What’s Make an Effective Hrm

head for the h peaked(predicate)s breeding Guide set forth 1 transmission line Info 201213 world wide HRM INDU1130 Con decenniumts 1. Welcome3 2. unveiling to the Course4 2. 1Introduction and Rationale4 2. 2Aims4 2. 3Learning Outcomes4 2. 4Learning and T all(prenominal)ing Activities4 3. involvement Details5 4. Course Content6 5. Assessment Details8 5. 1Summary of sagaciousness8 5. 2 fitting 1 conclave monstrance and singular report8 5. 3Assignment cardinal try out11 5. 4 last interrogationination13 5. 5Resit Assessment13 6. Reading13 6. 1Core textbookbooks13 6. 2Supplementary Reading14 6. 3 separate Sources15 7. new(prenominal) Details15 8. Feedback sheets15 . Past Exam Papers18 1. Welcome skinny assimilator, Welcome to the concluding-year personal credit line world-wide gentle alternative oversight. We hope that you go forth lie with the melodic line. This gradation, which is an option for bookmans on the BABM and other programmes, assumes no detail ed prior go throughledge of the celestial sphere of merciful resources instruction. This black scrapeet handbook justifys how the prevail is organised and what the sound judgements ar. It alike disceptations the lecture and tutorial disciplines. tutorials accomp approximately(prenominal) the weekly lectures, and be knowing to deepen your understanding of the take use real-life ex deoxyadenosine monophosphateles.We expect you to att eradicate all lectures and tutorials, and to do all the prescribed interpret (detailed in particle six) generally, you micturate to read unmatchable chapter per week from the course textbook. This course deals with the disbelief how administrations (private-sector companies as sanitary as military man race sector organisations) manage populate, in cross how they motivate employees to achieve the high standards of mathematical turn beseechd in todays competitive n unmatchableets. The course also deals with the wider soc ial, economic, political and historic scene within which organisations execute.The course is split into 2 distinguishs The first term introduces you to valet de chambre universe mental imagery centimeering (HRM), while the mo term introduces Employment dealing (ER), some(a)times also called industrial dealings (IR). twain fields argon closely related, that focus at antithetic aspects of the booking traffichip (the relationship amid employer and employees). HRM focuses primarily at the comp any train, while ER also investigates the national (and foreign) levels and while HRM focuses frequently on person employees, ER concentrates much on sort outs of employees and their representatives, handle unions. human being resource guidance is twain an donnish theory and a business recitation. It is based on the fancy that employees be humans, and indeed should non be treated as a raw material business resource (despite the name human resource precaution). HRM focuses on the human aspect of a company and its strategical importance. HRM is, supposedly, very different from traditional force-out guidance, which is a purely administrative function. HRM is much more than the pure political science of personnel and their contracts (e. g. wages, salary governing bodys, and belonging hours).HRM deals with topics much(prenominal) as employee involvement (i. e. giving employees a say at rifle) and motivation. Employment relations or industrial relations focuses on the wider relations between oversight and workers, extraly groups of workers represented by treat unions, and the expression of toil markets. industrial relations preserve take place on many a(prenominal) levels, much(prenominal) as the shop-floor (i. e. at the level of the eventory or office), the regional level, or the national level. Governments slump the framework for industrial relations through legislation and regulations.The mode and institutions of industr ial relations vary comfortably between countries, being more cooperative in some (e. g. Germany and Japan) and more adversarial in others (e. g. the US, the UK and France). Again, We hope that you get out enjoy the course and find it useful earnest dowry Niels-E. Wergin-Cheek (course leader)and the course team 2. Introduction to the Course 2. 1Introduction and Rationale piece resources are being recognised increasingly as zippy to achieve competitive advantage, and managing human resources is thus a vital activity.The course introduces pertinent concepts and theories in the field of HRM, and depart house students with the experience, understanding and trace skills undeniable to undertake human resource prudence 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 educate who restrain non previously canvass any specialist HR courses. The course focuses , as much as possible, on comparative and international aspects of HRM. 2. 2AimsThis course aims to delimit the background and the main supposed frameworks for the convey of HRM inform the historical circumstance in which HRM is located and introduce the broad running(a) areas of HRM, its organisational responsibilities, and how they interact. Rather than foc utilise solely on the situation in the UK, schoolings, examples, and object lesson studies from a variety of countries result be utilise, set off international diversity, allowing students to compare the type, 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 utilise in HRM, * broad activities of HRM such as resourcing, reward, slaying management, training and evolution and employee relations, * policies and course sess ions in these key areas of HRM that are un hold fasted to HR draw a bead onors, * best practice in these areas and the business reasons for them, in particular the role of employee involvement and participation in make and empowering employees, * the ways in which these areas are interconnected, the orthogonal and internal factors which potentially be possessed of an tinge on these quadrupletsome areas, * the strategic consolidation of the main HR functions into corporate strategy, * international and comparative aspects of HRM () 2. 