Question Bank of hrm

8/9/2019 Question Bank of hrm

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MODULE CODE: BD415036S

MODULE TITLE: Human Resource Management in anInternational Context

QUESTION BANK

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Question 1

Fatima recently joined Gambit Plc as the Director of HR. She has been given a strong steerby the CEO to increase diversity in the workforce, and to prepare to globalise the operation.

At the last meeting of the Board, discussions on diversity were fierce. Fatima expressed aconcern that Gambit Plc must be following a form of particularism and that this was holdingthe organisation back from achieving its objectives.

The CEO expressed the desire that diversity increase in the organisation, that opportunityfor all should be the vision, and that this approach should be implemented immediatelyacross the whole organisation regardless country or continent.

Required:

a) Explore what Fatima meant by particularism and draw conclusions as to whyFatima may have concluded that it is present within Gambit.

(8 marks)

b) Use appropriate theory to appraise what opportunity for all might mean in theorganisation.

(6 marks)

c) The CEOs wish that the policy be implemented in every country would suggesta convergence of HR practice across the globe. Critically evaluate the CEOs

vision with direct reference to a country of your choice.

(11 marks)

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Question 2

Advent Partnerships began implementing a strategy of growth last year and has seen itsturnover double in twelve months. Advent sells home improvements through direct selling,

with each salesperson being trained in basic building design as well as sales technique.Advent had expected to grow its sales force from 30 to 50 in the year, but has had a numberof problems. Turnover has grown to 28% in the year (compared to 3% in the previous year),and the Director of HR is being asked some difficult questions concerning staff morale andcommitment.

Of the 30 original sales staff, 3 salesmen employed in the last two years have moved on tonew jobs and just 1 long standing member of staff has left due to a change in personalcircumstances. Recruiting the additional 20 sales staff proved very difficult and it was 6months into the year before the majority started. The HR Director was not completelysatisfied with the new staff, which proved a fair assessment as 10 have left since trainingbegan.

Rumours have started circulating throughout Advent that a large competitor Shark & Co.wants to merge with Advent and that the sale force will be cut. Gossip suggests that theowners of Advent are in discussion with the CEO of Shark. The Director of HR is not awareof any changes in strategy.

Required:

a) Evaluate the turnover of staff at Advent using the theories of Rice (1950) andadvise the Director of HR as to what actions to take.

(10 marks)

b) Explore the role of Human Resource Planning, and the issues that should beconsidered when adopting this approach.

(8 marks)

c) Critically assess the extent to which Advent have a Strategic HRM approach.

(7 marks)

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Question 3

Syed is CEO of a company with 200 employees and 10 managers. He believes in strongperformance management and implemented formalised annual appraisals two years ago.Each of his managers appraise their staff against preset annual objectives, and gradesperformance using the following system:

A for excellent performance, objectives exceeded

B for satisfactory performance, objectives achieved

C for unacceptable performance, objectives not achieved

Last year performance appraisals showed that 40% of staff were graded as A, 58% weregraded B and just 2% were graded C.

Syed was horrified to discover that the objectives and targets for his company were notachieved. Sales had fallen in every section. He is confused as to how this could possibly

be, given the performance appraisal ratings his managers gave to staff above. If 98% of staffachieved or exceeded their targets then the overall targets should be exceeded.

Syed has turned to you for advice on what could have happened. He is also interested inimproving his appraisal system and introducing performance management on his managers.

Required:

a) Critically analyse why the existing performance management system hasfailed to match with the performance of the organization as a whole.

(10 marks)

b) Syed has introduced appraisal through Line Management. Explore other waysappraisals can be completed and advise Syed on which you wouldrecommend for his managers.

(15 marks)

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Question 4.

Fit-for-Life is a company selling lifestyle and fitness advice to wealthy business clients. Fit-for-Life staff (called Life Gurus or LGs) visit business clients in their offices or at home andact as personal fitness coaches. LGs also give positive life skills training which includesadvice on how to be happy, content and relaxed with life.

There have recently been a growing number of complaints about the behaviour of LGs fromcustomers. A regular complaint relates to LGs being unhappy and demotivated leading tomany clients asking whether they are fit to offer positive life skills advice when they areclearly unhappy themselves. Another complaint is that LGs look unfit and smell of smokewhich makes them unsuitable to act as personal fitness trainers.

At a recent meeting of all 30 LGs there was a feeling of unhappiness with Fit-for-Life as anemployer. When the issue of commitment to the vision of the company was discussed there

was general silence.

The Owners of Fit-for-Life feel that recent redundancies of LGs had clearly had an impact onmotivation, and that reducing LG team meetings from weekly to monthly was not popular.Turnover of LGs has also increased, and there is a feeling that the best staff are leaving.

Required:

a) Evaluate the importance of commitment, and appraise what has happened tostaff commitment at Fit-for-Life.

(7 marks)

b) Analyse the characteristics of a culture of commitment at Fit-for-Life.(10 marks)

c) What commitment strategies could Fit-for-Life introduce to rectify the situation?(8 marks)

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Question 5.

Peter needs 3 new trainees to work with his consultancy section. The new staff need to be

able to work under pressure, analyse data, communicate well, and work both in a team andindependently. The new trainees will be given extensive training and education for the firstfive years of their employment, so selecting the correct individuals is critical. Trainees oftenstruggle with the demands of the job, and of the last 10 trainees appointed in recent years,only 4 have completed their training successfully.

Peter enjoys interviewing and feels that he can spot a good person every time. However,he is under considerable pressure to avoid any further problems with trainees and so mustget his selection right. He comes to you for advice.

Required:

a) Critically analyse interviewing as a selection process.

(10 marks)

b) Explore alternatives to interviewing, and outline how different methods can beevaluated.

(15 marks)

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Question 6

Jackson is the owner of Swift Engineering which specialises in designing and delivering

engineering solutions to manufacturing organisations. Jackson considers himself an oldstyle boss, treating his staff as just another resource, and having no time for managementideas on motivation or commitment.

Swift Engineering has been losing work over recent years. Four of the most experiencedand best employees recently left Swift to set up their own engineering business in directcompetition. Dan Togg leads the breakaway business, and states that the primary reasonthe group left Swift was the atrocious management style. In losing the four experiencedemployees, Swift has lost its senior designers and salesmen.

Realising that Swift Engineering is struggling to compete and that his approach tomanagement may be part of the issue, Jackson has called you in as a consultant to explain

what HRM is and how it can contribute to the success of Swift.

