MODULE CODE: BD415036S

MODULE TITLE: Human Resource Management in an

International Context

QUESTION BANK

Page 1 of 46
Question 1

Fatima recently joined ‘Gambit Plc’ as the Director of HR. She has been given a strong steer
by the CEO to increase diversity in the workforce, and to prepare to globalise the operation.

At the last meeting of the Board, discussions on diversity were fierce. Fatima expressed a
concern that Gambit Plc must be following a form of ‘particularism’ and that this was holding
the organisation back from achieving its objectives.

The CEO expressed the desire that diversity increase in the organisation, that ‘opportunity
for all’ should be the vision, and that this approach should be implemented immediately
across the whole organisation regardless country or continent.

Required:

a) Explore what Fatima meant by ‘particularism’ and draw conclusions as to why

Fatima may have concluded that it is present within Gambit.
(8 marks)

b) Use appropriate theory to appraise what ‘opportunity for all’ might mean in the
organisation.
(6 marks)

c) The CEOs wish that the policy be implemented in every country would suggest
a convergence of HR practice across the globe. Critically evaluate the CEOs
vision with direct reference to a country of your choice.
(11 marks)

Page 2 of 46
Question 2

‘Advent Partnerships’ began implementing a strategy of growth last year and has seen its
turnover double in twelve months. Advent sells home improvements through direct selling,
with each salesperson being trained in basic building design as well as sales technique.
Advent had expected to grow its sales force from 30 to 50 in the year, but has had a number
of problems. Turnover has grown to 28% in the year (compared to 3% in the previous year),
and the Director of HR is being asked some difficult questions concerning staff morale and
commitment.

Of the 30 original sales staff, 3 salesmen employed in the last two years have moved on to
new jobs and just 1 long standing member of staff has left due to a change in personal
circumstances. Recruiting the additional 20 sales staff proved very difficult and it was 6
months into the year before the majority started. The HR Director was not completely
satisfied with the new staff, which proved a fair assessment as 10 have left since training
began.

Rumours have started circulating throughout Advent that a large competitor ‘Shark & Co.’
wants to merge with Advent and that the sale force will be cut. Gossip suggests that the
owners of Advent are in discussion with the CEO of Shark. The Director of HR is not aware
of any changes in strategy.

Required:

a) Evaluate the turnover of staff at Advent using the theories of Rice (1950) and
advise the Director of HR as to what actions to take.
(10 marks)
b) Explore the role of Human Resource Planning, and the issues that should be
considered when adopting this approach.
(8 marks)
c) Critically assess the extent to which Advent have a ‘Strategic HRM’ approach.
(7 marks)

Page 3 of 46
Question 3

Syed is CEO of a company with 200 employees and 10 managers. He believes in strong
performance management and implemented formalised annual appraisals two years ago.
Each of his managers appraise their staff against preset annual objectives, and grades
performance using the following system:
• ‘A’ for excellent performance, objectives exceeded
• ‘B’ for satisfactory performance, objectives achieved
• ‘C’ for unacceptable performance, objectives not achieved
Last year performance appraisals showed that 40% of staff were graded as ‘A’, 58% were
graded ‘B’ and just 2% were graded ‘C’.

Syed was horrified to discover that the objectives and targets for his company were not
achieved. Sales had fallen in every section. He is confused as to how this could possibly
be, given the performance appraisal ratings his managers gave to staff above. If 98% of staff
achieved or exceeded their targets then the overall targets should be exceeded.

Syed has turned to you for advice on what could have happened. He is also interested in
improving his appraisal system and introducing performance management on his managers.

Required:
a) Critically analyse why the existing performance management system has
failed to match with the performance of the organization as a whole.
(10 marks)
b) Syed has introduced appraisal through ‘Line Management’. Explore other ways
appraisals can be completed and advise Syed on which you would
recommend for his managers.
(15 marks)

Page 4 of 46
Question 4.

‘Fit-for-Life’ is a company selling lifestyle and fitness advice to wealthy business clients. Fit-
for-Life staff (called ‘Life Gurus’ or ‘LGs) visit business clients in their offices or at home and
act as personal fitness coaches. LGs also give positive life skills training which includes
advice on how to be happy, content and relaxed with life.

There have recently been a growing number of complaints about the behaviour of LGs from
customers. A regular complaint relates to ‘LGs being unhappy and demotivated’ leading to
many clients asking whether they are fit to offer positive life skills advice when they are
clearly unhappy themselves. Another complaint is that LGs look unfit and smell of smoke
which makes them unsuitable to act as personal fitness trainers.

At a recent meeting of all 30 LGs there was a feeling of unhappiness with Fit-for-Life as an
employer. When the issue of commitment to the vision of the company was discussed there
was general silence.

The Owners of Fit-for-Life feel that recent redundancies of LGs had clearly had an impact on
motivation, and that reducing LG team meetings from weekly to monthly was not popular.
Turnover of LGs has also increased, and there is a feeling that the best staff are leaving.

Required:

a) Evaluate the importance of ‘commitment’, and appraise what has happened to

staff commitment at Fit-for-Life.
(7 marks)

b) Analyse the characteristics of a culture of commitment at Fit-for-Life.

(10 marks)

c) What commitment strategies could Fit-for-Life introduce to rectify the situation?

(8 marks)

Page 5 of 46
Question 5.

Peter needs 3 new trainees to work with his consultancy section. The new staff need to be
able to work under pressure, analyse data, communicate well, and work both in a team and
independently. The new trainees will be given extensive training and education for the first
five years of their employment, so selecting the correct individuals is critical. Trainees often
struggle with the demands of the job, and of the last 10 trainees appointed in recent years,
only 4 have completed their training successfully.

Peter enjoys interviewing and feels that he can ‘spot a good person’ every time. However,
he is under considerable pressure to avoid any further problems with trainees and so must
get his selection right. He comes to you for advice.

Required:
a) Critically analyse interviewing as a selection process.
(10 marks)
b) Explore alternatives to interviewing, and outline how different methods can be
evaluated.
(15 marks)

Page 6 of 46
Question 6

Jackson is the owner of ‘Swift Engineering’ which specialises in designing and delivering
engineering solutions to manufacturing organisations. Jackson considers himself an ‘old
style boss’, treating his staff as just another resource, and having no time for management
ideas on motivation or commitment.

Swift Engineering has been losing work over recent years. Four of the most experienced
and best employees recently left Swift to set up their own engineering business in direct
competition. Dan Togg leads the breakaway business, and states that the primary reason
the group left Swift was the atrocious management style. In losing the four experienced
employees, Swift has lost its senior designers and salesmen.

Realising that Swift Engineering is struggling to compete and that his approach to
management may be part of the issue, Jackson has called you in as a consultant to explain
what HRM is and how it can contribute to the success of Swift.