4Learning and T to from each one oneing Activities The course supports the student in an in drug-addicted suss out process in which teaching is interspersed with practice and tuition gathering. students are encouraged to relate key theories within the subject field to practice at workplace level. spill the beanss introduce and inform the students with the main issues surrounding the course.tutorials contain a combination of tutor-led a nd student-centred activities. The latter will be used to enable independent learning with students collaborating in groups. Activities include the discussion of videos, font studies and other readings, as swell up as group discussions, role plays and presentations by students. 3. get hold of Details Name Room netmail Phone Office Hours Le Quyen Thuy Trang email& one hundred sixtyprotected com +84-903 148 548 4. Course Content Abreviations ch chapter, wk week chapter number arouse to core textbooks (see below) razzrs Bui Quoc Liem, Le Quyen Thuy Trang project Topic Reading Block 1 vary I The HRM arena and context 1 blab out The nature of human resource management (NW) Bratton, tutorial Introduction to the course ch. 1 2 torment The scene of Human resource management (PG) Bratton, tutorial Oil Tool Inc faux pas hear ch. 4 3 lather strategical human resource management (PG) Bratton, tutorial Air National issue analyse ch. 2 4 manner of sp eaking internationalist human resource management (PG) Bratton, Tutorial FAEKI slip study ch. 5 call forth Restructuring Work and Organisations (PG) Bratton, Tutorial Wolds indemnity type study ch. 5 6 Lecture flexibleness (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 foundation 1 Human imagery PlanningCDX Bank campaign study ch. 6 8 Lecture Resourcing II enlisting and Selection (PG) Bratton, Tutorial Short itemisation exercise ch. 9 Lecture Resourcing collar mathematical operation oversight, judgement (PG) Bratton, Tutorial intro 2 slaying prudence, AppraisalInsight intercourses case study ch. 8 10 Lecture HRD / educate and Development (PG) Bratton, Tutorial Presentation 3 HRD / Training and DevelopmentAppoint in Hase, aby at Lei incontestable case study ch. 9 11 no screen Reading week 12 Lecture Employee strengthener (PG) Bratton, Tutorial Presentation 4 Employee RewardCity Bank case study ch. 0 13 Lecture Evaluating HRM (PG) Bratton, Tutorial hide mathematical operation session chs. 14+15 Block 2 PART tercet PERFORMANCE worry STRATEGIC AND commonplace CONSIDERATIONS 14 Lecture Chapter 1 carrying out charge and Reward Systems in Context Aguinis Tutorial Case deal Good practice in effectance management ch. 1 15 Lecture Chapter 2 surgery forethought Process Aguinis Tutorial Case StudiesDisrupted links in the procedure 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 measuring greet Aguinis Tutorial Case Study layin g Task and Contextual PerformanceChoosing an Appropriate Performance Measurement ApproachSt. Jessicas Urban aesculapian Center Emergency Room ch. 18 Lecture Chapter 5 Measuring Results and Behaviors Aguinis Tutorial Case Study Accountabilities, Objectives and StandardsThe College of Business at VIP University ch. 5 19 Lecture Chapter 6 Gathering Performance fosterage Aguinis ch. 6 Tutorial Evaluating an Appraisal cause used in higher education 20 Lecture Chapter 7 Implementing a Performance Management System 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 Chapter 9 Performance Management Skills Aguinis Tutorial Development Plan salmagundi at Old Dominion UniversityEvaluation of a 360-Degree Feedback System DemoPersonal Developmental Plan at BrainstormWas Robert Eaton a G ood Coach? chs. 8+9 PART VI recognize SYSTEMS, LEGAL ISSUES AND TEAM PERFORMANCE MANAGEMENT 22 Lecture Chapter 10 Reward Systems and Legal Issues Chapter 11 Managing Team Performance 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 ternary components cardinal beaks of coursework (an essay and a portfolio), and the final exam. These components are freighted 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 iiisome tenth. dineros drop from zero to 100 per cent (zero being the worst). In launch to exsert the devil pieces of coursework and the exam, you need to achieve at to the lowest degree 40 per cent. If you discon tinue any of these, you business leader be able to retake the failed piece of assessment once. The assessment will be different from, that connatural to the original one. You essential(prenominal) follow the instruction manual regressn for each assessment, otherwise you great power fail. It is of the essence(predicate) that you hand in some(prenominal) pieces of coursework on time. Late submissions will be marked zero (unless you are fall inn(p) extenuating circumstances, e. . for being ill cf. scratch 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 by-line academic year. 5. 1Summary of assessment Assessment Title slant towards final grade Pass Mark Due Date Group presentation and undivided report (HRM part 1) 15% 40% 28 December 2012 Essay (HRM part 2) 35% 40% 03 April 2013 closing trial 50% 40% may 2013 Total 100% 40% 5. Assi gnment one Group presentation and individual report TaskThis assignment consists of two parts, a group presentation and an individual report. Both elements are compulsory, but lone(prenominal) the second part will be marked. If you do non ace both(prenominal) parts of the assignment, you will automatically be marked zero. Part one bone a 15-minute group presentation probe one of the following topics, using a case study 1. Human choice Planning 2. Performance Management and Appraisal 3. Human imaginativeness 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 developed or potential problems the organisation is facing in doing this, * what the causes for these problems are, * what alternative solutions to resolving these issues on that point are, and how these could be implemente d. For detailed guidance, enrapture 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 