Unit 1 An Overview of Human Resource ManagementKEY TO EXERCISES (I)1.The success of Southwest Airlines comes from managing people effectively, acombination of a number of important but less visible aspects of operations.2.In the traditional, the “Human Resource Management” were called “personnel”.3.Some employees attempted to start unions for strike for improved conditionsbefore 1900.4.The importance of collective bargaining and union /management relationsfollowing the labor unions’ rise to power in the 1940s and 1950s expanded the responsibilities of the personnel area in many organizations, especially those in manufacturing , utilities, and transportation .5.They are “ organizational restructuring ” and “workforce diversity ”.6.Much of the responsibility for safety had been subcontracted to Boeing, andNASA’s safety culture had become ‘reactive, complacent and dominated by unjustified optimism, displaying no interest in understanding a problem and its implications ’.Besides, the enormous cost may be the greatest culprits.7.Self-service refers to giving employees control of HR transactions.Self-service also fits with the changing psychological contract—employees are expected to take greater responsibility for their own careers. Self-service is being used for a wide range of HR services including training course catalogs and course enrollment, benefits enrollment and inquiries, and attitude surveys.8.These duties include:1)Respecting persons and not using them solely as means to one’s own ends2)Not doing any harm3)Telling the truth4)Keeping promises5)Treating people fairly and not without discrimination6)Not depriving people of basic rights9.“Bad apple ” tells about that some individuals are simply predisposed to behaveunethically and should be weeded out by the selection process.10.HR benchmarking is the process of comparing one’s HR practices with those ofanother firm, particularly a competitor ,as a way to outperform the competition.Unit 2 Strategic Human Resource ManagementKEY TO EXERCISES (I)1.It takes the notion of HRM as a strategic , integrated and coherent approach and develops that in line with the concept of strategic management.2.Strategy: The determination of the long-term goals and objectives of and enterprise , and the adoption if courses of action and the allocation of resources necessary for carrying out those goals.Characteristics:First , it is forward looking.The second characteristic is that the organizational capability of a firm depends on its resource capacity.The third characteristic of strategy is strategic fit-the need when developing HR.3.The formulation of corporate strategy is best described as a process for developing a sense of direction , making the best use of resources and ensuring strategic fit. It has often been described as a logical , step-by-step affair , the outcome of which is a formal written statement that provides a definitive guide to the organization’s intentions.4.The rise and fall of strategic planning.5.The fundamental aim of strategic HRM is to generate organizational capability by ensuring that the organization has skilled , engaged , committed and well-motivated employees it needs to achieve sustained competitive advantage.6.Strategic HRM is based on two key concepts , namely , the resource-based view and strategic fit.7.To a very large extent, the philosophy and approaches to strategic HRM are underpinned by the resource-based view. This states that it is the range of resources in an organization , including its human resources, that produces its unique character and creates competitive advantage.8.Valuable , rare , imperfectly imitable and non-substitutable.9.First , vertically , it entails the linking of human resource management practices with the strategic management process of the organization . Second , horizontally , it emphasizes the coordination or congruence among the various human resource management practices.10.1.employment security;2.selective hiring;3.self-managed teams;4.high compensations contingent on performance;5. training to provide a skilled and motivated workforce;6.reduction of status differentials;7.sharing information.11.There are examples in virtually every industry of firms that have very distinctive management practices... Distinctive human resource practices shape the core competencies that determine how firms compete.12.The best approach is in line with contingency theory . It emphasizes that HRstrategies should be congruent with the context and circumstances of the organization.13.“Bundling”is the development and implementation of several HR practices together so that they are interrelated and therefore complement and reinforce each other.14.The problem with the bundling approach is that of deciding what is the best way to relate different practices together.Unit 3 Human Resource PlanningKEY TO EXERCISES (I)1. HR planning is the process of analyzing and identifying the need for and availability of human resources so that the organization can meet its objectives.2.Typical HR Planning Responsibilities.HR Unit : Participates in strategic planning process for overall organization ; Identifies HR strategic ; Designs HR planning data systems managers on staffing needs ; Implements HR plan as approved by top management.Managers: Identify supply-and-demand needs for each division/department ; Review/discuss HR planning information with HR specialists ; Monitor HR plan with departmental plans ; Integrate HR plan with departmental plans ; Monitor HR plan to identify changes needed ; Review employee succession plans associated with HR plan.3.One factor often affecting the planning of HR activities in small firms is family considerations.The key to a successful transition of a business from one generation to another is having a clearly identified HR plan.4.The steps in the HR planning process are shown in Figure 3.2. Notice that the HR planning process begins with considering the organizationalObjectives and strategies . Then both external and internal assessments of HR needs and supply sources must be done and forecasts developed.5.Factors to consider include the current level of employee knowledge , skills , and abilities in an organization and the expected vacancies resulting from retirement , promotion , transfer ,sick leave , or discharge.6.