is meant by Taylorism and Fordist work systems? What problems are created by these ways of organizing work for people managers? 8. Outline TWO types of payment systems and the sort of jobs paid in each way. What are the recent trends in payment systems in the UK? 9.Describe TWO different theories that exp lain how people learn. Why do people managers need to know how people learn? 10. What do we mean by ‘performance appraisal’? What are the objectives of an appraisal interview, and what are the main problems that can arise? EXAMINATION PAPER – 2004/05 SESSION INTRODUCTION TO MANAGING HUMAN RESOURCES – INDU 1025 UNIVERSITY OF GREENWICH BUSINESS SCHOOL – LEVEL 1 This is a TWO HOUR examination plus ten minutes reading time. It is a closed book examination INSTRUCTIONS TO CANDIDATES Answer three questions in total, answer one question from each section. All questions carry equal marks. This is a closed book examination. ————————————————-SECTION A – Answer ONE question from this section 1. â€Å"Collective bargaining causes unnecessary conflict between management and workers and should be replaced by individual, direct negotiations betwe en employees and managers. † Discuss. 2. â€Å"Firms should avoid trade unions†. Discuss. 3. â€Å"Collective bargaining it the best way to give employees a voice at work. † Discuss. SECTION B – Answer ONE question from this section 4. Explain the differences between recruitment and selection. Outline three recruitment methods and three selection methods. 5. Explain the difference between overt (written) contract of employment and the covert (unwritten) psychological contract of employment. 6.Describe the advantages and disadvantages of the flexible firm for employers and employees. SECTION C – Answer ONE question from this section 7. HRM has been the subject of much debate. How would you attempt to define and explain its underlying principles? 8. â€Å"Reward refers to all of the monetary, non-monetary and psychological payments that an organization provides for its employees in exchange for the work they perform†. Describe different forms o f reward and outline the main objectives of the reward system. 9. Define ‘performance management’ and explain the role of the ‘appraisal’ in performance management. Discuss different forms of appraisal.