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Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Management USP Fiji

Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.

MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.

Stuart Gow
Amrish Narayan
Chaminda Wanninayake

Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397

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Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Management USP Fiji

  1. 1. Chapter 1 Chapter Review Questions MBA-423 HRM Group 5 22nd Oct 2013
  2. 2. Amrish Narayan S11005566 Chaminda Wanninayake S11105205 Freda Wickham S11082416 Stuart Gow s11100919
  3. 3. Scope  Define SHRM  Key Roles of HR Manager  Activities of HR Manager  Which is most Important?  References
  4. 4. Define SHRM
  5. 5. SHRM Definition  Link all HR Activities to the Organisation’s Strategic Objectives “Strategic HRM is an approach that defines how the organization’s goals will be achieved through people by means of HR strategies and integrated HR policies and practices.” Strategic human resource management : a guide to action, Michael Armstrong, 4th ed.
  6. 6. Basics Of Strategic HRM  HR Programs to enhance overall organizational performance  HR in organisation strategic planning from start  Pro-actively participate in big picture decision making  Redesign organizations and the work processes  Measure financial results of all HR activities
  7. 7. The Multiple Roles of the HR Manager in SHRM
  8. 8. The Multiple Roles 4 key roles for HR managers  Strategic Partner  Administrative Expert  Employee Champion  Change Agent
  9. 9. Strategic Partner  Ability to translate business strategy into action  HRM part of the business team  Know the business: The Bottom-Line  Add value  Measure performance  Provide Professional advise  Make the line managers job easier
  10. 10. Strategic Partner cont.  “A business with HRM involved at strategic level has a competitive advantage”
  11. 11. Administrative Expert  Efficiency of HRM (Cost)  Effective management of HR Activities (Quality)  Re-engineer HR processes using technology and innovation  Create value  Measure HR activity results in terms above
  12. 12. Employee Advocate  Meet the needs of employees  Being fair and principled  Assuring employees their voice is being heard  Assist employees find new resources so that they can perform their jobs better
  13. 13. Agent for change & cultural transformation  Change agent - Catalyst for change  Leading Change (Including in HR)  Problem Solving  Communication  Influencing and convincing skills  Cultural transformation  Culture of excellence  Excellent leadership, planning, processes, people, customer satisfaction, measurement and analysis
  14. 14. Other inter-related roles  Legal Expert  HR functional expert  Talent manager  Organisation ambassador  Board & senior executive resource
  15. 15. What are the main activities of an HR Manager?
  16. 16. Management of Organisation’s HR involves the following aims:  Acquisition  Development  Reward and motivation  Maintenance  Eventual Departure
  17. 17. HRM Activities  Job analysis  Human resource planning or employment planning  Employee recruitment  Employee selection  Performance appraisal  Human resource development activities  Career planning and development activities  Compensation  Industrial relations  Health and safety programs  Managing diversity
  18. 18. HRM Activities Job analysis HR planning or Employment planning  Defines a job:  Job Descriptions  Job Specifications  Grouping jobs?  Enhanced performance?  The Starting Point…  Ensures: qualified people  Compares: present supply of people with projected demand for HR  Produces: decisions  Achieves: quality HR and effective equal opportunity planning.
  19. 19. HRM Activities Employee recruitment Employee selection  Fill from within or outside?  Be attractive to prospective employees  Methods used:  job posting  newspaper ads  Online Media (LinkedIn)  executive search  Screen the applications  Review the applications,  Psychological testing  Interview  References  Medical test  Make the final selection
  20. 20. HRM Activities Performance appraisal HR development activities  Determine performance  Communicate results  Plan for improvement  Use appraisal results for:  performance based rewarding  identifying training & development needs  placement decisions  Focus on A.S.K. :  Attitudes  Skills  knowledge  Continuously Improve  Knowledge  Skills & Capacity to adapt  Change
  21. 21. HRM Activities Industrial Relations Remuneration/Compensation  Employee – employer relationship  Employee attitude & behavior  Good or Bad?  Broader perspective  Employee cash rewards  Motivating factor  +ve relationship
  22. 22. HRM Activities Managing diversity Health and safety programs  Ensure Physical & Mental Safety & Wellbeing  Safe environment  Legal requirements:  HASAW 1996 in Fiji  Integrate multicultural Fiji population  Language challenges  Clear communication vital  Gender and Cultural challenges
  23. 23. HRM Activities Career planning  Benefit both employee and the organisation  Identifying  career goals  job opportunities  personal improvement  Ensure: qualified employees available
  24. 24. Which Role or Activity is most important within the Organisation?
  25. 25. Strategic Partner  Primary SHRM Role: “link the various roles/activities of HRM with the strategic objective of the organization and make it clear”  This means strategic partner is the most important role...
  26. 26. Why Strategic partner?  Strategic partner precedes the other roles  In the planning stage  Crucial to the organisation  Where all HR strategies are aligned with the overall objective of the organization  Other HRM roles follow
  27. 27. References  Course/ Student Study Guide, MBA 423 HRM, Prof. Dr. K C. Patrick Low , (PhD (UniSA) & Chartered Marketer )  Managing Human Resources; 4th edition; Raymond J. Stone (2013); John Wiley & Sons Australia Ltd; Sydney.  Strategic human resource management : a guide to action, Michael Armstrong (2008); 4th edition; Kogan Page Ltd; London
  28. 28. Chapter 1 Major Types of HRM Roles/Activities
  29. 29. Amrish Narayan S11005566 Chaminda Wanninayake S11105205 Freda Wickham S11082416 Stuart Gow s11100919