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. http://www.usp.ac.fj/index.php?id=mba423 Students: 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

1. Chapter 1
Chapter Review Questions
MBA-423 HRM Group 5 22nd Oct 2013

2. Amrish
Narayan
S11005566
Chaminda
Wanninayake
S11105205
Freda
Wickham
S11082416
Stuart
Gow
s11100919

3. Scope
 Define SHRM
 Key Roles of HR
Manager
 Activities of HR
Manager
 Which is most
Important?
 References

4. Define SHRM

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. 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. The Multiple Roles of the HR Manager in SHRM

8. The Multiple Roles
4 key roles for HR
managers
 Strategic Partner
 Administrative Expert
 Employee Champion
 Change Agent

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. Strategic Partner cont.
 “A business with HRM
involved at strategic
level has a
competitive
advantage”

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. 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. 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. Other inter-related roles
 Legal Expert
 HR functional expert
 Talent manager
 Organisation
ambassador
 Board & senior executive
resource

15. What are the main activities of an HR Manager?

16. Management of Organisation’s
HR involves the following aims:
 Acquisition
 Development
 Reward and motivation
 Maintenance
 Eventual Departure

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. 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. 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. 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. 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. 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. HRM Activities
Career planning
 Benefit both employee and
the organisation
 Identifying
 career goals
 job opportunities
 personal improvement
 Ensure: qualified
employees available

24. Which Role or Activity is most important within the
Organisation?

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. 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

28. 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

29. Chapter 1
Major Types of HRM Roles/Activities

30. Amrish
Narayan
S11005566
Chaminda
Wanninayake
S11105205
Freda
Wickham
S11082416
Stuart
Gow
s11100919