①Upper management has a better view of the human resource dimensions of business decisions. ②HR costs may be lower because management can anticipate imbalances before they become unmanageable and expensive. ③More time is available to locate talent because needs are anticipated and before the actual staffing is required . ④Better opportunities exist to include women and minority groups in future growth plans . ⑤Development of managers can be better planned.7.At the heart of strategic planning is the knowledge gained from scanning theexternal environment for changes.8.Workforce Composition and Work Patterns ; Government Influences ; Geographic and Competitive Conditions ; Economic Conditions.9.Analyzing the jobs that will need to be done and the skills of people currently available to do them is the next part of HR planning.10.①Individual employee demographics ; ②Individual career progression ;③Individual performance date.Unit 4 Job Analysis and DesignKEY TO EXERCISES (I)1.Job design receives attention for three major reasons:1)job design can influence performance in certain jobs, especially those whereemployee motivation can make a substantial difference.2)Job design can affect job satisfaction.3)Job design can impact both physical and mental health.2.They are five types of works that one firm include, and they are :1)Full-time employees2)Part-time employees3)Independent contractors4)Temporary workers5)Contingent workers3.One approach for designing or redesigning jobs is to simplify the job tasks andresponsibilities. Several other approaches also have been used as part of job design. There are :job enlargement and job enrichment ;job rotation; job sharing.4.There are several advantages to job rotation with one being that it develops anemployee’s capabilities for doing several different jobs.5.While job design attempts to develop jobs that fit effectively into the flow of theorganization work, the more narrow focus of job analysis centers on using a formal system to gather date about what people do in their jobs.6.The purposes of job analysis are as following:1)Work activities and behaviors2)Interactions with others3)Performance standards4)Financial and budgeting impact5)Machines and equipment used6)Working condition7)Supervision given and received8)Knowledge, skills, and abilities needed7.The job analysis responsibilities are include two typical divisions ,they are :HR UNIT1)Coordinates job analysis2)Writes job descriptions and specifications for review by managers3)Periodically reviews job descriptions and specifications4)Reviews managerial input to ensure accuracy5)May seek assistance from outside experts for difficult or unusual analyses 8.1) Task-based job analysis is the most common form and focuses on the tasks,duties, and responsibilities performed in a job.Competencies are individual capabilities that can be linked to performance by individuals or teams.2) Unlike the traditional task-based approach to analyzing jobs, the competencyapproach considers how knowledge and skills are used.Unlike the traditional task-based job analysis, one purpose of the competency approach is to influence individual and organizational behaviors in the future.The competency approach may be broadly focused on behaviors, rather than just on task, duties, and responsibilities. Some of the more comprehensive comprehensive competency-based job analysis components may extensively include knowledge, skills, abilities, and personality characteristics.9.There are five methods of job analysis : Observation, WORK SAMPLING,EMPLOYEE DIAR/LOG, Interviewing, and Questionnaires.10.The typical areas covered in a job analysis questionnaire are :11.O*net is a database compiled by the U.S., but not specifically a job analysis.Unit 6 The Recruitment ProcessKEY TO EXERCISES (I)1．What is recruitment?It is a process of searching for prospective employees and stimulating them to apply for jobs in the organization.2．What is the difference between recruitment and selection?Technically speaking the function of recruitment precedes the selection function and it includes only finding，developing the sources of prospective employees and attracting them to apply for jobs in an organization，whereas the selection is the process of finding out the most suitable candidate to the job out of the candidates attracted. Formal definition of recruitment would give clear-cut idea about the function of recruitment.3．What are the objectives of recruitment?1) To attract people with multi-dimensional skills and experiences that suit the present and future organizational strategies.2) To induct outsiders with a new perspective to lead the company.3) To infuse fresh blood at all levels of the organization.4）To develop an organizational culture that attracts competent people to the company.5）To search or head hunt people whose skills fit the company’s values6）To devise methodologies for assessing psychological traits.7）To seek out non-conventional development grounds of talent.8）To search for talent globally and not just within the company.9）To design entry salary that competes on quality but not on quantum.10）To anticipate and find people for positions that does not exist yet. 4．What is the relationship between recruitment policy and personnel policy of the same organization?Recruitment policy of any organization is derived from the personnel policy of the same organization. In other words, the former is a part of the latter.5．