HRM: May, 2013 Suggestion: By Tarek.

Section A:

(10 marks)

1. What do we mean by the terms best fit and best practice to describe SHRM. Use any short case examples to illustrate your discussion? 2. What are the main components of a reward strategy? 3. Explain the pluralist and unitarist view of employment relations and in particular how unions might be perceived from each perspective? 4. (a)What are the main components of a reward strategy? 5. What are the main features of Lawlers model on strategic issues in reward management? 6. Discuss the main features of a learning organisation. Why is important in a strategic HRD approach to organising development? 7. How do recruitment and selection practices help to deliver SHRM? / How can recruitment and selection processes contribute to strategic HRM? 8. How does modern human resource planning relate to Human Resource strategy and how does it differ from Manpower planning? 9. Explain and critically evaluate the relationship between HR strategy and corporate strategy? 10. Explain and critically appraise the factors that will direct the H.R strategies of multinational corporations. Use appropriate theories and models to support your answer. 11. Which mechanisms of employee involvement/ engagement would you recommend using as part of your employee relations strategy and why?

Section B:

(30 marks)

1. Why is reward management potentially so problematic for SHRM? In what ways can organisations integrate reward management in to the HRM strategy? 2. In what ways can organisations develop strategically useful performance management systems? What is the nature of the link to SHRM thinking? 3. Critically evaluate the role of competency based approaches in SHRM. Using organisational examples explain and illustrate the use made of them in relation to either: a) Reward or b) Recruitment and selection

Or Explain and critically appraise the factors that will direct the international recruitment and selection strategies of multinational corporations. Use appropriate theories and models to support your answer. 4. What are the main features of Performance Management Systems? Why do Performance Management Systems not always deliver SHRM ambitions in the way intended and appear to need to be regularly reviewed and adjusted? Support your answer with organizational examples as appropriate. 5. Critically evaluate the range of options available to an organisation when developing a strategy to accommodate the employee voice.