Required:

a) Use appropriate theory to explore what ‘Human Resource Management’ could

mean to Swift Engineering.
(15 marks)

b) Appraise how the concept of knowledge management could have aided Swift
Engineering in reducing the impact of the breakaway business.
(10 marks)

Page 7 of 46
Question 7

Jill Francis has been working at ‘CTG Partnership’ for 27 years, and has been a senior
consultant for the last 9 years. Jill is the only female to reach the grade of senior consultant,
but although she is very proud of her achievement she still has not reached her goal of
becoming a full partner at CTG. There are currently 14 partners, all male and being made
partners between the ages of 35 and 55. Jill is just about to celebrate her 58th birthday.

Jill has concluded that she is unlikely to be made a partner at CTG, having watched younger,
less capable male colleagues being promoted above her. Jill became so frustrated that she
began to apply for senior posts in other consultancy firms, but despite her extensive
experiences and excellent CV, she has not been offered any posts. She is beginning to think
that her age is a problem.

In exasperation, Jill had a meeting with her senior partner and long time friend Jack. Jack
laughed at her concern, told her she had a fabulously successful career for a woman, and on
her exit patted her on the bottom saying ‘you’re still looking good for an old bird’.

Required:

a) What evidence exists at CTG Partners to suggest that ‘Particularism’ is taking

place?
(5 marks)
b) Critically appraise the discrimination experienced by Jill, and assess the impact
of national culture on the social acceptability of Jill’s experiences.
(12 marks)
c) Analyse the decision of other organisations not to employ Jill on the basis of
age, exploring the potential additional contribution of older employees to the
workplace.
(8 marks)

Page 8 of 46
Question 8

Fatima runs her own business making and supplying high street shops with novelty gifts.
Her business ‘Gifts-U-Like’ is split into two divisions. The first division is Production led by
Janet, who manages her 8 staff with ‘a rod of iron’, making sure orders are supplied, and
quality is consistent. Janet sees herself as Fatima’s deputy (although Fatima has not
referred to her as such), and is highly competitive, seeing her division as the key part of the
business. Peter runs the second division, which contains 6 staff and includes the sales and
administration functions. Peter takes a more relaxed style of managing his staff.

Fatima is keen to grow and wants to ensure that staff are motivated to reach maximum
productivity. Fatima is considering introducing a formal performance management system
which includes an element of performance related pay. She sees a formal appraisal process
as the simple means to reward high performers and punish poor performers.

Fatima’s ideas are currently sketchy, and she turns to you for advice.

Required:
a) Critically analyse Fatima’s view that performance appraisal is about rewarding
and punishing.
(7 marks)
b) Appraise potential dangers in introducing performance management as
suggested by Fatima into Gifts-U-Like, focusing on the accuracy of
performance assessment.
(8 marks)
c) Advise Fatima on the objectives of reward management, types of performance
related pay that could be introduced, and the dangers inherent in any
performance related reward system.
(10 marks)

Page 9 of 46
Question 9

‘Sting!’ is a marketing company specialising in innovative and creative solutions to increasing

sales for customers. The success of Sting! relies upon constant creativity, which has tended
to come from the company founder, Dirk Silverside. However, Dirk is planning to spend less
time with the Company and retire in six months. There is real concern in the Boardroom of
Sting! that without Dirk creativity will stop, and with it the huge marketing contracts from
customers.

The Board has decided that to ensure the future it must introduce a number of changes.
First amongst these will be the introduction of a development programme for existing and
new staff, to prepare them to manage clients and contracts in the future. Secondly, the
Board wants to encourage learning by all staff at Sting!, with the ultimate ambition of making
Sting! a learning organisation. Finally, the Board wishes to introduce learning methods that
really deliver for its staff.

The Board has called on your expertise to advise them on this issue.

Required:

a) Analyse the objectives of development programmes and advise whether it is

appropriate for Sting!.
(7 marks)

b) Critically appraise how employees learn, and explore the idea of Sting!
becoming a learning organisation.
(10 marks)

c) Appraise potential learning methods that Sting! could employ to improve the
value of their human capital.
(8 marks)

Page 10 of 46
Question 10

Gina wishes to take her manufacturing business global, and has a vision of a factory in every
country across the world. As a starting point she wishes to source all technology work and
customer contact work in India where she believes quality can increase and costs decrease.
The next move will be to open a factory in Japan, giving access to the Asian market at
minimal risk. The business already has partners in India and Japan, and Gina feels this is the
place to start.

Peter is not happy with Gina’s plans and as the Director of Finance he sees his own job on
the line if it does not work. Peter feels that Gina is confused about what globalisation is all
about. He doubts whether her plans are feasible, and insists that should they go ahead the
company needs some experienced new staff to look after the expansion plans. His biggest
concern is where to find these people.

Peter comes to you for advice on the expansion. He has already tried to find suitable staff
and failed to get any appropriate applications.

Required:
a) Appraise the concept of globalisation and the impact it has on human resource
management.
(10 marks)
b) Critically analyse Gina’s development plans with reference to levels of
development and explore whether there could be any impact on the existing
business
(8 marks)
c) Evaluate different methods of marketing the available jobs and advice Peter on
which may assist him in attracting appropriate candidates.
(7 marks)

Page 11 of 46
Question 11

Thompson runs his own small consultancy business called TIC (Thompson International
Consultants), which currently employs seven senior consultants leading teams of between
one and four consultants. Additionally, TIC has a head administrator with four support staff.
Thompson has built a range of clients over the last twenty years, signs these clients on
retainers, and invoices them each year for an agreed sum. In exchange, TIC sends clients
monthly information on the state of their market environment. Additionally, TIC offers support
and advice to clients as part of the retainer package.

Thompson spends his time travelling the world looking for new clients and occasionally
dropping in on existing clients to check all is well. Once a client signs up with Thompson, he
passes the management and delivery of the contract over to one of his senior consultants.
Thompson has recently become concerned at the varying reports he is receiving from
existing clients. Many remain very happy with the service, but a growing number of negative
comments are reaching Thompson’s ears, making him question the ongoing performance of
his staff. On discussing this with his consultants, several blamed their own teams,
suggesting that there was a lack of focus and motivation amongst them.

Thompson is considering using an appraisal based PRP scheme to refocus his employees
and has come to you for advice.

Required:

a) Advise Thompson on how such a scheme could work practically within TIC.
(10 marks)

b) Critically appraise the use of an appraisal based PRP scheme, using

appropriate theories to support your argument.
(15 marks)

Page 12 of 46
Question 12

Henry will be home late yet again. As CEO of Sales4U plc he seems to spend most of his
time sorting out the arguments and disagreements of his directors. Today had seen another
row between the Sales Director, who wants her team congratulated for record sales figures,
and the Finance Director who wants sales only to be made to those who will pay; as bad
debts and complaints are growing Additionally, the Operations Director is angry at delivery
dates being agreed with customers that he can’t possibly achieve whilst retaining his
required quality levels.

