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HRMD320 Human Resources Management

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Questions:

Part 1: 

Attempt all the questions below.  Explain comprehensively your answers (with introduction, body and conclusion structure)

  1. Training and development has direct link on strategic human resource management. How do the competency models serve as strategic link for training and development processes? Explain. 

  2. One way to think about the roles and responsibilities of HR departments is to consider it as a business within the company with three product lines—namely, administrative services and transactions, business partner services, and strategic partner roles.  In this light, discuss how the HRM operational roles become strategic in scope.

  3. Critically analyze the changing roles of HRM.  Include in your discussion how HRM tools and techniques contribute to the competitive advantage of the company. Give an example to support your answer .

Part 2: 

Read the scenario carefully and answer the question below.  

Southwest’s Strategic HRM

Southwest Airlines’ challenges face every company sooner or later. While firm success can be sustained for a number of years, at some point competition begins to take its turn. In addition, with changes in leadership (Herb Kelleher retired from the CEO role and handed it off to Gary Kelly in 2004), it is difficult to maintain the same strong culture. This has profound effects on how people must be managed to sustain success amid a changing competitive landscape. In spite of these challenges, Southwest’s performance remains strong. The airline made a record of $1.1 billion in profits in 2014, almost twice as much as in 2013.  In addition, the airline will continue to expand internationally, providing new opportunities for revenue growth.

  1. Critically identify and analyse the major challenges facing Southwest Airlines, if any. How would a strategic approach to HRM help Southwest to successfully address these challenges?

Part 3: 

Case: HRM Incident

Mary Corey recently completed her fourth year with State-wide Services Corporation. In her position as costumer support specialist, she consistently received high performance evaluations-until recently. Indeed, her most recent evaluation, completed three weeks ago, rated her as “Her supervisor, Helen Rowe, wondered why this previously strong employee had fallen so quickly.”  Helen had just returned from meeting with her boss, Betty Allen, when again the subject of Mary came up. Betty suggested that Helen look through Mary’s past work records to try to find some clues about what happened and what they should do now.

Helen closed the door to her office, sat at her desk, and pulled Mary’s personnel folder from her desk drawer as she flipped through the materials in the folder. Mary’s story came into better focus.

About six months ago, Mary’s started taking longer lunch breaks. Given the cramped quarters in which Helen’s Customer Support Department work and demanding routines they had to follow, it was easy to notice Mary stretching her regular lunch period by 10 or 15 minutes. Once she even stretched it for a full 25 minutes. Since it was the holiday season, Helen took no specific action. However, her occasional remarks reminding Mary of the lunch break schedules would produce an uncharacteristically evasive, defensive response from Mary. On at least two occasions, she nodded off to sleep at her desk returning from lunch.

In January and February, she was 10 to 20 minutes late for work on six different days and called in sick on four other days. It was this time that Mary’s dealing with her co-workers deteriorated. Normally quit yet sociable, Mary’s became increasingly short tempered and given to periodic outburst of anger belligerence. Since Mary’s 36, was a single mother of two teenage girls, almost everyone in the office assumed there was something going on at home.

On February 23rd, though, things took a disturbing turn. Mary left for lunch at her usual time, but did not return. She called in three hours later to say she had gone home because she had suddenly become ill. Her speech seemed slurred, somehow not quite right. She returned to work two days later, with a doctor’s note explaining she had been sick with stomach flu.

  1. Assume that you are the current HR manager. Evaluate Mary’s behavior and discuss the action plan you intend to perform before making a decision. Make sure you consider the Equal Employment Opportunity laws to avoid discriminatory practices.
  1. Develop and explain a framework recommending two immediate interventions to resolve Mary’s case as a line manager. Which HRM functional area is involved?  Explain.

Cite This Work

To export a reference to this article please select a referencing stye below:

My Assignment Help. (2021). Human Resources Management. Retrieved from https://myassignmenthelp.com/free-samples/hrmd320-human-resources-management/organizational-activities.html.

My Assignment Help (2021) Human Resources Management [Online]. Available from: https://myassignmenthelp.com/free-samples/hrmd320-human-resources-management/organizational-activities.html
[Accessed 02 August 2021].

My Assignment Help. 'Human Resources Management' (My Assignment Help, 2021) <https://myassignmenthelp.com/free-samples/hrmd320-human-resources-management/organizational-activities.html> accessed 02 August 2021.

My Assignment Help. Human Resources Management [Internet]. My Assignment Help. 2021 [cited 02 August 2021]. Available from: https://myassignmenthelp.com/free-samples/hrmd320-human-resources-management/organizational-activities.html.


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