Required:

a) Use appropriate theory to explore what Human Resource Management couldmean to Swift Engineering.

(15 marks)

b) Appraise how the concept of knowledge management could have aided SwiftEngineering in reducing the impact of the breakaway business.

(10 marks)

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Question 7

Jill Francis has been working at CTG Partnership for 27 years, and has been a seniorconsultant for the last 9 years. Jill is the only female to reach the grade of senior consultant,

but although she is very proud of her achievement she still has not reached her goal ofbecoming a full partner at CTG. There are currently 14 partners, all male and being madepartners between the ages of 35 and 55. Jill is just about to celebrate her 58th birthday.

Jill has concluded that she is unlikely to be made a partner at CTG, having watched younger,less capable male colleagues being promoted above her. Jill became so frustrated that shebegan to apply for senior posts in other consultancy firms, but despite her extensiveexperiences and excellent CV, she has not been offered any posts. She is beginning to thinkthat her age is a problem.

In exasperation, Jill had a meeting with her senior partner and long time friend Jack. Jacklaughed at her concern, told her she had a fabulously successful career for a woman, and on

her exit patted her on the bottom saying youre still looking good for an old bird.

Required:

a) What evidence exists at CTG Partners to suggest that Particularism is takingplace?

(5 marks)b) Critically appraise the discrimination experienced by Jill, and assess the impact

of national culture on the social acceptability of Jills experiences.

(12 marks)

c) Analyse the decision of other organisations not to employ Jill on the basis of

age, exploring the potential additional contribution of older employees to theworkplace.

(8 marks)

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Question 8

Fatima runs her own business making and supplying high street shops with novelty gifts.Her business Gifts-U-Like is split into two divisions. The first division is Production led byJanet, who manages her 8 staff with a rod of iron, making sure orders are supplied, andquality is consistent. Janet sees herself as Fatimas deputy (although Fatima has notreferred to her as such), and is highly competitive, seeing her division as the key part of thebusiness. Peter runs the second division, which contains 6 staff and includes the sales andadministration functions. Peter takes a more relaxed style of managing his staff.

Fatima is keen to grow and wants to ensure that staff are motivated to reach maximumproductivity. Fatima is considering introducing a formal performance management systemwhich includes an element of performance related pay. She sees a formal appraisal processas the simple means to reward high performers and punish poor performers.

Fatimas ideas are currently sketchy, and she turns to you for advice.

Required:

a) Critically analyse Fatimas view that performance appraisal is about rewardingand punishing.

(7 marks)

b) Appraise potential dangers in introducing performance management assuggested by Fatima into Gifts-U-Like, focusing on the accuracy ofperformance assessment.

(8 marks)

c) Advise Fatima on the objectives of reward management, types of performancerelated pay that could be introduced, and the dangers inherent in anyperformance related reward system.

(10 marks)

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Question 9

Sting! is a marketing company specialising in innovative and creative solutions to increasingsales for customers. The success of Sting! relies upon constant creativity, which has tendedto come from the company founder, Dirk Silverside. However, Dirk is planning to spend lesstime with the Company and retire in six months. There is real concern in the Boardroom ofSting! that without Dirk creativity will stop, and with it the huge marketing contracts fromcustomers.

The Board has decided that to ensure the future it must introduce a number of changes.First amongst these will be the introduction of a development programme for existing andnew staff, to prepare them to manage clients and contracts in the future. Secondly, theBoard wants to encourage learning by all staff at Sting!, with the ultimate ambition of makingSting! a learning organisation. Finally, the Board wishes to introduce learning methods thatreally deliver for its staff.

The Board has called on your expertise to advise them on this issue.

Required:

a) Analyse the objectives of development programmes and advise whether it isappropriate for Sting!.

(7 marks)

b) Critically appraise how employees learn, and explore the idea of Sting!becoming a learning organisation.

(10 marks)

c) Appraise potential learning methods that Sting! could employ to improve thevalue of their human capital.

(8 marks)

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Question 10

Gina wishes to take her manufacturing business global, and has a vision of a factory in every

country across the world. As a starting point she wishes to source all technology work andcustomer contact work in India where she believes quality can increase and costs decrease.The next move will be to open a factory in Japan, giving access to the Asian market atminimal risk. The business already has partners in India and Japan, and Gina feels this is theplace to start.

Peter is not happy with Ginas plans and as the Director of Finance he sees his own job onthe line if it does not work. Peter feels that Gina is confused about what globalisation is allabout. He doubts whether her plans are feasible, and insists that should they go ahead thecompany needs some experienced new staff to look after the expansion plans. His biggestconcern is where to find these people.

Peter comes to you for advice on the expansion. He has already tried to find suitable staffand failed to get any appropriate applications.

Required:

a) Appraise the concept of globalisation and the impact it has on human resourcemanagement.

(10 marks)

b) Critically analyse Ginas development plans with reference to levels ofdevelopment and explore whether there could be any impact on the existing

business(8 marks)

c) Evaluate different methods of marketing the available jobs and advice Peter onwhich may assist him in attracting appropriate candidates.

(7 marks)

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Question 11

Thompson runs his own small consultancy business called TIC (Thompson InternationalConsultants), which currently employs seven senior consultants leading teams of betweenone and four consultants. Additionally, TIC has a head administrator with four support staff.Thompson has built a range of clients over the last twenty years, signs these clients onretainers, and invoices them each year for an agreed sum. In exchange, TIC sends clientsmonthly information on the state of their market environment. Additionally, TIC offers supportand advice to clients as part of the retainer package.

Thompson spends his time travelling the world looking for new clients and occasionallydropping in on existing clients to check all is well. Once a client signs up with Thompson, hepasses the management and delivery of the contract over to one of his senior consultants.Thompson has recently become concerned at the varying reports he is receiving fromexisting clients. Many remain very happy with the service, but a growing number of negativecomments are reaching Thompsons ears, making him question the ongoing performance ofhis staff. On discussing this with his consultants, several blamed their own teams,

suggesting that there was a lack of focus and motivation amongst them.

Thompson is considering using an appraisal based PRP scheme to refocus his employeesand has come to you for advice.

Required:

a) Advise Thompson on how such a scheme could work practically within TIC.(10 marks)

b) Critically appraise the use of an appraisal based PRP scheme, usingappropriate theories to support your argument.

