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    Assignment

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    Juliet D Salahid
    The document contains 6 questions related to human resource management: 1) Explain the difference between a personnel manager and head of HR. 2) How would you respond to concerns that "human resources" implies treating employees as production factors not people. 3) Examine how John Storey's description of strategic HRM applies to an organization. 4) As HR director, identify the key HR issues of high driver turnover, accidents, and poor employee relations at a distribution company and proposals to address them in a business plan. 5) Define what social capital is and why it is significant. 6) Cite evidence from research that HR professionals are becoming strategic partners as Ulrich described in 1997.

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    Assignment

    Uploaded by

    Juliet D Salahid
    76 views1 page
    The document contains 6 questions related to human resource management: 1) Explain the difference between a personnel manager and head of HR. 2) How would you respond to concerns that "human resources" implies treating employees as production factors not people. 3) Examine how John Storey's description of strategic HRM applies to an organization. 4) As HR director, identify the key HR issues of high driver turnover, accidents, and poor employee relations at a distribution company and proposals to address them in a business plan. 5) Define what social capital is and why it is significant. 6) Cite evidence from research that HR professionals are becoming strategic partners as Ulrich described in 1997.

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    The document contains 6 questions related to human resource management: 1) Explain the difference between a personnel manager and head of HR. 2) How would you respond to concerns that "human resources" implies treating employees as production factors not people. 3) Examine how John Storey's description of strategic HRM applies to an organization. 4) As HR director, identify the key HR issues of high driver turnover, accidents, and poor employee relations at a distribution company and proposals to address them in a business plan. 5) Define what social capital is and why it is significant. 6) Cite evidence from research that HR professionals are becoming strategic partners as Ulrich described in 1997.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    76 views1 page

    Assignment

    Uploaded by

    Juliet D Salahid
    The document contains 6 questions related to human resource management: 1) Explain the difference between a personnel manager and head of HR. 2) How would you respond to concerns that "human resources" implies treating employees as production factors not people. 3) Examine how John Storey's description of strategic HRM applies to an organization. 4) As HR director, identify the key HR issues of high driver turnover, accidents, and poor employee relations at a distribution company and proposals to address them in a business plan. 5) Define what social capital is and why it is significant. 6) Cite evidence from research that HR professionals are becoming strategic partners as Ulrich described in 1997.

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    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 1

    Assignment 1:

    a. You are a head of the human resource in a medium-sized manufacturing company.


    Your new chief executive mentions to you that in her last firm they had a personnel
    manager and asks you to explain the difference, if any.
    b. At a meeting of trustees the chief executive of a medium-sized charity proposed that a
    director of human resources should be appointed. Two trustees protested that the term
    ‘human resources’ implied that employees would just be treated as factors of production
    not as people. How would you respond?
    c. John Storey wrote in 1995 that: ‘Human resource management is a distinctive approach
    to employment management which seeks to achieve competitive advantage through the
    strategic deployment of a highly committed and capable workforce, using an integrated
    array of cultural, structural and personnel techniques.’ Examine the approach to HRM in
    your own organization or any other organization known to you and analyze the extent to
    which Storey’s description of HRM applies.
    d. You are the recently appointed HR director of a medium-sized distribution company
    based in Dartford with a staff of 350 including 130 drivers. After three months you have
    decided that the crucial HR issues facing the company are the high rate of turnover of
    drivers (35 per cent last year), an unacceptable level of road accidents, and an
    unsatisfactory climate of employee relations (there is a recognized union for drivers
    which is militant and hostile and no formal procedures for employee communications or
    consultation). In spite of this the company is doing reasonably well although it is felt by
    the board that is should do better and there are plans for opening a new distribution
    centre in Essex. You have received an e-mail from the finance director who is preparing
    the company’s business plan and asks for your proposals on what needs to be done in
    HR to support it.
    e. What is social capital and why is it significant?
    f. HR professionals become strategic partners when they participate in the process of
    defining the business strategy, when they ask questions that move the strategy to action
    and when they design HR practices that align with the business (Ulrich, 1997). What
    evidence is available from research that this is happening today?

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