What are the merits of centralized recruitment?1) Average cost of recruitment per candidate/unit should be relatively less due to economies of scale.2) It would have more expertise available to it.3）It can ensure broad uniformly among human resources of various units/zones in respect of education, skill, knowledge, talent etc.4）It would generally be above malpractices, abuse of powers, favourites, bias etc.5）It would facilitate interchangeability of staff among various units/zones.6）It enables the line managers of various units and zones to concentrate on their operational activities by relieving them from the recruitment functions.7）It enables the organizations to have centralized selection procedures, promotional and transfer procedure etc.8）It ensures the most effective and suitable placement to candidates9）It enables centralized training programs which further brings uniformity and minimizes average cost of staff.6．What are the merits of decentralized recruitment?1) The unit concerned concentrates only on those sources/places where it normally gets the suitable candidates, As such the cost of recruitment would be relatively less.2) The unit gets most suitable candidates as it is well aware of the requirements of the jobs regarding cultural, traditional, family background aspects, local factors, social factors etc.3) Units can recruit candidates as and when they are required without any delay.4) The units would enjoy freedom in finding out, developing the sources, in selecting and employing the techniques to stimulate the candidates.5) The unit would relatively enjoy advantage about the availability of information, control and feedback and various functions/processes of recruitment.6) The unit would enjoy better familiarity and control over the employees it recruits rather than on employees selected by the central recruitment agency. 7．What factors could affect recruitment?Both internal and external factors affect recruitment. The external factors include supply of and demand for human resources, employment opportunities and/or unemployment rate, labour market conditions, political, legal requirement and government policies, social factors, information systems etc.Th e internal factors include the company’s pay package including salary, fringe benefits and incentives, quality of work life, organizational culture, career planning and growth opportunities, size of the company, company’s product/services, geographical spr ead of the company’s operations viz., local, national or global, company’s growth rate, rote of Trade Unions and cost of recruitment.8．What are the advantages and disadvantages of internal recruiting?The advantages of internal recruiting are recruiting costs, motivation and familiarity. The disadvantages of internal recruiting are inbreeding, EEO Criteria and more training.9．Why do organizations prefer internal sources?1) Internal recruitment can be used as a technique of motivation.2) Morale of the employees can be improved.3) Suitability of the internal candidates can be judged better than the external candidates as “known devils are better than unknown angels.”4) Loyalty, commitment, a sense of belongingness, and security of the present employees can be enhanced.5) Employees’ psychological needs can be met by providing an opportunity for advancement.6) Employees’ economic needs for promotion, higher income can be satisfied.7) Cost of selection can be minimized.8) Cost of training ,induction, orientation, period of adaptability to the organization can be reduced.9) Trade unions can be satisfied.10) Social responsibility towards employees may be discharged.11) Stability of employment can be ensured.10. What is the purpose of an interview?The purpose of an interview is to give the selector a chance to assess you and for you to demonstrate your abilities and personality. It’s also an opportunity for you to assess them and to make sure the organization and position are right for you. 11. How many kinds of executive search firms are there? What are they?Two. They are retainer firms and contingency firms.UNIT 13 Employee Benefits and ServicesKEY TO EXERCISES (I)1、Unlike pay for performance and other incentive plans1)benefits and services are available to works as long as they are employed byan organization .2)incentives intended to motivate employees , but benefits and services , cancreate more favorable attitudes towards the business , which can improve commitment and organizational performance in the longer term.2、Benefit can be divided into the following categories:1)Pension schemes (they are generally regarded as the most importantemployee benefit;)2)Personal security (There are benefits that enhance the individual’s personaland family security with regard to illness , health , accident or life insurance;)3)Financial assistance (Loans , house purchase schemes ,relocation assistanceand discounts on company goods or services;)4)Personal needs (Entitlements that recognize the interface between work anddomestic needs or responsibilities.)3、1) They are unemployment insurance , social security , and workers’compensation.2) Unemployment insurance provides income benefits for unemployed individuals in specific instances . Workers are unemployed through no fault of their own must meet eligibility requirements of their state . Social security: all individuals are eligible for Medicare at the age of 65 , regardless of whether they have retired or not . The goal of the pension portion of the Social Security system was to provide income to retired people . Workers’ compensation: Employees who incur expenses as a result of job-related illnesses or accidents receive a degree of financial protection from worker’s compensation benefits.4、1) Three major forms of insurance are involved : health , life ,and disability income replacement.2) Cover employees who have accidents at