(15 marks)

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Question 12

Henry will be home late yet again. As CEO of Sales4U plc he seems to spend most of histime sorting out the arguments and disagreements of his directors. Today had seen another

row between the Sales Director, who wants her team congratulated for record sales figures,and the Finance Director who wants sales only to be made to those who will pay; as baddebts and complaints are growing Additionally, the Operations Director is angry at deliverydates being agreed with customers that he cant possibly achieve whilst retaining hisrequired quality levels.

Henry tried to focus the meeting by getting commitment from everyone on the missionstatement, but each Director seemed stuck in their own particular silo. Henry continued todeclare that they were all in one team, but had no success in calming the meeting down.

On arriving home he complained to his wife, explaining that it wasnt like this when he startedthe company and they all worked incredibly hard as a team to make it a success. But now

that success had led to growth and expansion teamwork had fallen away. His wife informedhim that it was his fault that he had created this role culture and he would have to sort it out.

Required:

a) Critically appraise Henrys concern that each director is stuck in their ownparticular silo and what his wife refers to as role culture

(15 marks)

b) Advise Henry on how he could get the Directors and all their staff to move fromtheir current culture towards a commitment culture

(10 marks)

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Question 13

Amit is very unhappy about the outcome of his recent acquisition of Printwell Printers (PP).He made the purchase of his old competitor PP because his own business Amit Printing (AP)was doing so well that he felt the need to expand. In 2006 AP profits totaled 3m and PPtotaled 2m. Amit estimated that he could save 1m in economies of scale throughcombining the back office functions, and expected to clear a profit of 6m when the twobusinesses came together in 2007.

However, this was not to be, as profits in 2007 amounted to just 3.5 m. The two backoffices have proved harder to bring together than Amit realised, and he has been unable todrive efficiency savings. He has also found that productivity has reduced from all workers.On investigation he has discovered that his old workers from AP feel that they are beingtreated unfairly in that their pay and conditions are worse than those from PP who weretaken over. Meanwhile, the old PP workers find it difficult to work with their old competitors,and motivation is down.

Amit feels that he needs to act to make this acquisition work, and has identified that he isnow in a position to reduce print staffing and cut expenses but is concerned about the impactthis may have on his already demotivated staff. He also needs an increase in his sales andservice workforce to generate enough new clients to fill the potential of the combined printworks.

Amit feels it is time to drive AP forward into its next stage of expansion which includesmoving into paper manufacturing. He is considering acquiring another business to move inthis direction but is keen to learn from the acquisition of PP.

Required:

a) Evaluate how strategic HRM could assist Amit in expanding the business, andadvise him on issues relating to the resourcing and redundancy of staff.

(15 marks)

b) Critically evaluate the experience of merging AP and PP, identifying what Amitshould learn from this experience

(10 marks)

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Question 14.

Lata is excited. She has just been promoted within her organisation and asked to set up abrand new office in the neighbouring region. She has been with the organisation for nearly10 years and is pleased that it has been successful enough to expand from its currentgeographical base. The organisation currently has 120 staff and Lata has been tasked withrecruiting to 20 new posts in her new office.

Lata has been given a free hand to recruit, select and build her new team, but has beengiven clear financial targets for her new office over the next two years. She knows that toachieve these targets she is going to need enthusiastic and committed staff who worktogether as a team. Lata will need some really specific skills in the team, and is unsurewhether they will all be present in the general marketplace. She is also worried that if shegets all new staff then there will be no knowledge of the core business, yet if she takesexisting staff with her then they might not work with her in the way she wishes.

She comes to you for advice on how to move forward.

Required:

a) Critically analyse Latas recruitment options, advising her on the mostappropriate.

(8 marks)

b) Critically appraise possible selection methods, advising Lata on the mostappropriate.

(12 marks)

c) Advise Lata on how she can get the team working together once they areappointed.

(5 marks)

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Question 15.

Erica is having difficulties getting her London based organisation to work well with her

strategic partner overseas. There have been many instances where her staff have met faceto face with their partners, but the meetings have broken down in what Erica can onlydescribe as arguments. Erica has tried discussing the conflict between their staff with herequivalent in the partner organisation, but Mahesh just laughed at her and said it was goingwell. This attitude has perplexed Erica even more. Erica is a confused as many of the staffoverseas seem to have the same names, are outwardly aggressive and sometimesdismissive of her female colleagues and yet show extreme respect for Ericas husband whenthey meet socially. There also appears to be a deliberate ignoring of the rules laid down bythe management on the creation of the partnership.

Both organisations are experts in marketing strategies, and the organisations have cometogether to assist in creating new international advertising campaigns for their multi-nationalclients. Feedback from clients on the joint projects has been positive, and the Boards ofboth organisations are pleased with the strategic partnership.

Erica recently had a member of her staff in tears after a telephone call where her ideas wererubbished by the overseas partner. Erica had to work hard to stop this valuable member ofstaff from resigning immediately and had to promise her that she would not need to be incontact with the partner anymore.

This was the final straw for Erica, who has come to you for help and advice, feeling that shecannot cope with this anymore.

Required:

a) Critically appraise the clash between the two sets of staff, considering the rolethat National diversity may have in the situation.

(10 marks)

b) Critically analyse the role of conflict in organisations, including why it occurs,whether it is positive or negative, and how it can be managed.

(15 marks)

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Question 16

Trumps Accountancy Services (TAC) Ltd. spends much time and money in training its staff inthe technical subject of accountancy and yet in a recent review of staff skills it was identifiedthat management skills are poor and up-to-date technical skills are variable.

Jack Smith is the Director responsible for the human capital of TAC and was shocked anddisappointed at the conclusions of the review. He has been commissioned by the Board todevelop the skills of staff to address the new challenges in their marketplace, and he isbeginning to question how this is possible.

Jack has heard several ideas on how to take staff learning forward including the launch of astaff development programme, moving TAC towards the goal of becoming a learningorganisation, and encouraging reflective learning. However he is confused about theseideas as well as the issue of assessing the value created through them, and is unsure howhe can actively manage learning.

Required:

a) Advise Jack on key issues to consider on developing the human resource in theorganisation.

(10 marks)

b) Critically appraise the use of development programmes, reflective learning, andlearning organisations in building staff skills.

(15 marks)

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Question 17

Isla has over eighty employees working for her, each positioned within one of eight teams ledby a team leader. Each team has a sales region and is expected to maximise sales income

from within that region. Many sales are generated from existing clients although teams areexpected to build new contacts through cold calling and visits.

