Human Resources Planning

Question 1

Corporate strategy leads to a strategic plan. What are the four types

Answer 1

emergent (plan that changes incrementally due to envir changes), intended (formulated plan), realized (implemented) discarded

Question 2

What are four human resources planning strategies?

Answer 2

• growth (mergers and acquisitions, incremental, international)
• stability (content, can be temp strat)
• turnaround (attempt to increase viability of org, part of restructuring)
• restructuring (turnaround, divestiture - sale of part of org, liquidation, bankruptcy)

Question 3

benefits of strategic planning include

Answer 3

clarity, coordination, efficiency, incentives, adjustment to change, career development

Question 4

the articulation of the purpose of the org and the value it creates for customers

Answer 4

mission

Question 5

defines long-term goals ‘where are we going?’

Answer 5

vision

Question 6

basic beliefs that govern individual and group behaviour in an org

Answer 6

values

Question 7

Porter’s 5 business strategies

Answer 7

1. low-cost
2. differentation
3. best-cost
4. focused/market niche low cost
5. focused/market niche differentation

Question 8

Specify values put on HR that informs an org’s policies and procedures

Answer 8

HR philosophies

Question 9

Direct and constrain development of specific practices

Answer 9

HR policies (ex. increase diversity)

Question 10

recruitment, selection, appraisal are types of

Answer 10

HR practices

Question 11

Environmental scanning process

Answer 11

scanning, monitoring, forecasting, assessing

Question 12

Environmental influences

Answer 12

economic climate, globalization, political and legislative factors, technological factors, demographic factors, social and cultural factors

Question 13

The heart of the HR planning process

Answer 13

HR forecasting

Question 14

when internal work force exceeds org’s requirement/demand for personnel

Answer 14

hr surplus

Question 15

demand for hr exceeds current personnel available in workforce

Answer 15

hr shortage

Question 16

Steps in forecasting process

Answer 16

identify org goals/objectives, determine hr demand, assess in-house skills, determine net demand requirements to be met by external supply, develop hr programs/plans

Question 17

Steps in succession management process

Answer 17

align succession management plans with strat, identify skills and competencies needed to meet strat objectives, identify high potential e’e, provide developmental opportunities and experiences, monitor success

Question 18

long-term-changes in skillset in org- replacing high level skills (org strategy)

Answer 18

succession planning

Question 19

short-term like paternity leave (job)

Answer 19

replacement planning

Question 20

fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed

Answer 20

business process re-engineering

Question 21

The change model is 3 parts

Answer 21

unfreezing, moving, refreezing

Question 22

long-term strategy that changes culture, attitudes and values of e’e to reduce costs and enhance quality

Answer 22

systematic change

Question 23

Decisions were objective, fair to device who to let go

Answer 23

procedural justice

Question 24

how survivors of downsizing feel those affected feel

Answer 24

interactional perceptions of justice

Question 25

fairness of decision to downsize

Answer 25

distributive justice

Question 26

types of interpersonal treatment e’e receive during downsizing implementation

Answer 26

interactional justice

Question 27

unwritten commitment between employers and e’e towards job security and rewards for loyal service

Answer 27

psychological contract

Question 28

impacts of downsizing

Answer 28

negative attitudes and behaviours, reduced performance, lower productivity, emotions of downsized survivors

Question 29

Options/alternatives to downsizing

Answer 29

cutting non-personnel costs, cutting personnel costs, incentives for voluntary resignation/early retirement

Question 30

benefits provided to displaced workers

Answer 30

severance pay, continuation of benefits

Question 31

4 stages of international growth

Answer 31

1. domestic strategy - exporting goods abroad as means of seeking new markets, focusing on domestic markets and exporting w/out altering for foreign market
2. multidomestic strategy - development of foreign markets by selling to foreign nationals, subsidiary set up
3. multinational strategy - standardizing products around the world to gain efficiency, price sensitive perspective popular and cultural differences less emphasized
4. global strategy - culturally sensitive products with least amount of cost, geocentric, very complex

Question 32

3 compensation strategies for international e’e

Answer 32

home-based policy - links base salary to salary structure of their relevant home country
host-based policy - links base salary to salary structure of host country but retains home country salary structure for other international supplements such as housing, schooling etc
region-based policy - compensates expatriates working in their home regions at somewhat lower levels than those who are working in regions far from home

Question 33

Types of mergers

Answer 33

horizontal - merging of two competitors
vertical - merger of buyer and seller or supplier
conglomerate - merge of 2 orgs in different markets

Question 34

Three reasons why orgs merge

Answer 34

strategic benefits, financial benefits, needs of CEO or managing team

Question 35

best success rates for mergers involve

Answer 35

similar organizations and when a larger firm absorbs a smaller one

Question 36

measures of efficiency

Answer 36

time, cost, volume

Question 37

5c model of evaluation hrp

Answer 37

compliance, client satisfaction, culture management, cost control, contribution