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1、Review Exercises1. True/False Questions.(101.5=15 points)2. Multiple Choice Questions (101.5=15 points)3. Essay Questions (310=30 points)4. Case Analysis (220=20 points)Essay Questions: 1. Describe the roles played by line managers and human resource professionals with respect to HRM. P7-8(1) HR pro
2、fessionals typically assume the four areas of responsibility:v Establish HRM proceduresv Develop/choose HRM methodsv Monitor/evaluate HR practicesv Advise/assist managers on HRM-related matters(2) Line managers direct employeesday-to-day tasks.From an HRM perspective, line managers are the main peop
3、le responsible for:v Implementing HRM practicesv Providing HR professionals with needed input2. What are the 16 HRM practices that enhance a firms competitive advantage suggested by Professor Jeffrey Pfeffer ? P12v Employment security Selectivity in recruitingv High wage Incentive payv Employee owne
4、rship Information sharing v Participation and empowerment Teams and job redesignv Training and development Cross-utilization and cross-trainingv Symbolic egalitarianism Wage compressionv Promotion from within Long-term perspectivev Measurement of practices Overarching philosophy3. Discuss how job an
5、alysis lays the foundation for HRM practices that lead to competitive advantage.P45-46(1)Laying the foundation for recruitment and selection practice(2)Laying the foundation for Training and development programs(3)Laying the foundation for performance appraisal forms(4)Laying the foundation for comp
6、ensation decisions.4. Understand how a firms human resource management practices can help it gain a competitive advantage. P11 P12-17HR PlanningJob AnalysisRecruitmentSelectionWorkplace JusticeUnionsSafety & HealthInternationalCompetenceMotivationWork AttitudesOutputRetentionLegal ComplianceCompany
7、ImageCostLeadership;ProductDifferentiationTraining/Develop.Performance App.CompensationProductivity Imp.5. Explain why and how HRP activities are conducted? P39 第3题(1)Why The aim of HRP is to ensure that people are available with the appropriate characteristics and skills when and where the organiza
8、tion needs them. (2) How: HRM consists of the following activitiesv Demand forecasting v Supply forecasting v An HR plan is derived by combining the results of supply and demand forecasts made for each organizational job group.6. Why is the internal supply of labor not static? How can organizations
9、keep track of their internal supply of labor?7. Explain how realistic job previews (RJPs) operate. Why do they appear to be an effective recruitment technique?(1) How to use（operate） RJPs P79v Include descriptive information（starting salaries，average length of time to promotion， hours of work）and ju
10、dgmental information（aspects that satisfy and dissatisfy employees）v Avoid giving candidates all possible informationv The relative emphasis you give to positive and negative information should reflect the actual balance of positive-negative factors found in the environment.（2）RJPs improve retention
11、 rates P65-668. What are the pros and cons of recruiting applicants internally and externally?内部招聘的优点1）选任时间较为充裕，了解全面，能做到用其所长，避其所短。2）他们对组织情况较为熟悉，了解与适应工作的过程会大大缩短，他们上任后能很快进入角色。3）内部提升给每个人带来希望，有利于鼓舞士气，提高工作热情，调动员工的积极性，激发他们的上进心。内部招聘的缺点1）容易造成“近亲繁殖”。老员工有老的思维定势，不利于创新，而创新是组织发展的动力。2）容易在组织内部形成错综复杂的关系网，任人唯亲，拉帮结派，
12、给公平、合理、科学的管理带来困难。3）内部备选对象范围狭窄。外部招聘的优点1）来源广泛，选择空间大。特别是在组织初创和快速发展时期，更需要从外部大量招聘各类员工。2）可以避免“近亲繁殖”，能给组织带来新鲜空气和活力，有利于组织创新和管理革新。此外，由于他们新近加入组织，与其他人没有历史上的个人恩怨关系，从而在工作中可以很少顾忌复杂的人情网络。3）可以要求应聘者有一定的学历和工作经验，因而可节省在培训方面所耗费的时间和费用。外部招聘的缺点1）难以准确判断他们的实际工作能力。2）容易造成对内部员工的打击。3）费用高。9. What is meant by “transfer of training
13、?” What can be done to help ensure transfer? (1) Transfer of training: material learned in training is applied to the job P126(2)A manager can help ensure transfer by these means:v Discuss with employees what the program covered and how it can be applied to the job.v Assign employees tasks that requ
14、ire them to apply the knowledge learned in trainingv Give employees coaching and feedback regarding their performance of assigned tasks.10. Describe how training evaluations should be conducted.v Level I: ReactionHow did the student feel and what did they think about the training? Distribute an eval
15、uation or feedback form. This is often called a “smilesheet” and can be administered in either paper format or online format. This type of evaluation is usually inexpensive and used by most organizations. Be sure to distribute evaluations immediately after training ends. You can include questions to evaluate the instructor, material covered, training materials and audio visual equipment. v Level II: LearningHow much did the student learn? To