Performance between the teams varies considerably, with some teams producing well overdouble the income of others. Isla has compared the potential sales in each region and hasconcluded they are all the same, suggesting that differences in sales income are relateddirectly to the performance of each team.

Isla tried to research this difference through interviewing team leaders and staff, andidentified a number of alarming issues. Some staff appear demotivated and blame theirteam leaders for excessive pressure or lack of focus. Meanwhile, several team leadersseem confused about their staffs performance. One team leader expressed that all her staff

were excellent and yet her sales revenue is amongst the lowest of all the regions in thecompany.

Isla realises that she need to get a grip on the performance management of both her staffand her tem leaders and has come to you for assistance.

Required:

a) Critically assess how a formal performance management system could assistIsla, including consideration of the possible objectives, dangers, and processinvolved.

(15 marks)

b) Evaluate alternative methods that Isla could use to assess her team leaders,recommending the most appropriate.

(10 marks)

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Question 18

Kaka has recently launched a new company that he expects to be working in twelvecountries across the globe. Most of the work of the company will be outsourced, so thenumber of employees will be relatively small, and he estimates needing just two people ineach of the twelve countries. However, the success or failure of the company will comedown to finding the right people in each country.

Kaka has identified that he needs all his staff to be multi-lingual, highly numerical, excellentcommunicators, technically competent, and great sales people. His gut reaction is toadvertise in the national press in each of the twelve countries and then fly out to meetpossible candidates individually.

Tiala is Kakas business partner and she is unconvinced by his cavalier approach tocompleting this key task. She pointed out to Kaka that this was a key activity and needed to

be completed in a considered way to assure success. She questions whether Kakasapproach to recruitment is likely to get the quality of candidate they require, and doubtswhether Kaka has the ability to test all the elements required of the staff in just a shortinterview.

Required:

a) Critically review the suggested recruitment method against alternativeapproaches, and recommend which would be most appropriate.

(10 marks)

b) Critically evaluate Kakas preferred selection method against alternatives andrecommend a way for Kaka and Tiala to proceed.

(15 marks)

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Question 19

Trops plc is a multi-national company with sales totalling $34billion in 2008, currentlyoperating in thirty-seven countries around the globe and a presence on every continent. Itgrew from a UK based company that diversified into new businesses across the globethroughout the last thirty years. Most of its developments have been through acquisition, andit has a habit of buying an overseas company, replacing the senior management with its ownstaff, and turning them into successful, profitable concerns.

Trops plc was recently heavily criticised in an investment report for its Anglo-Saxon,masculine management culture which runs against Trops marketing and communicationswhich states that At Trops we recognise the value of diversity with everyone given equality.Trops was accused in the report of particularism.

Consultants bought in to look at the issue for the Chairman of the Board reported that there

were no female directors at Trops and only four of the eighty three senior managers werefemale. Similarly, all directors were white Anglo-Saxon with only six senior managersidentifying themselves other than by this description. The age range for directors was 51 to65 with an average age of 61, whilst the age of senior managers ranges from 38 to 54 withthe average at 46.

When commenting on the Consultants report to the Board, the Director of Human Resourcesstated that it was misleading because the female employees totalled 53% of the entireworkforce, whilst only 14% of the global workforce was Anglo-Saxon. He went on to expressthe view that Trops these figures prove that Trops is truly diverse and gives equal opportunityto all.

Required:

a) Critically analyse the Directors statement that Trops is truly diverse against theaccusation in the report of particularism, discussing the potential benefits toTrops of embracing diversity.

(15 marks)

b) Critically appraise whether Trops plc can be said to give equal opportunity,and outline possible reasons for the current situation at Trops.

(10 marks)

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Question 20

Londa is the Director of Operations for Massinec a global textile company based in the UK.

Londa has been tasked with reducing costs and improving efficiencies and is currentlylooking at off-shoring the entire manufacturing process to Asia. Londa sees the potential forimproved access to markets in addition to reductions in costs and is keen to recommend thisto the board. However, she is unsure of whether to offshore to an established or emergingeconomy.

News of the potential move has leaked in the local press and the UK employees havecomplained to their member of parliament (MP). The MP is under considerable pressure toexplain why the government of which he is a part, will not react to the threat by acting directlyagainst Massinec.

Local newspaper reports are now declaring that globalisation has gone to far, that it isendangering the working peoples in the world, and simply adding to the wealth of the alreadyrich.

Required:

a) Critically appraise the impact of globalisation on HRM and explore the role of thestate in protecting workers.

(15 marks)

b) Critically evaluate the potential advantages and disadvantages for Massinec inoff-shoring to Asia, and discuss the type of economy that may be the most

suitable.(10 marks)

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Question 1

a) Explore what Fatima meant by particularism and draw conclusions on the staffcurrently employed at Gambit.

(8 marks) Appropriate theory: Price (2007)

Definition:o Particularism is discrimination favouring particular groups or individuals over

others.

Discrimination could be on the grounds of:o Age, appearance, disability, gender, ethnic origin, nationality, religion,

background, or nepotism

Conclusions on Gambit:o Employees at Gambit are likely to be similar in regard to all of the above.

b) Use appropriate theory to appraise what opportunity for all might mean in theorganisation.

(6 marks)

Appropriate theory: Straw (1989)

It might mean equal opportunity which can be described as:

o Equal chance

Everyone has the right to apply

Removal of barriers linked to discrimination

o Equal access

No barriers to promotion or advancement

o Equal share

Representation across all levels

c) The CEOs wish that the policy be implemented in every country would suggesta convergence of HR practice across the globe. Critically evaluate the CEOsvision with direct reference to a country of your choice.

(11 marks)

Answers will vary depending on country selected, but issues for evaluation include:o Cultural differences:

Especially related to gender egalitarianism

Could relate to Hofstede cultural dimensions:

Masculinity index

Uncertainty avoidance index

Power distance index

Gender egalitarianism indexo Legal differences in:

Age discrimination

Disability discrimination

Civil rights Equal pay

Implementation of vision will ultimately depend on willingness of employees indifferent nations to implement on the ground.