Henry tried to focus the meeting by getting commitment from everyone on the mission
statement, but each Director seemed stuck in their own particular silo. Henry continued to
declare that they were all in one team, but had no success in calming the meeting down.

On arriving home he complained to his wife, explaining that it wasn’t like this when he started
the company and they all worked incredibly hard as a team to make it a success. But now
that success had led to growth and expansion teamwork had fallen away. His wife informed
him that it was his fault that he had created this “role culture” and he would have to sort it out.

Required:

a) Critically appraise Henry’s concern that ‘each director is stuck in their own
particular silo’ and what his wife refers to as role culture
(15 marks)

b) Advise Henry on how he could get the Directors and all their staff to move from
their current culture towards a ‘commitment culture’
(10 marks)

Page 13 of 46
Question 13

Amit is very unhappy about the outcome of his recent acquisition of Printwell Printers (PP).
He made the purchase of his old competitor PP because his own business Amit Printing (AP)
was doing so well that he felt the need to expand. In 2006 AP profits totaled £3m and PP
totaled £2m. Amit estimated that he could save £1m in economies of scale through
combining the back office functions, and expected to clear a profit of £6m when the two
businesses came together in 2007.

However, this was not to be, as profits in 2007 amounted to just £3.5 m. The two back
offices have proved harder to bring together than Amit realised, and he has been unable to
drive efficiency savings. He has also found that productivity has reduced from all workers.
On investigation he has discovered that his old workers from AP feel that they are being
treated unfairly in that their pay and conditions are worse than those from PP who were
taken over. Meanwhile, the old PP workers find it difficult to work with their old competitors,
and motivation is down.

Amit feels that he needs to act to make this acquisition work, and has identified that he is
now in a position to reduce print staffing and cut expenses but is concerned about the impact
this may have on his already demotivated staff. He also needs an increase in his sales and
service workforce to generate enough new clients to fill the potential of the combined print
works.

Amit feels it is time to drive AP forward into its next stage of expansion which includes
moving into paper manufacturing. He is considering acquiring another business to move in
this direction but is keen to learn from the acquisition of PP.

Required:
a) Evaluate how strategic HRM could assist Amit in expanding the business, and
advise him on issues relating to the resourcing and redundancy of staff.
(15 marks)

b) Critically evaluate the experience of merging AP and PP, identifying what Amit
should learn from this experience
(10 marks)

Page 14 of 46
Question 14.

Lata is excited. She has just been promoted within her organisation and asked to set up a
brand new office in the neighbouring region. She has been with the organisation for nearly
10 years and is pleased that it has been successful enough to expand from its current
geographical base. The organisation currently has 120 staff and Lata has been tasked with
recruiting to 20 new posts in her new office.

Lata has been given a free hand to recruit, select and build her new team, but has been
given clear financial targets for her new office over the next two years. She knows that to
achieve these targets she is going to need enthusiastic and committed staff who work
together as a team. Lata will need some really specific skills in the team, and is unsure
whether they will all be present in the general marketplace. She is also worried that if she
gets all new staff then there will be no knowledge of the core business, yet if she takes
existing staff with her then they might not work with her in the way she wishes.

She comes to you for advice on how to move forward.

Required:

a) Critically analyse Lata’s recruitment options, advising her on the most

appropriate.
(8 marks)

b) Critically appraise possible selection methods, advising Lata on the most

appropriate.
(12 marks)

c) Advise Lata on how she can get the team working together once they are
appointed.
(5 marks)

Page 15 of 46
Question 15.

Erica is having difficulties getting her London based organisation to work well with her
strategic partner overseas. There have been many instances where her staff have met face
to face with their partners, but the meetings have broken down in what Erica can only
describe as ‘arguments’. Erica has tried discussing the conflict between their staff with her
equivalent in the partner organisation, but Mahesh just laughed at her and said it was going
well. This attitude has perplexed Erica even more. Erica is a confused as many of the staff
overseas seem to have the same names, are outwardly aggressive and sometimes
dismissive of her female colleagues and yet show extreme respect for Erica’s husband when
they meet socially. There also appears to be a deliberate ignoring of the rules laid down by
the management on the creation of the partnership.

Both organisations are experts in marketing strategies, and the organisations have come
together to assist in creating new international advertising campaigns for their multi-national
clients. Feedback from clients on the joint projects has been positive, and the Boards of
both organisations are pleased with the strategic partnership.

Erica recently had a member of her staff in tears after a telephone call where her ideas were
rubbished by the overseas partner. Erica had to work hard to stop this valuable member of
staff from resigning immediately and had to promise her that she would not need to be in
contact with the partner anymore.

This was the final straw for Erica, who has come to you for help and advice, feeling that she
cannot cope with this anymore.

Required:
a) Critically appraise the clash between the two sets of staff, considering the role
that National diversity may have in the situation.
(10 marks)
b) Critically analyse the role of conflict in organisations, including why it occurs,
whether it is positive or negative, and how it can be managed.
(15 marks)

Page 16 of 46
Question 16

Trumps Accountancy Services (TAC) Ltd. spends much time and money in training its staff in
the technical subject of accountancy and yet in a recent review of staff skills it was identified
that ‘management skills are poor’ and ‘up-to-date technical skills are variable’.

Jack Smith is the Director responsible for the human capital of TAC and was shocked and
disappointed at the conclusions of the review. He has been commissioned by the Board to
develop the skills of staff to address the new challenges in their marketplace, and he is
beginning to question how this is possible.

Jack has heard several ideas on how to take staff learning forward including the launch of a
staff development programme, moving TAC towards the goal of becoming a learning
organisation, and encouraging reflective learning. However he is confused about these
ideas as well as the issue of assessing the value created through them, and is unsure how
he can actively manage learning.

Required:

a) Advise Jack on key issues to consider on developing the human resource in the
organisation.
(10 marks)

b) Critically appraise the use of development programmes, reflective learning, and

learning organisations in building staff skills.
(15 marks)

Page 17 of 46
Question 17

Isla has over eighty employees working for her, each positioned within one of eight teams led
by a team leader. Each team has a sales region and is expected to maximise sales income
from within that region. Many sales are generated from existing clients although teams are
expected to build new contacts through cold calling and visits.

Performance between the teams varies considerably, with some teams producing well over
double the income of others. Isla has compared the potential sales in each region and has
concluded they are all the same, suggesting that differences in sales income are related
directly to the performance of each team.