work that leave them unable to work , temporarily or permanently ,with payments supplementing benefits form workers’compensation and social security.5、1) A 401(k) plan is a defined contribution retirement plan that allows workers to save for retirement in account in equities , fixed-income securities , and bonds .2) Process: An employee chooses to defer a portion of his current pay , and instead sets that money aside in a retirement account . Over the course if the employee’s working career , his contributions will continue going into his account on a regular basis, allowing him to take advantage of dollar-coat averaging and hopefully earn an adequate investment return . Upon retirement employee will be able to withdraw form the accumulated balance to provide a revenue stream (to supplement Social Security and any other pension benefit ). At that time , the money withdrawn will be subject to income taxes.6、In a defined benefit pension plan , the employee upon retirement receives anannuity , a fixed stream of payments .The defined contribution plans are those in which the employer agrees to contribute a sum of money , based on a formula specified within the plan , into an individual account for each participant .2)7、1) There have : Child and elder care ; Wellness programs ; Flexible Benefits Plans and Reimbursement Accounts .2) Child and elder care: Some organizations are taking this concept a step further and including elder care as part of the benefits package.Wellness programs: Employers are searching for innovative ways to control health care costs , reduce absenteeism , and improve worker productivity.Flexible Benefits Plans and Reimbursement Accounts: With the continued escalation in the cost of benefits and the diversity of the labor force.8、1) A flexible (cafeteria) benefits plan allows employees to choose between two or more types of benefits. Reimbursement account or flexible spending accounts provide funds from which employees pay for expenses not covered by the regular benefits package.2) Funds can be allocated for un-reimbursed health care , child care , and for elderly or disabled relatives.9、To manage the benefits program effectively , certain steps are necessary .1) Step 1 . Set Objectives and Strategy for Benefits.2) Step 2 . Involve Participants .3) Step 3 . Communicate Benefits.4) Step 4 . Monitor Costs Closely.Unit 14 Managing Human Resources in a Foreign SubsidiaryKEY TO EXERCISES (I)1、1) An enterprise that has an interlocking network of subsidiaries in several countries.2) In the 1950s and 1960s , most large multinational companies operating in the world were American . They operated in a world economy relatively sale from competition from firms of other nationalities . In the 1970s an particularly in the 1980s , the world of international business became far more complex and competitive . In the 1990s , the nature of international business is truly global in nature , with it possible for a French firm to manufacture a product in Fermate in a plant partially staffed by U.S and Belgian nationals and with most of the product being sold in Britain.2、The role of a subsidiary HR manager is to develop HR practices that are (1) acceptable within the local culture and (2) acceptable to management at the MNC’s headquarters.《人力资源管理专业英语》课后习题答案3、One of our guiding principles is that our restaurants should always be a reflection of the communities they serve - not only the individuals we employ and the culture and ethnicity of those communities , but also the employment practices .4、The balancing of these two requirements is a difficult task.1) whether subsidiary HR managers are home , host or third country nationals , they bring their own “cultural baggage ,”which may affect their ability to accommodate cultural differences in the host work force .2) Employees in a subsidiary may consist of a mixture of home , host and third country nationals - all with their own distinct cultural backgrounds and preferences.3) The subsidiary’s HR manager must help all employees adapt to the HR patrices operating in the subsidiary , even though these practices may be derived from their cultures very from their own.5、The following sub actions on subsidiary HR planning , staffing ,training , performance appraisal , and compensation describe the difficulties faced by the subsidiary HR manager in developing effective HR systems . They are discussed along with other problems facing the HR manager that are not exclusively cultural in nature .6、These individuals tend to “stay in the family” and work for Japanese , not foreign , employers . Although during the downturn in the Japanese economy during the early 1990s this attitude became less prevalent , it still remains a problem .7、In India, the caste system could make it inappropriate to hire someone from a lower caste to supervise employees of a higher caste.8、A subsidiaries HR manager should consider Chinese students take a passive role in learning ,and the very active, high-participation methods often used in Western training programs would be inappropriate.9、AMZ looked for locals with English language ability and the ability to betrained .Once selected, these employees were trained in Australia for three months by Aussie financial experts.AMZ hopes to establish a larger program for Vietnamese employs in which they are trained in Australia and then returned back to AMZ’s operations in Vietnam.10、11、MBO generates risk for both parties due to uncertainty about the subordinate’s ability and motivation to achieve performance objectives. The role of managers in French firms is to eliminate risk and uncertainty and plan the methods to achieve the firm’s objectives.MBO increases persons risk.12、An American HR manager in a foreign subsidiary must make decisions as to whether it is ethical to have discrimination in one part of the MNC but not in another.11。