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Question 2

a) Evaluate the turnover of staff at Advent and advise the Director of HR as to whatactions to take. (10 marks)

Appropriate Theory: Rice (1950)o Induction Crisis

10 new staff have left in first 6 months

Represents 20% of total staff

Suggests poor recruitment/selection of staff

Not related to morale of remaining staffo Differential transit

3 staff employed in last two years have left

Represents 6% of total staff

Reason relates to new jobs Could indicate low morale or less favourable conditions

o Settled connection

Just 1 long standing staff member left

Represents just 2% of staff

Reason unrelated to employment

Conclusion:o Turnover probably unrelated to motivation

o Changes need to be made to recruitment and selection

o Induction and training processes need to be reviewed.

b) Explore the role of Human Resource Planning, and the issues that should be

considered when adopting this approach. (8 marks)

Appropriate theory: Graham & Bennett (1992)

Definition: an attempt to forecast haw many and what kind of employees will berequired in the future.

Issues considered include:

o Recruitment, Avoiding redundancies, Training, Management development

o Labour costs, Accommodation, Productivity, Job changes

o Recruitment & retention, Feedback mechanism

c) Critically analyse whether Advent have a Strategic HRM approach.(7 marks)

Appropriate theory: Wright (2002)

Definition: SHRM is intended to enable an organization to achieve its goals.

Required: For SHRM to have a positive impact there needs to be HR input into thebusiness strategy.

Evidence at Advent:

o Growth strategy

The is no evidence of HR input

Problems with induction turnover suggest no HR planning.

o Potential merger strategy

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No HR input (assuming gossip is real)

Potential impact on HR huge

Conclusion:

o Advent do not follow a Strategic HR approach

o HR issues are ignored in setting strategy

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Question 3

b) Critically analyse how the existing performance management system hasfailed to match with the performance of the organization as a whole.

(10 marks)

Appropriate theory: Price (2007)

Variance between staff and company assessments.

Possible problems:

o Objectives not appropriately set

o Poor training of managers

o Rater inflation:

Preserving morale

Avoiding confrontation

Management image

o Subjective assessments

Conclusion:

o Existing appraisal system failing

o Re-design, re-train, and implement replacement

b) Syed has introduced appraisal through Line Management. Explore other waysappraisals can be completed and advise Syed on which you wouldrecommend for his managers.

(15 marks)

Alternatives:

o Self-assessment:

Individuals assess themselves against objectives

Appropriateness:

Individuals tend to be harder on themselves

Consistency of assessment problems

Staff would not appreciate managers having a less formalappraisal process than themselves

o Peer assessment:

Appropriateness:

Team members / fellow managers appraise

Potential problems with managers being too empathetic

Could work, but would need careful training and monitoring

o Upward appraisal:

Appropriateness:

Managers appraised by staff

Could deliver candid, accurate feedback

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May encourage managers to be even more subjective in theirappraisals of staff.

Would need implementing from Syed downwards

Could be appropriate

o

360-degree (multi-rater assessments) Appropriateness:

Raters include anyone with direct knowledge of managers

Brings together a range of opinions

Relatively expensive and time consuming

Could deliver clear and honest assessment

Conclusion:

o Line management probably appropriate for existing staff.

o Line management could be used with managers being appraised by Syed.

o Upward and Peer assessment could be used.

o 360 degree would be the best if Syed fully committed to getting an all roundview of performance.

Question 4

a) Evaluate the importance of commitment, and appraise what has happened tostaff commitment at Fit-for-Life.

(7 marks)

Importance:o Binds behaviour of staff to company

o LGs are sole representatives of company to clients

o LGs behaviour critical to company success

o LGs must exemplify company values

Appraisal of commitment at Fit-for-Lifeo Climate of trust gone probably through redundancies

o Belief in service gone possibly through lack of reinforcement

o Feeling of belonging gone probably through reduction in meetings

b) Analyse the characteristics of a culture of commitment at Fit-for-Life.(10 marks)

Appropriate theory: Osborne & Cowen 2002o Emotion packed vision:

Unclear whether Fit-for-Life has a vision

Service offered and name suggest clear visiono True Believer Mentality

Not currently hence not walking the talk

No sense of personal identity with the companyo Plain vanilla values

Sales concept seems to be clear values

Not expressed / sold to staff

o Pride in company

Not evident

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o Peer respect

Little opportunity for this given few meetingso Long-term relationships

Removed with redundancieso Fun

No evidence in case

c) What commitment strategies could Fit-for-Life introduce to rectify thesituation?

(8 marks)

Appropriate theory: Price 2007

Package including:o Communication

Weekly meetings, encourage ideas/staff inputo Education

Ongoing training, education and developmento Ownership

Involving LGs in decisionso Emotional identification

Acknowledging and encouraging developmento Performance

Clear assessment and reward focussed on commitment to visiono Rewards

Pay, bonuses and prizes focussed on rewarding behaviour andcommitment

o Employment contracts

Focussing on commitment

Question 5

a) Critically analyse interviewing as a selection process.

(10 marks)

Appropriate theories: Breakwell (1990), Lewis (1995), Peters (1994)

Pros

o Social ritual

o Criteria referenced, structured interviews can deliver consistency

o An experienced managers gut reactions are important (Peters)

o Social appropriateness equally important and interviews test this.

o Allows animal energy of candidate to show (Peters)

Cons

o First impressions count

o Candidates appearance can sway decision

o Unfavourable evidence valued more strongly than favourable evidence

o Interviewer behaviour distorts candidate behaviour

o Subjective and unreliable (Lewis (1995)

Conclusion

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o Interviews can be a good selection method but it depends on:

Consistency of questioning

Types of questions

Experience and training of interviewer

c) Explore alternatives to interviewing, and outline how different methods canbe evaluated.

(15 marks)

Alternatives include:

o Work Samples:

Mini-jobs, in-tray tests

Role playing, group decisions

o Psychometric testing

Objective personality testso Graphology

Hand-writing analysis

o Assessment Centres

Multiple selection techniques applied

Appropriate theory: Smith (1991)

o Evaluating selection methods

Practicality

In particular situation

Sensitivity

In distinguishing between candidates

Reliability

Consistency of results over time

Validity

Measures what is important in specific selection.

Question 6

a) Use appropriate theory to explore what Human Resource Management couldmean to Swift Engineering.

(15 marks)

Appropriate theory: Price (2007), Harvard Map, Michigan Model

Definition of HRM:o Philosophy of people managemento Human resources are uniquely important

o Human resources deliver sustained business success

o Human resources gives competitive advantageo HRM draws on peoples expertise and ingenuity

o HRM recruits flexible, capable and committed people.