Isla tried to research this difference through interviewing team leaders and staff, and
identified a number of alarming issues. Some staff appear demotivated and blame their
team leaders for excessive pressure or lack of focus. Meanwhile, several team leaders
seem confused about their staffs’ performance. One team leader expressed that all her staff
were excellent and yet her sales revenue is amongst the lowest of all the regions in the
company.

Isla realises that she need to get a grip on the performance management of both her staff
and her tem leaders and has come to you for assistance.

Required:

a) Critically assess how a formal performance management system could assist

Isla, including consideration of the possible objectives, dangers, and process
involved.
(15 marks)

b) Evaluate alternative methods that Isla could use to assess her team leaders,
recommending the most appropriate.
(10 marks)

Page 18 of 46
Question 18

Kaka has recently launched a new company that he expects to be working in twelve
countries across the globe. Most of the work of the company will be outsourced, so the
number of employees will be relatively small, and he estimates needing just two people in
each of the twelve countries. However, the success or failure of the company will come
down to finding the right people in each country.

Kaka has identified that he needs all his staff to be multi-lingual, highly numerical, excellent
communicators, technically competent, and great sales people. His gut reaction is to
advertise in the national press in each of the twelve countries and then fly out to meet
possible candidates individually.

Tiala is Kaka’s business partner and she is unconvinced by his cavalier approach to
completing this key task. She pointed out to Kaka that this was a key activity and needed to
be completed in a considered way to assure success. She questions whether Kaka’s
approach to recruitment is likely to get the quality of candidate they require, and doubts
whether Kaka has the ability to test all the elements required of the staff in just a short
interview.

Required:
a) Critically review the suggested recruitment method against alternative
approaches, and recommend which would be most appropriate.
(10 marks)

b) Critically evaluate Kaka’s preferred selection method against alternatives and

recommend a way for Kaka and Tiala to proceed.
(15 marks)

Page 19 of 46
Question 19

Trops plc is a multi-national company with sales totalling $34billion in 2008, currently
operating in thirty-seven countries around the globe and a presence on every continent. It
grew from a UK based company that diversified into new businesses across the globe
throughout the last thirty years. Most of its developments have been through acquisition, and
it has a habit of buying an overseas company, replacing the senior management with its own
staff, and turning them into successful, profitable concerns.

Trops plc was recently heavily criticised in an investment report for its ‘Anglo-Saxon,
masculine management culture’ which runs against Trops marketing and communications
which states that ‘At Trops we recognise the value of diversity with everyone given equality’.
Trops was accused in the report of particularism.

Consultants bought in to look at the issue for the Chairman of the Board reported that there
were no female directors at Trops and only four of the eighty three senior managers were
female. Similarly, all directors were white Anglo-Saxon with only six senior managers
identifying themselves other than by this description. The age range for directors was 51 to
65 with an average age of 61, whilst the age of senior managers ranges from 38 to 54 with
the average at 46.

When commenting on the Consultants report to the Board, the Director of Human Resources
stated that it was misleading because the female employees totalled 53% of the entire
workforce, whilst only 14% of the global workforce was Anglo-Saxon. He went on to express
the view that Trops these figures prove that Trops is truly diverse and gives equal opportunity
to all.

Required:

a) Critically analyse the Director’s statement that Trops is truly diverse against the
accusation in the report of particularism, discussing the potential benefits to
Trops of embracing diversity.
(15 marks)

b) Critically appraise whether Trops plc can be said to give ‘equal opportunity’,
and outline possible reasons for the current situation at Trops.
(10 marks)

Page 20 of 46
Question 20

Londa is the Director of Operations for ‘Massinec’ a global textile company based in the UK.
Londa has been tasked with reducing costs and improving efficiencies and is currently
looking at off-shoring the entire manufacturing process to Asia. Londa sees the potential for
improved access to markets in addition to reductions in costs and is keen to recommend this
to the board. However, she is unsure of whether to offshore to an established or emerging
economy.

News of the potential move has leaked in the local press and the UK employees have
complained to their member of parliament (MP). The MP is under considerable pressure to
explain why the government of which he is a part, will not react to the threat by acting directly
against Massinec.

Local newspaper reports are now declaring that globalisation has gone to far, that it is
endangering the working peoples in the world, and simply adding to the wealth of the already
rich.

Required:
a) Critically appraise the impact of globalisation on HRM and explore the role of the
state in protecting workers.
(15 marks)
b) Critically evaluate the potential advantages and disadvantages for Massinec in
off-shoring to Asia, and discuss the type of economy that may be the most
suitable.
(10 marks)

Page 21 of 46
Question 1

a) Explore what Fatima meant by ‘particularism’ and draw conclusions on the staff
currently employed at Gambit.
(8 marks)
 Appropriate theory: Price (2007)
 Definition:
o Particularism is discrimination favouring particular groups or individuals over
others.
 Discrimination could be on the grounds of:
o Age, appearance, disability, gender, ethnic origin, nationality, religion,
background, or nepotism
 Conclusions on Gambit:
o Employees at Gambit are likely to be similar in regard to all of the above.

b) Use appropriate theory to appraise what ‘opportunity for all’ might mean in the
organisation.
(6 marks)
 Appropriate theory: Straw (1989)
 It might mean equal opportunity which can be described as:
o Equal chance
 Everyone has the right to apply
 Removal of barriers linked to discrimination
o Equal access
 No barriers to promotion or advancement
o Equal share
 Representation across all levels

c) The CEOs wish that the policy be implemented in every country would suggest
a convergence of HR practice across the globe. Critically evaluate the CEOs
vision with direct reference to a country of your choice.
(11 marks)

 Answers will vary depending on country selected, but issues for evaluation include:
o Cultural differences:
 Especially related to gender egalitarianism
 Could relate to Hofstede cultural dimensions:
• Masculinity index
• Uncertainty avoidance index
• Power distance index
• Gender egalitarianism index
o Legal differences in:
 Age discrimination
 Disability discrimination
 Civil rights
 Equal pay
 Implementation of vision will ultimately depend on willingness of employees in
different nations to implement on the ground.