assignment (see below), which is marked. Part two excogitate 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 pass through your topic (e. g. Human mental imagery 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 headways preceding(prenominal). It is important that your report intermits an argument rather than tho 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 farther, rather than just repetition it in written form. You have to make up the slides you used during your presentation, otherwise your assignment will be marked zero.Sources to be used HRM and Employment traffic textbooks * Employee relations and HRM textbooks * schoolman journals (e. g. industrial traffic journal Employee dealings) * HR Practitioner journals (e. g. staff office Today, People Management) * newspaper articles (e. g. Financial measure, Independent, Guardian, not tabloids like, for example, the Sun) * CIPD website (www. cipd. co. uk) Word limit1,500 haggling Due Date 28 December 2012 WeightingThis assessment is price 15% of the general mark for the course. selective information format Word-processed, eleven point font, 1. 5 spacing, wide margins (2. cm top, leftover and bottom 5cm unspoilt) attach a headland sheet (cf. frac tion 8. 2). If you do not follow these formatting instructions, you will be marked eat ten piece points as a penalty. FeedbackYou will puzzle written feedback. It is important that you read it as it will stand by you with your next assignment. Nota Bene The individual report moldiness(prenominal) 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 vogue.Make sure that you know how to reference properly, and that understand the guidelines on piracy If you do not, you might fail 5. 3Assignment two Essay Choose one of the following two marvels. You must follow the instructions given below challenge 1 What makes an effective Human Resource film director? What skills, competencies and knowledge does he or she require to become a successful manager in the organisation of today? occasion at least one actual case example to illustrate your bulletproofness. Suggested coordinate Part of essay What should be includeIntroduction Define what is meant by an HR manager. Outline the skills, competencies and knowledge required, using textbooks and journals. knuckle under an overview of the essays main sections as well as your argument. Main automobile trunk Discuss at least one case example of sound practice, relating them to the skills, competencies and knowledge identified in the entrance, using the sources draw below. Divide the main body into subsections, using your own subheadings. Conclusion Summarise your assist 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 course. Sources to be used * HRM textbooks (658. 3 in sub map library roll) * Academic journals (e. g. Human Resource Management Journal) * HR practitioner journals (e. g. Personnel Today, People Manag ement) * CIPD website (www. cipd. co. uk) * Corporate websites Question 2 How would you describe good practice in performance management in todays work memorial tablets? What processes, strategic planning, measurement approach, and skills would you preach?Illustrate your answer with at least one real life case example. Instructions Word Limit2,000 words Due Date 03 April, 2013 WeightingThis 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 get word 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 boo ks, journals or other sources, you must reference your sources, using the Harvard way. 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 disagreeable book, which inwardness that you are not allowed to bring any books or measures 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 come to weighting. You will have revision lectures to evolve you for this that you must attend. Please refer to your Study Skills booklet for tips on revision and trial run technique. Past exam papers for about courses are operational 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 keep down 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 coursework 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 ordinarily involve a similar piece of individual coursework. If you have been notified that you have to complete coursework resits, give away on your courses 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 Universitys 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 deal both of these books. They are essential to train 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 winding on campus (the first building on the left when entering the campus hrough the West Gate, paired 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 Siss on, 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). capital of the United Kingdom Sage. Baron, J. and Kreps, D. (1999), Strategic Human Resources Frameworks for General Managers. bleak York Wiley. Beardwell, I. , Holden, L. and Claydon, T. (2004) Human Resource Management A present-day(a) Approach (4th ed). capital of the United Kingdom FT scholar Hall. Blyton, P. and Turnbull, P. (2004) The kinetics 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) Introducin g Human Resource Management (4th ed). capital of the United Kingdom 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 lieu on the employment relationship. London Pitman. Hollinshead, G. Nicholls, P. and Tailby, S. (2003) Employee Relations (2nd ed). London 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 semipolitical 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) contemporaneous 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 Relations 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 books ID number, which can be found on its 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 profits 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 quantify * The Independent * The Guardian * The Independent * The Times Journals * Human Resource Management Journal Incomes Data serve (IDS) Studies and Reports * Industrial Relations Journal * IRS Employment Trends * People Management * Personnel Today * Personnel check Web Sites * Trades Union Congress www. tuc. org. uk * bond of British Industry www. cbi. org. uk * UK Government www. direct. gov. uk * surgical incision of Trade and Industry www. dti. gov. uk * ACAS www. acas. org. uk * European Industrial Relations Observatory www. eiro. eurofound. eu. int * Chartered take of Personnel and Development www. cipd. co. uk * People Management journal www. peoplemanagement. co. k * Incomes Data Services www. incomesdata. cu. uk . See al so 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 assignments. 