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o HRM manages and rewards performance

o HRM builds key competences

Harvard Map:o HRM delivers:

Commitment

Congruence Competence

Cost-effectivenesso Through Strategic policy areas:

Human resource flows

Reward systems

Employee influence

Work systemso Impacted by

Stakeholder interests

Situational factors

Conclusions on Swift Engineering:o HRM could improve staff commitment

Reducing likelihood of experienced staff leaving

Improve sales effectiveness

Give competitive advantageo HRM could deliver congruence

Joined up management processes

Clear and supportive culture at Swift

Satisfied and motivated employeeso HRM could deliver Competence

Knowledge sharing

Knowledge building Improved human capital

o Cost-effectiveness

Improve productivity

Reduce total staffing costs

b) Appraise how the concept of knowledge management could have aided SwiftEngineering in reducing the impact of the breakaway business.

(10 marks)

Appropriate theory: Malhotra 1998, ODell and Essaides 1998 Knowledge management Definition:

o Combination of information technology and human creativity

Componentso Collecto Storeo Shareo Create

Challenges:o Tacit to Explicito Identifying tacit

o Codifying tacito Technology of storing

o Technology in simple sharing

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o Challenge of creation

o Environmental challenge

Possible impact on Swift Engineeringo Staff leaving would not have core competence

o Knowledge would have been captured and shared

o Swift would retain competitive advantage

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Question 7

a) What evidence exists at CTG Partners to suggest that Particularism is takingplace?

(5 marks)


Definition:o Particularism is discrimination favouring particular groups or individuals over

others.

Discrimination could be on the grounds of:o Age, appearance, disability, gender, ethnic origin, nationality, religion,

background, or nepotism

Conclusions on CTG Partners:o CTG seems to be discriminating against women.

b) Critically appraise the discrimination experienced by Jill, and assess the impacton of national culture on the social acceptability of Jills experiences.

(12 marks)

Appropriate theory: Price (2007), Webster (1990), Mills & Murgatroyd (1991),Hofstede, Straw (1989)

Issues include:

o Glass Ceiling no females as partners

o Sexual Stereotyping Jill has done well for a woman

o

Sexual Harassment Jill received unwanted physical contacto Age discrimination Jill referred to as an old bird.

Cultural impact:

o Hofstede on gender egalitarianism

o Cultural role of women in society

o Possible Victorian Family Model

o Extent of feminine traits valued.

o Hostede on Power/Distance

o Appreciation of age as a virtue in some cultures.

c) Analyse the decision of other organizations not to employ Jill on the basis ofage, exploring the potential additional contribution of older employees to theworkplace.

(8 marks)


o Research suggests older workers are:

More reliable and conscientious

More loyal and committed

Have greater inter-personal skills

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Work harder and more effectively

Show equal levels of productivity to younger staff

o Types of older worker

Warhorses

Trusted guides Networkers

Strategists

connectors

Conclusion:

o Jill would make a valuable asset to other firms

o Age should not be counted against Jill.

Question 8

a) Critically analyse Fatimas view that performance appraisal is abut rewardingand punishing.

(7 marks)

Appropriate theory: Armstrong & Baron 1998

Definition:

o A strategic and integrated approach to increasing effectiveness in theworkplace by improving performance of the people

Reasons for appraising:o Identify training and development

o Reveal problems

o Provide consistency

o Provide encouragement

o Assist HR planning

o Improve communications

o Reward behaviour

Conclusion:

o Fatimas focus is on improving productivity through reward managementalone.

o One aspect of Performance appraisal is rewarding behaviour, it has manyother benefits.

b) Appraise potential dangers in introducing performance management assuggested by Fatima into Gifts-U-Like, focusing on the accuracy ofperformance assessment.

(8 marks)

Dangers

o How to measure performance

Production impact on quality

Sales possibly on sales value

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Administration how assess?

o Impression management

Different styles used by managers

o Rater Inflation

Especially likely given Competitiveness of managers Conclusion:

o Accuracy and fairness likely to be a real problem.

o Lack of equity will lead to de-motivation

c) Advise Fatima on the objectives of reward management, types of performancerelated pay that could be introduced, and the dangers inherent in anyperformance related reward system.

(10 marks)

Appropriate Theorists: Fletcher & Williams (1992)

Concept:

o Akin to the search for the Holy Grail.

Objectives:

o Internally equitable

o Externally competitive

o Personally motivating

o Easy to administer

Types:o Merit pay

o Individual incentives

o Collective bonuses

o Profit-related pay

o Option schemes

Dangers inherent in PRP:

o Fairness

o Managerial judgment

o Value of rewards

o De-motivating for the majority

o Relationship with the company

o Value of rewards

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Question 9

a) Analyse the objectives of development programmes and advise whether it isappropriate for Sting!.

(7 marks)o Development programme objectives:

Signal employees are important

Motivation and reward

Commitment

Identification with company

Two way communication

Ned satisfaction

Job enrichment

Change managemento Appropriateness for Sting!

Will be slow but rewarding

Unlikely to see the results in the short run Will not deliver in time for Dirks retirement.

b) Critically appraise how employees learn, and explore the idea of Sting!becoming a learning organisation.

(10 marks)Appropriate theory: Kolb, McKenna (1994), Senge, Schon

o Learning Cycle:

Experience

Reflection

Conceptualise

Experimento Learning Organisation:

Policy and Strategy is learning linked

Wide participation

Differences aired and discussed

Management systems designed to support learning

IS informates as well as automates

Open communication

Continuous environmental scanning

Sharing information

Encouraging experimentation

Freedom and time availableo Sting! becoming a learning organisation

Appropriate industry creativity orientated

Would need to revisit all systems

Build a culture of learning

Large investment in systems and staff

Are management ready?

c) Appraise potential learning methods that Sting! could employ to improve thevalue of their human capital.

(8 marks)

Appropriate theory: Price 2007

Off the Job Training:o Traditional lectures good for finding new approaches

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o Case studies good for appreciation of market

o Brainstorming good for creativity

o Critical incident technique focused case study (as with case)

o Discussion and debate good for sharing / encouraging

o Role plays good for management training, less on subject

o Exercises and games good for teamwork and management On the Job:

o Sitting with Nellie good for confidence building

o Manuals and PC training good for repetitive systems

E-Learning:o Package - Support and value

Action Learning:o Project based good for marketing industry / sharing

Appropriateness for Sting!:o If Sting! wishes to be a learning organisation is requires a mix of all

techniques.o To encourage creativity, workshops, discussions, action-learning,

brainstorming should be encouraged.