Page 22 of 46
Question 2

a) Evaluate the turnover of staff at Advent and advise the Director of HR as to what
actions to take. (10 marks)
 Appropriate Theory: Rice (1950)
o Induction Crisis
 10 new staff have left in first 6 months
 Represents 20% of total staff
 Suggests poor recruitment/selection of staff
 Not related to morale of remaining staff
o Differential transit
 3 staff employed in last two years have left
 Represents 6% of total staff
 Reason relates to new jobs
 Could indicate low morale or less favourable conditions
o Settled connection
 Just 1 long standing staff member left
 Represents just 2% of staff
 Reason unrelated to employment
 Conclusion:
o Turnover probably unrelated to motivation
o Changes need to be made to recruitment and selection
o Induction and training processes need to be reviewed.

b) Explore the role of Human Resource Planning, and the issues that should be
considered when adopting this approach. (8 marks)
 Appropriate theory: Graham & Bennett (1992)
 Definition: ‘an attempt to forecast haw many and what kind of employees will be
required in the future’.
 Issues considered include:
o Recruitment, Avoiding redundancies, Training, Management development
o Labour costs, Accommodation, Productivity, Job changes
o Recruitment & retention, Feedback mechanism
c) Critically analyse whether Advent have a ‘Strategic HRM’ approach.
(7 marks)
 Appropriate theory: Wright (2002)
 Definition: SHRM is intended to enable an organization to achieve its goals.
 Required: For SHRM to have a positive impact there needs to be HR input into the
business strategy.
 Evidence at Advent:
o Growth strategy
 The is no evidence of HR input
 Problems with induction turnover suggest no HR planning.
o Potential merger strategy

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  No HR input (assuming gossip is real)
 Potential impact on HR huge
 Conclusion:
o Advent do not follow a Strategic HR approach
o HR issues are ignored in setting strategy

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Question 3

b) Critically analyse how the existing performance management system has

failed to match with the performance of the organization as a whole.
(10 marks)

 Appropriate theory: Price (2007)

 Variance between staff and company assessments.
 Possible problems:
o Objectives not appropriately set
o Poor training of managers
o Rater inflation:
 Preserving morale
 Avoiding confrontation
 Management image
o Subjective assessments
 Conclusion:
o Existing appraisal system failing
o Re-design, re-train, and implement replacement

b) Syed has introduced appraisal through ‘Line Management’. Explore other ways
appraisals can be completed and advise Syed on which you would
recommend for his managers.
(15 marks)

 Alternatives:
o Self-assessment:
 Individuals assess themselves against objectives
 Appropriateness:
• Individuals tend to be harder on themselves
• Consistency of assessment problems
•
Staff would not appreciate managers having a less formal
appraisal process than themselves
o Peer assessment:
 Appropriateness:
• Team members / fellow managers appraise
• Potential problems with managers being too empathetic
• Could work, but would need careful training and monitoring
o Upward appraisal:
 Appropriateness:
• Managers appraised by staff
• Could deliver candid, accurate feedback

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 • May encourage managers to be even more subjective in their
appraisals of staff.
• Would need implementing from Syed downwards
• Could be appropriate
o 360-degree (multi-rater assessments)
 Appropriateness:
• Raters include anyone with direct knowledge of managers
• Brings together a range of opinions
• Relatively expensive and time consuming
• Could deliver clear and honest assessment
 Conclusion:
o Line management probably appropriate for existing staff.
o Line management could be used with managers being appraised by Syed.
o Upward and Peer assessment could be used.
o 360 degree would be the best if Syed fully committed to getting an all round
view of performance.

Question 4

a) Evaluate the importance of ‘commitment’, and appraise what has happened to

staff commitment at Fit-for-Life.
(7 marks)

 Importance:
o Binds behaviour of staff to company
o LGs are sole representatives of company to clients
o LGs behaviour critical to company success
o LGs must exemplify company values
 Appraisal of commitment at Fit-for-Life
o Climate of trust gone – probably through redundancies
o Belief in service gone – possibly through lack of reinforcement
o Feeling of belonging gone – probably through reduction in meetings

b) Analyse the characteristics of a culture of commitment at Fit-for-Life.

(10 marks)
 Appropriate theory: Osborne & Cowen 2002
o Emotion packed vision:
 Unclear whether Fit-for-Life has a vision
 Service offered and name suggest clear vision
o ‘True Believer Mentality’
 Not currently – hence not ‘walking the talk’
 No sense of personal identity with the company
o Plain vanilla values
 Sales concept seems to be clear values
 Not expressed / sold to staff
o Pride in company
 Not evident

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 o Peer respect
 Little opportunity for this given few meetings
o Long-term relationships
 Removed with redundancies
o Fun
 No evidence in case

c) What commitment strategies could Fit-for-Life introduce to rectify the

situation?
(8 marks)

 Appropriate theory: Price 2007

 Package including:
o Communication –
 Weekly meetings, encourage ideas/staff input
o Education –
 Ongoing training, education and development
o Ownership
 Involving LGs in decisions
o Emotional identification
 Acknowledging and encouraging development
o Performance
 Clear assessment and reward focussed on commitment to vision
o Rewards
 Pay, bonuses and prizes focussed on rewarding behaviour and
commitment
o Employment contracts
 Focussing on commitment

Question 5

a) Critically analyse interviewing as a selection process.

(10 marks)
 Appropriate theories: Breakwell (1990), Lewis (1995), Peters (1994)
 Pros
o Social ritual
o Criteria referenced, structured interviews can deliver consistency
o An experienced managers gut reactions are important (Peters)
o Social appropriateness equally important and interviews test this.
o Allows ‘animal energy’ of candidate to show (Peters)
 Cons
o First impressions count
o Candidates appearance can sway decision
o Unfavourable evidence valued more strongly than favourable evidence
o Interviewer behaviour distorts candidate behaviour
o Subjective and unreliable (Lewis (1995)
 Conclusion

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 o Interviews can be a good selection method but it depends on:
 Consistency of questioning
 Types of questions
 Experience and training of interviewer

c) Explore alternatives to interviewing, and outline how different methods can

be evaluated.
(15 marks)
 Alternatives include:
o Work Samples:
 Mini-jobs, in-tray tests
 Role playing, group decisions
o Psychometric testing
 Objective personality tests
o Graphology
 Hand-writing analysis
o Assessment Centres
 Multiple selection techniques applied
 Appropriate theory: Smith (1991)
o Evaluating selection methods
 Practicality
• In particular situation
 Sensitivity
• In distinguishing between candidates
 Reliability
• Consistency of results over time
 Validity
• Measures what is important in specific selection.

Question 6

a) Use appropriate theory to explore what ‘Human Resource Management’ could

mean to Swift Engineering.
(15 marks)
 Appropriate theory: Price (2007), Harvard Map, Michigan Model
 Definition of HRM:
o Philosophy of people management
o Human resources are uniquely important
o Human resources deliver sustained business success
o Human resources gives competitive advantage
o HRM draws on peoples expertise and ingenuity
o HRM recruits flexible, capable and committed people.

