Strategic HRM, Rewards and Remuneration, Performance Management, Employee Wellbeing and HRIS

Strategic HRM and roles of HRM

Q1. Strategic HRM and roles of HRM (20 Marks)

1. Using the SHRM model discuss how HR policies and practices are inextricably linked to the ‘formulation and implementation of strategic corporate and/or business objectives. (10 marks)

 

a. Use Ulrich’s HR model (2005) to explain the roles of the HR professional including strategic partner. (10 marks)

 

Q2.  Rewards and Remuneration (20 Marks)

 

The manager of your IT department is complaining that the remuneration system doesn’t take into account the specialist nature of information technology positions and the shortage of good people in the labour market.

 

There has also been a high turnover of IT staff over the last year.

 

The suggested solution is an increase in the base rate of remuneration for all IT staff. As the Human Resource Manager you need to resolve this situation.

 

a. Discuss the steps you would take to analyse the validity of the IT manager’s complaint. (6 marks)

 

b. Explain the implications of adopting the suggestion of a base rate increase without an investigation. (4 marks)

 

c. Based on current remuneration and rewards trends, identify and discuss three innovative (but realistic) components, other than a base salary, of a total remuneration and rewards package you would recommend for IT Professionals.

 

Provide specific examples of the components of the package and illustrate how the package would be structured. Certain valid assumptions can be made when answering this question.(6 marks)

 

d. Describe, with the use of specific examples, two internal factors and two external factors you would consider in determining an appropriate rewards and remuneration package for IT professionals, assuming this is what is required. (4 marks)

 

Q3.  Performance Management (20 Marks)

 

In your role as the Human Resource Manager for the business in which the IT Department mentioned in question 2 above is located, you have realised you need to develop a comprehensive performance management system for your organisation.

 

3.1    Discuss, with the use of specific example(s), key features and the role of each of the following components of the Performance Management (PM) Process (below) and how the PM process contributes to organisational and individual performance:

 

•performance planning

 

•performance monitoring

 

•performance development

 

•performance evaluation (12 marks)

 

3. Discuss, with the use of a specific example, the warnings process you would follow if an employee (‘worker’) allegedly broke a workplace rule. Include the aspects of procedural fairness and substantive justification as part of the warning process. (8 marks)

Rewards and Remuneration

 

Q4. Employee Wellbeing  (20 Marks)

 

4. Discuss the relationship between the concept of employee wellbeing and the pressures on modern organisations and their employees for better performance and productivity. (10 marks)

 

a. Sing key terms and concepts from the Health and Safety at Work Act 2015, explain the following:

 

i. The purpose of the Health and Safety at Work Act 2015.    (3 marks)

 

ii. Those who have responsibility for the health and safety of people in the workplace.  (4 marks)

 

iii. Three ways in which worker representation can benefit a business and workers.    (3 marks)
        
Q5.  HRIS    (20 Marks)  

 

5. The Privacy Act

 

Read the following statements and identify whether there has or has not been a breach of the Privacy Act 1993.

Justify your answers by referring to sections of the Act:

 

a)Stephanie had registered at an employment agency for a new job. In her CV she has listed her past employers. The girl at the Agency phoned the most recent employer and asked for details about Stephanie’s past performance.

 

The past employer, who hasn’t heard from Stephanie for a couple of years, told the agency girl several pieces of information about Stephanie that weren’t in the CV. (2 marks)

b)Ann, who has worked for a hairdressing salon for three years couldn’t remember who she had put on her original job application form when she started working there as her next of kin. In a break between clients one day she approached the office person and asked to see her file.

 

The office person said that personal files for the staff were private and she could not give Ann the documentation she needed. (2 marks)

c)Christopher received a first written warning in May for lateness which he was told would stand for six months. In December, Christopher had a look at his file and commented to the boss that the file still recorded that he was under a first warning.

 

The boss refused to remove the first warning status. Christopher wrote a note stating that he was no longer subject to the warning and pinned it to his file. The boss was annoyed and said Christopher could not “pin pieces of paper with changes to his file”. (2 marks)

d)Steve, the CEO of a chain of service stations, was interested in teenagers and their attitude to drugs. As there were a number of teenage forecourt attendants working for the company he decided to carry out a survey among the teenage staff.

 

The survey involved answering approximately 20 questions. Being given the forms by the CEO and not really knowing what the forms were about, the teenage staff members filled out the forms and returned them to him.

 

The CEO found the answers really interesting and he thought maybe he could sell the information to a drug company sometime in the future to increase revenue for the service station chain. (2 marks)

5. HRSI for Decision – Making

Select three of the following four areas: Recruitment, Selection, Training and Remuneration.

 

Discuss, with the use of specific examples, how you would use human resource data qualitatively and quantitatively for each of the three areas selected to make decisions about improving organisational performance.