Question 10

a) Appraise the concept of globalisation and the impact it has on human resourcemanagement.

(10 marks)

Appropriate theories: Price (2007), ILO (2000)

Globalisation is the trend towards integration of production &marketing

Brand identified products

Made available across the globe

Led by trans-national, and multinational organisations

Impact on HRM

Multi-national companies free to switch resources across countries

Huge impact on global employment

Multinationals playing countries against each other

Chasing low wages Increased job insecurity

b) Critically analyse Ginas development plans with reference to levels ofdevelopment and explore whether there could be any impact on the existingbusiness

(8 marks)

Appropriate theory: Lasserre and Shutte (1999), Heeks (1996)

o Factory in Japan

Japan is an Established economy Wages will be high

A Gina appears to want a Platform country

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If so, Hong Kong or Singapore would be appropriate

However, if Gina wants growth then:

Emerging countries eg Vietnam

Growth countries eg China

May be more appropriate, depending on whether Gina is looking forpurely in nation growth or regional growth.

o Outsource to India

Labour is cheaper in India than the Uk

Indian Education is generating fluent English speakers

Indian software industry is itself growing

Indian companies are enthusiastic

Indian government is welcoming

o Impact on existing business

Customer reaction needs assessing

Jargon and Language needs investigating

Impact on existing staff needs consideration.

c) Evaluate different methods of marketing the available jobs and advice Peter onwhich may assist him in attracting appropriate candidates.

(7 marks)


o Marketing methods: Internal or external recruitment

Informal recruitment

Word of Mouth

Networking

Web based recruitment

Headhunting

Agency

o Advice for Peter:

Given the international experience required:

Headhunting would be a real option

Word of mouth with existing partners

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Question 11

a) Advise Thompson on how such an scheme could work practically within TIC.(10 marks)

Appropriate theory: Price (2007), Wolf (1999)

Definition of PRP Alternative models

o Merit pay based on appraisals

o Individual incentives

o Team bonuses

o Profit related pay

o Option schemes

Potential model for TICo Annual objectives with measurable element

o Annual appraisals grading performance (A to D)o Graded pay increase or bonus based on grade award

Applicationo Thompson appraises senior managerso Seniors appraise staff

Fundingo Could look for a flat cost line with no inflationary increase for poor performers.

b) Critically appraise the use of an appraisal based PRP scheme, usingappropriate theories to support your argument.

(15 marks)

Appropriate theory: Kanter (1989), Kauhanen and Piekkola (2006) etc.

Criticismso Fairness

o Managerial judgement

Rater inflation

Impact of charismao Value of rewards

o Impact on relationship to company

o Impact on real performance

o Demotivation for the majority

o Conflict with team philosophy

o Cost in time and appeals

Points must be explored and applied

Conclusion:o Alternatives?

o Measurement / training needs to be completed first

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Question 12

a) Critically appraise Henrys concern that each director is stuck in their ownparticular silo and what his wife refers to as a role culture

(15 marks)

Appropriate theory: Handy (1993)

Concept:o Culture is the paradigm or taken for granted assumptions

o Supported by values, beliefs and expectations

o Possible reference to John and Scholes cultural web

Silo:o Each Director has their own objectives:

Sales maximise sales

Finance bottom line

Operations quality measures

Role culture:o According to Handy (1993) a role culture is:

Where each individual has their own distinct job to complete

Normally linked to a temple (functional or divisional) structure.

It is bureaucratic by nature

Staff focus on their own job, not the organisation.

At Sales4U:o There is a functional structure

o Each function has its own objectives

o Each director is focussed only on their objectives

o

Hence a role culture with a silo mentality

b) Advise Henry on how he could get the Directors and all their staff to move fromtheir current culture towards a commitment culture

(10 marks)

Appropriate theory: Price (2007), Osborne and Cowen (2002)

There are few Indicators of commitment (Osborne and Cowen)

o Emotion packed vision

o True believer mentality

o Plain vanilla valueso Pride and dissatisfction

o Peer respect

o Long term relationship

o Fun

Common problem with growth and professionalisation

o Created through structure and rules

Strategies for recreating the commitment culture (Price 2007)

o Communication, education, ownership, emotional identification, performance,

rewards, employment contracts

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Question 13

a) Evaluate how strategic HRM could assist Amit in expanding the business, andadvise him on issues relating to the resourcing and redundancy of staff.

(15 marks)

Appropriate theory: Wright (2002), Price (2007), Torrington and Hall (1995), Hendry(1995)

Definition of Strategic HRM:

o Planned HRM intended to enable an organization to achieve its goal

Forming HR Strategies:

o

HR issues ignoreo HR issues cascaded

o Two way influence

o Staff key to competitive advantage

o HR driving force

Role of HR in acquisition of PP:

o HR ignored or at best cascaded

o No consideration of staff, conditions etc.

Resourcing options:

o Reallocate staff

o Reallocate people

o Recruit

Redundancy advice (Hendry 1995)

o Planning (natural wastage, reallocate to sales / service)

o Options and impact:

Natural wastage (turnover levels, time, cost)

Voluntary (loss of the best, take-up, cost)

Compulsory (who, impact on rest, impact on image)

b) Critically evaluate the experience of merging AP and PP, identifying what Amitshould learn from this experience

(10 marks)

Appropriate theory: Hanson 2001

Lessons:

o HR issues considered prior to acquision

o Due diligence

o Staff conditions/ pension/ wages/ etc.

o Cultural analysis, appreciation

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Question 14

a) Critically analyse Latas recruitment options, advising her on the mostappropriate.

(8 marks) Approprite theory: (Price 2007)

Recruitment options

Internal recruitment

External recruitment

Informal recruitment

Word of mouth

Networking

Web based recruitment

Agencies

headhunters

o Appropriateness for Lata Specific skills suggests agency / headhunting

Internal recruitment might help bring skills

Teamwork suggests informal

b) Critically appraise possible selection methods, advising Lata on the mostappropriate.

(12 marks)

Appropriate theory: Price (2007), Peters (1994), Lewis (1995)

Options, should include pros and cons of each:o Interviewing

o

Psychometric testingo In-tray tests

o Mini-jobs

o Simulations

o Group exercises

o Assessment centres

Choosing method:o Practicality, sensitivity, reliability

o Consistency, validity

Application for Latao Budget probably removes assessment centre and psychometric testing

o Some simulation, group exercises and interviews

c) Advise Lata on how she can get the team working together once they areappointed.