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 o HRM manages and rewards performance
o HRM builds key competences
 Harvard Map:
o HRM delivers:
 Commitment
 Congruence
 Competence
 Cost-effectiveness
o Through Strategic policy areas:
 Human resource flows
 Reward systems
 Employee influence
 Work systems
o Impacted by
 Stakeholder interests
 Situational factors
 Conclusions on Swift Engineering:
o HRM could improve staff commitment
 Reducing likelihood of experienced staff leaving
 Improve sales effectiveness
 Give competitive advantage
o HRM could deliver congruence
 Joined up management processes
 Clear and supportive culture at Swift
 Satisfied and motivated employees
o HRM could deliver Competence
 Knowledge sharing
 Knowledge building
 Improved human capital
o Cost-effectiveness
 Improve productivity
 Reduce total staffing costs

b) Appraise how the concept of knowledge management could have aided Swift
Engineering in reducing the impact of the breakaway business.
(10 marks)

 Appropriate theory: Malhotra 1998, O’Dell and Essaides 1998

 Knowledge management Definition:
o Combination of information technology and human creativity
 Components
o Collect
o Store
o Share
o Create
 Challenges:
o Tacit to Explicit
o Identifying tacit
o Codifying tacit
o Technology of storing
o Technology in simple sharing

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 o Challenge of creation
o Environmental challenge
 Possible impact on Swift Engineering
o Staff leaving would not have core competence
o Knowledge would have been captured and shared
o Swift would retain competitive advantage

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Question 7

a) What evidence exists at CTG Partners to suggest that ‘Particularism’ is taking

place?
(5 marks)
 Appropriate theory: Price (2007)
 Definition:
o Particularism is discrimination favouring particular groups or individuals over
others.
 Discrimination could be on the grounds of:
o Age, appearance, disability, gender, ethnic origin, nationality, religion,
background, or nepotism
 Conclusions on CTG Partners:
o CTG seems to be discriminating against women.

b) Critically appraise the discrimination experienced by Jill, and assess the impact
on of national culture on the social acceptability of Jill’s experiences.
(12 marks)
 Appropriate theory: Price (2007), Webster (1990), Mills & Murgatroyd (1991),
Hofstede, Straw (1989)
 Issues include:
o Glass Ceiling – no females as partners
o Sexual Stereotyping – Jill has ‘done well for a woman’
o Sexual Harassment – Jill received unwanted physical contact
o Age discrimination – Jill referred to as ‘an old bird’.
 Cultural impact:
o Hofstede on gender egalitarianism
o Cultural role of women in society
o Possible ‘Victorian Family Model’
o Extent of ‘feminine traits’ valued.
o Hostede on Power/Distance
o Appreciation of age as a virtue in some cultures.

c) Analyse the decision of other organizations not to employ Jill on the basis of
age, exploring the potential additional contribution of older employees to the
workplace.
(8 marks)

 Appropriate theory: Price (2007)

o Research suggests older workers are:
 More reliable and conscientious
 More loyal and committed
 Have greater inter-personal skills

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  Work harder and more effectively
 Show equal levels of productivity to younger staff
o Types of older worker
 Warhorses
 Trusted guides
 Networkers
 Strategists
 connectors
 Conclusion:
o Jill would make a valuable asset to other firms
o Age should not be counted against Jill.

Question 8

a) Critically analyse Fatima’s view that performance appraisal is abut rewarding

and punishing.
(7 marks)

 Appropriate theory: Armstrong & Baron 1998

 Definition:
o A strategic and integrated approach to increasing effectiveness in the
workplace by improving performance of the people
 Reasons for appraising:
o Identify training and development
o Reveal problems
o Provide consistency
o Provide encouragement
o Assist HR planning
o Improve communications
o Reward behaviour
 Conclusion:
o Fatima’s focus is on improving productivity through reward management
alone.
o One aspect of Performance appraisal is rewarding behaviour, it has many
other benefits.

b) Appraise potential dangers in introducing performance management as

suggested by Fatima into Gifts-U-Like, focusing on the accuracy of
performance assessment.
(8 marks)
 Dangers
o How to measure performance
 Production – impact on quality
 Sales – possibly on sales value
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  Administration – how assess?
o Impression management
 Different styles used by managers
o Rater Inflation
 Especially likely given Competitiveness of managers
 Conclusion:
o Accuracy and fairness likely to be a real problem.
o Lack of equity will lead to de-motivation

c) Advise Fatima on the objectives of reward management, types of performance

related pay that could be introduced, and the dangers inherent in any
performance related reward system.
(10 marks)

 Appropriate Theorists: Fletcher & Williams (1992)

 Concept:
o Akin to the search for the Holy Grail.
 Objectives:
o Internally equitable
o Externally competitive
o Personally motivating
o Easy to administer
 Types:
o Merit pay
o Individual incentives
o Collective bonuses
o Profit-related pay
o Option schemes
 Dangers inherent in PRP:
o Fairness
o Managerial judgment
o Value of rewards
o De-motivating for the majority
o Relationship with the company
o Value of rewards

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 Question 9

a) Analyse the objectives of development programmes and advise whether it is

appropriate for Sting!.
(7 marks)
o Development programme objectives:
 Signal employees are important
 Motivation and reward
 Commitment
 Identification with company
 Two way communication
 Ned satisfaction
 Job enrichment
 Change management
o Appropriateness for Sting!
 Will be slow but rewarding
 Unlikely to see the results in the short run
 Will not deliver in time for Dirk’s retirement.

b) Critically appraise how employees learn, and explore the idea of Sting!
becoming a learning organisation.
(10 marks)
Appropriate theory: Kolb, McKenna (1994), Senge, Schon
o Learning Cycle:
 Experience
 Reflection
 Conceptualise
 Experiment
o Learning Organisation:
 Policy and Strategy is learning linked
 Wide participation
 Differences aired and discussed
 Management systems designed to support learning
 IS informates as well as automates
 Open communication
 Continuous environmental scanning
 Sharing information
 Encouraging experimentation
 Freedom and time available
o Sting! becoming a learning organisation
 Appropriate industry – creativity orientated
 Would need to revisit all systems
 Build a culture of learning
 Large investment in systems and staff
 Are management ready?

c) Appraise potential learning methods that Sting! could employ to improve the
value of their human capital.
(8 marks)

 Appropriate theory: Price 2007

 Off the Job Training:
o Traditional lectures – good for finding new approaches

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 o Case studies – good for appreciation of market
o Brainstorming – good for creativity
o Critical incident technique – focused case study (as with case)
o Discussion and debate – good for sharing / encouraging
o Role plays – good for management training, less on subject
o Exercises and games – good for teamwork and management
 On the Job:
o Sitting with Nellie – good for confidence building
o Manuals and PC training – good for repetitive systems
 E-Learning:
o Package - Support and value
 Action Learning:
o Project based – good for marketing industry / sharing

 Appropriateness for Sting!:

o If Sting! wishes to be a learning organisation is requires a mix of all
techniques.
o To encourage creativity, workshops, discussions, action-learning,
brainstorming should be encouraged.

