81.
In strategic human resource management, HR strategies are generally aligned with:
A
business strategy
B
marketing strategies
C
finance strategy
D
economic strategy
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In strategic human resource management, HR strategies are generally aligned with:
business strategy
marketing strategies
finance strategy
economic strategy
Why is job analysis so infused with organisational politics?
Because it is a process which could lead to contraction of employees in a department and therefore diminishing its power base
A result of interdepartmental rivalry
Because it is not an objective activity
Because it is a process through which companies try to shed labour
Which one is not the specific goal of human resource management?
Attracting applicants
Separating employees
Retaining employees
Motivating employees
The term emotional labour is associated with which author?
Arlie Hochschild
Stephen Fineman
David Sims
Yiannis Gabriel
Which of the stages below are part of the Systematic Training Cycle?
Analyse operating conditions
Design training
Deliver on timeEvaluate customer feedback
Trends in TalentManagement include:
An increase in post-high school training and education in the future
Management and leadership skills are seen as most valuable to modern and competitiveorganisations
Teaching jobs are very difficult to fill
all of the above
What is a communities of practice approach to organisational learning?
An approach that focuses on practising best practice
An approach that focuses on the values, beliefs and norms of a social group
An approach that focuses on the skills embedded within the group
An approach that has a clear set of defined practices to use in all situations
Benefits of Talent Management include:
A reduction in the recruitment cycle
Creating a competitive advantage
Improved client relations and retention
(b) and (c)
Which statement best describes 360 degree feedback? It is:
a method used to appraise employees
a system where managers give feedback to all their staff
a system where feedback on any individual is derived from peers, subordinates supervisorsand occasionally, customers
a development tool
The balanced scorecard proposes that organisational success depends on:
a focus on only the internal environment of the organization
a constantly changing external environment
the belief that it is impossible to take a rationalist view of the organisation to make optimal choices
an ability to develop a complete list of cause and effect relationships driving a firms success
Key factors in skills development and talent management are:
A broad definition of talent to ensure inclusivity and
Finding a balance between staff development and making staff more employable
Compliance with the EE Act
Both (a) and (b)
What kinds of practices outlined below are typically associated with non-standard working and flexibility?
9-5 working hours
The reduction in distinctions between standard and unsocial hours or standard and extra hours
Premium rates for unsocial hours
The voluntary agreement of unsocial hours working
In which decade did HRM originate?
1950s
1970s
1980s
1990s
According to the Leitch Review of Skills (2006), the ability of firms to succeed in the face ofgrowing international competition depends increasingly on;
Work culture
Relaxed legal system
Good infrastructure
Skilled labour
Most organisations for Talent Management
Will have the same skills requirements for jobs in the future as jobs do notchange much
Experience a more disengaging workforce who are less loyal
Are effective in measuring performance and productivity
Have effective and pro-active talent management strategies
The main challenge for modern organisations is:
To remain ahead of the talent developments in the market
To retain the talent they have to realise that talented people are the real wealth of theorganisation
To find ways to poach talent wherever they can find it
none of the above
Why are employers interested in employee engagement?
To encourage employees to trust their managers
To make a quick profit
Because engaged employees are more motivated and prepared to give of their best to make the firm succeed
To make employees work harder for less
What are the main aims of Employee Assistance Programmes?
To alter the organisational culture
To address team and individuaf performance and well-being in the workplace
To focus the attention Of employees to the power structures of an organizationd.
To establish effective methods of care and support for everyone in anorganization
Why has the bureaucratic form of organisation been fundamentally questioned?
The pressures of globalisation have rendered it unsuitable.
Organisations are experiencing acute pressure to change and pursue innovation as a means of securing business growth.
Organisations have grown so large that it is almost impossible to create an effective bureaucracy to manage them.
Information Technology has made it redundant.