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 cover well Content has little relevanceSuperficial discussion of topic 2) Argument (20%)Logically developed argumentAccurate presentation of march No coherent argumentEvidence self- sortd / no evidence 3) Structure (20%)Good introduction (appropriate distance, defines concepts used, gives overview of essay)Good main section (appropriate length, divided well into subsections using subheadings)Good conclu sion (appropriate length, summarises answer and arguments used) Introductions not good or penurying(p)Main section not merged wellConclusions not good or missing 4) Format (20%) (overall mark for section 4 details below) 4. 1Style Fluently writtenAcademic opus style Inelegantly writtenInformal writing style 4. 2 PresentationWell set outCorrect overall length dirty and difficult to readUnder / over length 4. 3 ReferencingCorrect in-text referencing in Harvard styleCorrect list of references in Harvard style mistaken or missing in-text referencing Incorrect or missing list of references 4. condemn structure Correct spelling and grammarGood article of faith social system Incorrect spelling and grammar forgetful sentence construction 5) Sources (20%)Adequate number of sources usedSources of appropriate tone (academic sources)Good range of sources (articles, chapters etc. ) Too hardly a(prenominal) sources usedInappropriate sources (e. g internet sources)Poor range of sourses. NB each of the five sections (content, argument, structure, format, sources) carries roughly couple weight towards the final mark but attach are not derived mechanically from to a higher place feedback. Key to Grades A Excellent, B Good, C Satisfactory, D Some inadequacies, E Poor General comments First markerGrade awarded countenance 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 sub headings)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 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 character reference (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 tag 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 9. Past Exam Papers exam PAPER 2003/04 academic session INTRODUCTION TO MANAGING gentle RESOURCES INDU1025UNIVERSITY OF GREENWICH BUSINESS naturalise LEVEL 1 This is a ii HOUR examination plus ten minutes reading time. It is a closed book examination INSTRUCTIONS TO CANDIDATES You essential answer wholly the questions in Part A (case study) Choose wizard question from Part B Choose mavin question from Part C role A carries 33% of be marks Section B carries 33% of total marks Section C carries 33% of total marks &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- atom A CASE STUDY SUPERSTORES Superstores is a vainglorious nourishment retail company that has been in existence for 100 years. The organization has strengthened a reputation for good step sustenances, and depends on relatively well-off customers for its market.Most stores are in the South East of mainland Britain. in that location are more than 4,000 employees, and it is very dependent on temporary women workers and also student workers who mainly work in routine store jobs, paid just above the minimum wage level. Managers are regular and are assigned to each store. The tighten 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 know 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 f irms in Britain are in intensive controversy 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 modify 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 mustiness ANSWER ALL OF THESE (33%) 1. Advise the Managing Director on the wakeless position in Britain on trade union recognition. What are the advantages to Superstores of recognizing trade unions? What are the d rawbacks? 2. What kind of flexibility is Superstores getting from its part-time employees? Why is this important in food retailing? SECTION B YOU MUST have ONE FROM THIS SECTION (33%) 3. What is Hofstedes theory of culture? How does this help companies that operate in more than one outlandish? What are the main criticisms of his theory? 4. Identify and draft 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. short outline THREE theories that try to explain how the labour market works. Discuss which one best fits the current situation of the twenty-first 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 allowance 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 explain how people learn. Why do people managers need to know how people learn? 10. What do we mean by performance assessment? 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 rejoinder three questions in total, answer one question from each section. All questions carry equal marks. This is a closed book examination. &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212-SECTION A Answer ONE question from this section 1. incarnate bargaining causes unnecessary conflict between management and workers and should be replaced by individual, direct negotiations between employees and managers. Discuss. 2. Firms should avoid trade unions. Discuss. 3. 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 blind (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 rudimentary principles? 8. 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 pe rform. Describe different forms of 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.