Question 10

a) Appraise the concept of globalisation and the impact it has on human resource
management.
(10 marks)
 Appropriate theories: Price (2007), ILO (2000)
 Globalisation is the trend towards integration of production &
marketing
 Brand identified products
 Made available across the globe
 Led by trans-national, and multinational organisations
 Impact on HRM
 Multi-national companies free to switch resources across countries
 Huge impact on global employment
 Multinationals playing countries against each other
 Chasing low wages
 Increased job insecurity

b) Critically analyse Gina’s development plans with reference to levels of

development and explore whether there could be any impact on the existing
business
(8 marks)
 Appropriate theory: Lasserre and Shutte (1999), Heeks (1996)
o Factory in Japan
 Japan is an Established economy
 Wages will be high
 A Gina appears to want a Platform country

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  If so, Hong Kong or Singapore would be appropriate
 However, if Gina wants growth then:
• Emerging countries – eg Vietnam
• Growth countries – eg China
 May be more appropriate, depending on whether Gina is looking for
purely in nation growth or regional growth.
o Outsource to India
 Labour is cheaper in India than the Uk
 Indian Education is generating fluent English speakers
 Indian software industry is itself growing
 Indian companies are enthusiastic
 Indian government is welcoming
o Impact on existing business
 Customer reaction needs assessing
 Jargon and Language needs investigating
 Impact on existing staff needs consideration.

c) Evaluate different methods of marketing the available jobs and advice Peter on
which may assist him in attracting appropriate candidates.
(7 marks)

 Appropriate theory: Price (2007)

o Marketing methods:
• Internal or external recruitment
• Informal recruitment
• Word of Mouth
• Networking
• Web based recruitment
• Headhunting
• Agency
o Advice for Peter:
 Given the international experience required:
• Headhunting would be a real option
• Word of mouth with existing partners

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Question 11

a) Advise Thompson on how such an scheme could work practically within TIC.
(10 marks)
 Appropriate theory: Price (2007), Wolf (1999)
 Definition of PRP
 Alternative models
o Merit pay based on appraisals
o Individual incentives
o Team bonuses
o Profit related pay
o Option schemes
 Potential model for TIC
o Annual objectives with measurable element
o Annual appraisals grading performance (A to D)
o Graded pay increase or bonus based on grade award
 Application
o Thompson appraises senior managers
o Seniors appraise staff
 Funding
o Could look for a flat cost line with no inflationary increase for poor performers.

b) Critically appraise the use of an appraisal based PRP scheme, using

appropriate theories to support your argument.
(15 marks)

 Appropriate theory: Kanter (1989), Kauhanen and Piekkola (2006) etc.

 Criticisms
o Fairness
o Managerial judgement
 Rater inflation
 Impact of charisma
o Value of rewards
o Impact on relationship to company
o Impact on real performance
o Demotivation for the majority
o Conflict with team philosophy
o Cost in time and appeals
 Points must be explored and applied
 Conclusion:
o Alternatives?
o Measurement / training needs to be completed first

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Question 12

a) Critically appraise Henry’s concern that ‘each director is stuck in their own
particular silo’ and what his wife refers to as a role culture
(15 marks)
 Appropriate theory: Handy (1993)
 Concept:
o Culture is the paradigm or taken for granted assumptions
o Supported by values, beliefs and expectations
o Possible reference to John and Scholes cultural web
 Silo:
o Each Director has their own objectives:
 Sales – maximise sales
 Finance – bottom line
 Operations – quality measures
 Role culture:
o According to Handy (1993) a role culture is:
 Where each individual has their own distinct job to complete
 Normally linked to a temple (functional or divisional) structure.
 It is bureaucratic by nature
 Staff focus on their own job, not the organisation.
 At Sales4U:
o There is a functional structure
o Each function has its own objectives
o Each director is focussed only on their objectives
o Hence a role culture with a silo mentality

b) Advise Henry on how he could get the Directors and all their staff to move from
their current culture towards a ‘commitment culture’
(10 marks)
 Appropriate theory: Price (2007), Osborne and Cowen (2002)
 There are few Indicators of commitment (Osborne and Cowen)
o Emotion packed vision
o True believer mentality
o Plain vanilla values
o Pride and dissatisfction
o Peer respect
o Long term relationship
o Fun
 Common problem with growth and professionalisation
o Created through structure and rules
 Strategies for recreating the commitment culture (Price 2007)
o Communication, education, ownership, emotional identification, performance,
rewards, employment contracts

Page 38 of 46
Question 13

a) Evaluate how strategic HRM could assist Amit in expanding the business, and
advise him on issues relating to the resourcing and redundancy of staff.
(15 marks)

 Appropriate theory: Wright (2002), Price (2007), Torrington and Hall (1995), Hendry
(1995)
 Definition of Strategic HRM:
o Planned HRM intended to enable an organization to achieve its goal
 Forming HR Strategies:
o HR issues ignore
o HR issues cascaded
o Two way influence
o Staff key to competitive advantage
o HR driving force
 Role of HR in acquisition of PP:
o HR ignored or at best cascaded
o No consideration of staff, conditions etc.
 Resourcing options:
o Reallocate staff
o Reallocate people
o Recruit
 Redundancy advice (Hendry 1995)
o Planning (natural wastage, reallocate to sales / service)
o Options and impact:
 Natural wastage (turnover levels, time, cost)
 Voluntary (loss of the best, take-up, cost)
 Compulsory (who, impact on rest, impact on image)

b) Critically evaluate the experience of merging AP and PP, identifying what Amit
should learn from this experience
(10 marks)
 Appropriate theory: Hanson 2001
 Lessons:
o HR issues considered prior to acquision
o Due diligence
o Staff conditions/ pension/ wages/ etc.
o Cultural analysis, appreciation

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 Question 14

a) Critically analyse Lata’s recruitment options, advising her on the most

appropriate.
(8 marks)
• Approprite theory: (Price 2007)
 Recruitment options
 Internal recruitment
 External recruitment
 Informal recruitment
 Word of mouth
 Networking
 Web based recruitment
 Agencies
 headhunters
o Appropriateness for Lata
 Specific skills suggests agency / headhunting
 Internal recruitment might help bring skills
 Teamwork suggests informal

b) Critically appraise possible selection methods, advising Lata on the most

appropriate.
(12 marks)
• Appropriate theory: Price (2007), Peters (1994), Lewis (1995)
 Options, should include pros and cons of each:
o Interviewing
o Psychometric testing
o In-tray tests
o Mini-jobs
o Simulations
o Group exercises
o Assessment centres
 Choosing method:
o Practicality, sensitivity, reliability
o Consistency, validity
 Application for Lata
o Budget probably removes assessment centre and psychometric testing
o Some simulation, group exercises and interviews

c) Advise Lata on how she can get the team working together once they are
appointed.
(5 marks)
• Induction
• Group norms
• Cultural setting:
o Values, beliefs, expectations
• Socialising, meetings, communication
• Group activities