(5 marks)

Induction

Group norms

Cultural setting:o Values, beliefs, expectations

Socialising, meetings, communication

Group activities

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Question 15

a) Critically appraise the clash between the two sets of staff, considering the role

that National diversity may have in the situation.(10 marks)

Appropriate theories: Hofstede

National culture needs to be explained, explored, and applied.

Possible issues:

o Power distance lack of respect or excessive

o Collectivism same names of colleagues

o Masculinity aggressiveness / treatment of females

o Uncertainty avoidance ignoring rules.

There appears to be a complete national culture clash

b) Critically analyse the role of conflict in organisations, including why it occurs,whether it is positive or negative, and how it can be managed.

(15 marks)

Appropriate theory: McKenna (1994) Price (2007)

Why it occurs:o Frustration & aggressiono Different objectives

o Different values

o Jealousy

o Culture

Positive wheno Problem solving

o Creativity and innovation

o Clearing the air

o Understanding each others position

o Modification of goal

o Helps develop abilities

Negative wheno Diverts attention

o Creates unresolved feelings

o Develops resistance

Managing options:o Withdraw from partnership (turtle)

o Encourage conflict (shark)o Smooth differences (teddy bear)o Compromise on behaviour (fox)o Collaborate (owl)

In case:

It is proving creative, but disruptive in London cultural training

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Question 16

a) Advise Jack on key issues to consider on human resource developmentorganisation.

(10 marks)

Appropriate theories: Price (2007), Rosania (2000)

Possible issues include:

o Leadership / management development

o Blended learning / methods

o Evaluation of training needs

o Costing development needs

o Return on investment

o Assessment of results

b) Critically appraise the use development programmes, reflective learning, andlearning organisations in building staff skills.

(15 marks)

Appropriate theory: Kolb, Senge, McKenna (1994) Price (2007)

Development Programmes:o Motivation & reward

o Commitment

o Communication

o Job enrichment

o Change management

Reflective learningo Experience

o Reflectiono Conceptualisationo Experimentation

Learning organisationo Continuous learningo Fosters new thinkingo Learning together

o Evolving concept / rhetorical device?

Impact on building skillso All useful but none directly build skills

o More educational development

o Good for creativityFor skills focus on training

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Question 17

a) Critically assess how a formal performance management system could assistIsla, including consideration of the possible objectives, dangers, and processinvolved.

(15 marks)

Appropriate theory: Price (2007), Armstrong & Baron (1998)

Objectiveso Identify training & development needs

o Reveal problems

o Provide consistency & encouragement

o Assist HR planning

Dangerso Impression management

o Rater inflation

o Cost

Processo Create shared vision

o Set individual performance targets

o Regular formal review

o Identify development needs

o Evaluate whole process

How it could helpo Clarity of vision / target

o Formal process for measuring performance

b) Evaluate alternative methods which Isla could use to assess her team leaders,recommending the most appropriate.

(10 marks)

Appropriate theory: Price (2007),

Alternatives

o Self assessment

o Peer assessment

o Line management

o Upward assessmento Multi-rater (360)

Recommend

o 360 should be possible and would probebly be cost effective for the eightteam leaders.

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Question 18

a) Critically review the suggested recruitment method against alternativeapproaches, and recommend which would be most appropriate.

(10 marks)


Alternatives:

o Informal

o Headhunting

o Web-based

o Agencies

Evaluation:

o Where to place adverts?

o Local expertise?

o Industry journals?

o High level of skills required

o Complex mix of skills required

Local expertise required

o Agents or head-hunting most likely to succeed

b) Critically evaluate Kakas preferred selection method against alternatives andrecommend a way for Kaka and Tiala to proceed.

(15 marks)

Appropriate theory: Peters (1994), Lewis (1995), Price (2007)

Kakas selection method is singleton interviews

Alternatives:

o Panel interviews (possibly with Tiala

o

Psychometric testingo Assessment centres

Criteria:

o Correct selection critical to business

o Range of skills required

Arguments:

o Pros and cons of interviewing

o Pos and cons of alternatives

Recommendation: - given importance probably assessment centre

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Question 19

a) Critically analyse the Directors statement that Trops is truly diverse against theaccusation in the report of particularism, discussing the potential benefits to

Trops of embracing diversity. (15 marks)

Approprite theory: Straw (1989), Price (2007)

Particularism

Discrimination on grounds of:o Gender

o Ethnicityo Age

Evidence from scenario:o Discrimination is not absolute numberso With 53% female why are there no directors

o With 53% female why are there only 5% of senior managerso Similar with non-anglo saxons

o Age ranges and averages suggests age bias (career ends at 54 for sms)

Conclusion:o Trops is not diverse

o Glass ceiling based on particularism

Benefits of diversityo Increased ideas

o Cultural access

o Improvement in motivation

b) Critically appraise whether Trops plc can be said to give equal opportunity,and outline possible reasons for the current situation at Trops..(10 marks)

Appropriate theory: Straw (1989)

According to Straw, equal opprotunity is:o Equal chance

o Equal access

o Equal share

From the case:o Equal chance seems to happen as np gender discrimination on employement

o Equal access to promotion is not presento

Equal share of ownership unclear but unlikely Current situation may come from:

o Negative schemaso Unfair selectiono Stereotypingo Pre-labour market inequality

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Question 20

a) Critically appraise the impact of globalisation on HRM and explore the role of the

state in protecting workers.(15 marks)

Appropriate theories: Abrahart & Verme (2001), Price (2007)

Impact on HRM

o Physical location less important

o Global brands

o Global insecurity

o Countries competing for jobs

o Multi nationals chasing low wages

Role of the State:

o Japanese model

o European model

o American model

o Neo-libralism

UK in case:

o Open market so unable to stop

o Possible incentives to stay

o

Competition rules in EU and GATT

b) Critically evaluate the potential advantages for Massinec in off-shoring to Asia,and discuss the type of economy that may be the most suitable.

(10 marks)

Appropriate theory: Heeks (1996), Lassere & Shutte (1999)

Potential advantageso Costso Technology

o

Access to marketso Infrastructure savings

Disadvantageso Redundancy costs

o Risks brand, business, financial, repatriation

Economieso Platform low risk, easy access, expensive

o Emerging high risk, high growth, low cost

o Growth medium risk, low cost

o Maturing increasing cost, reducing risk,

Question Bank of hrm

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