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Question 15

a) Critically appraise the clash between the two sets of staff, considering the role
that National diversity may have in the situation.
(10 marks)
 Appropriate theories: Hofstede
 National culture needs to be explained, explored, and applied.
 Possible issues:
o Power distance – lack of respect or excessive
o Collectivism – same names of colleagues
o Masculinity – aggressiveness / treatment of females
o Uncertainty avoidance – ignoring rules.
 There appears to be a complete national culture clash

b) Critically analyse the role of conflict in organisations, including why it occurs,

whether it is positive or negative, and how it can be managed.
(15 marks)
 Appropriate theory: McKenna (1994) Price (2007)
 Why it occurs:
o Frustration & aggression
o Different objectives
o Different values
o Jealousy
o Culture
 Positive when
o Problem solving
o Creativity and innovation
o Clearing the air
o Understanding each others position
o Modification of goal
o Helps develop abilities
 Negative when
o Diverts attention
o Creates unresolved feelings
o Develops resistance
 Managing options:
o Withdraw from partnership (turtle)
o Encourage conflict (shark)
o Smooth differences (teddy bear)
o Compromise on behaviour (fox)
o Collaborate (owl)
 In case:
It is proving creative, but disruptive in London – cultural training

Page 41 of 46
Question 16

a) Advise Jack on key issues to consider on human resource development

organisation.
(10 marks)
 Appropriate theories: Price (2007), Rosania (2000)
 Possible issues include:
o Leadership / management development
o Blended learning / methods
o Evaluation of training needs
o Costing development needs
o Return on investment
o Assessment of results

b) Critically appraise the use development programmes, reflective learning, and

learning organisations in building staff skills.
(15 marks)
 Appropriate theory: Kolb, Senge, McKenna (1994) Price (2007)
 Development Programmes:
o Motivation & reward
o Commitment
o Communication
o Job enrichment
o Change management
 Reflective learning
o Experience
o Reflection
o Conceptualisation
o Experimentation
 Learning organisation
o Continuous learning
o Fosters new thinking
o Learning together
o Evolving concept / rhetorical device?
 Impact on building skills
o All useful but none directly build skills
o More educational development
o Good for creativity
For skills focus on training

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Question 17

a) Critically assess how a formal performance management system could assist

Isla, including consideration of the possible objectives, dangers, and process
involved.
(15 marks)
 Appropriate theory: Price (2007), Armstrong & Baron (1998)
 Objectives
o Identify training & development needs
o Reveal problems
o Provide consistency & encouragement
o Assist HR planning
 Dangers
o Impression management
o Rater inflation
o Cost
 Process
o Create shared vision
o Set individual performance targets
o Regular formal review
o Identify development needs
o Evaluate whole process
 How it could help
o Clarity of vision / target
o Formal process for measuring performance

b) Evaluate alternative methods which Isla could use to assess her team leaders,
recommending the most appropriate.
(10 marks)
 Appropriate theory: Price (2007),
 Alternatives
o Self assessment
o Peer assessment
o Line management
o Upward assessment
o Multi-rater (360)
 Recommend
o 360 should be possible and would probebly be cost effective for the eight
team leaders.

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Question 18

a) Critically review the suggested recruitment method against alternative

approaches, and recommend which would be most appropriate.
(10 marks)

 Appropriate theory: Price (2007)

 Alternatives:
o Informal
o Headhunting
o Web-based
o Agencies
 Evaluation:
o Where to place adverts?
o Local expertise?
o Industry journals?
o High level of skills required
o Complex mix of skills required
 Local expertise required
o Agents or head-hunting most likely to succeed

b) Critically evaluate Kaka’s preferred selection method against alternatives and

recommend a way for Kaka and Tiala to proceed.
(15 marks)
 Appropriate theory: Peters (1994), Lewis (1995), Price (2007)
 Kaka’s selection method is singleton interviews
 Alternatives:
o Panel interviews (possibly with Tiala
o Psychometric testing
o Assessment centres
 Criteria:
o Correct selection critical to business
o Range of skills required
 Arguments:
o Pros and cons of interviewing
o Pos and cons of alternatives
 Recommendation: - given importance – probably assessment centre

Page 44 of 46
 Question 19

a) Critically analyse the Director’s statement that Trops is truly diverse against the
accusation in the report of particularism, discussing the potential benefits to
Trops of embracing diversity.
(15 marks)
• Approprite theory: Straw (1989), Price (2007)
 Particularism
 Discrimination on grounds of:
o Gender
o Ethnicity
o Age
 Evidence from scenario:
o Discrimination is not absolute numbers
o With 53% female why are there no directors
o With 53% female why are there only 5% of senior managers
o Similar with non-anglo saxons
o Age ranges and averages suggests age bias (career ends at 54 for sms)
 Conclusion:
o Trops is not diverse
o Glass ceiling based on particularism
 Benefits of diversity
o Increased ideas
o Cultural access
o Improvement in motivation

b) Critically appraise whether Trops plc can be said to give ‘equal opportunity’,
and outline possible reasons for the current situation at Trops..
(10 marks)
• Appropriate theory: Straw (1989)
• According to Straw, equal opprotunity is:
o Equal chance
o Equal access
o Equal share
• From the case:
o Equal chance seems to happen as np gender discrimination on employement
o Equal access to promotion is not present
o Equal share of ownership unclear but unlikely
• Current situation may come from:
o Negative schemas
o Unfair selection
o Stereotyping
o Pre-labour market inequality

Page 45 of 46
Question 20

a) Critically appraise the impact of globalisation on HRM and explore the role of the
state in protecting workers.
(15 marks)
 Appropriate theories: Abrahart & Verme (2001), Price (2007)
 Impact on HRM
o Physical location less important
o Global brands
o Global insecurity
o Countries competing for jobs
o Multi nationals chasing low wages
 Role of the State:
o Japanese model
o European model
o American model
o Neo-libralism
 UK in case:
o Open market so unable to stop
o Possible incentives to stay
o Competition rules in EU and GATT

b) Critically evaluate the potential advantages for Massinec in off-shoring to Asia,

and discuss the type of economy that may be the most suitable.
(10 marks)
 Appropriate theory: Heeks (1996), Lassere & Shutte (1999)
 Potential advantages
o Costs
o Technology
o Access to markets
o Infrastructure savings
 Disadvantages
o Redundancy costs
o Risks – brand, business, financial, repatriation
 Economies
o Platform – low risk, easy access, expensive
o Emerging – high risk, high growth, low cost
o Growth – medium risk, low cost
o Maturing – increasing cost, reducing risk,

Established – high cost, low risk, saturated markets

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