Review Questions

This website should be useful to anyone interested in HRM but it is also an electronic companion to the book: Human Resource Management in a Business Context. The book is used as a basic textbook for part-time and distance-learning courses in a number of countries throughout the world. Page 117 of the book includes 10 review questions focusing on the issues discussed in this section. The questions are not shown here (you need the book) The following hints and signposts are provided to help readers without regular tutor contact answer the questions for themselves.

General notes One of the best ways of starting any answer is to define the key terms in the question. This is helpful to you and to anyone who reads your answer. It is worth remembering also that - legislative aspects excepted - HRM is very much a matter of opinion. It is often useful to deal with questions by forming an argument which presents two or more contrasting viewpoints. You could do this by investigating the views of different theorists, comparing alternative models, or contrasting practice in one organization (or country) with another.

Try to avoid a one-sided answer, even if it draws on your own experience and you are totally convinced that you are right. Finish off your answer by summarising the keypoints of each point of view and give your balanced opinion. This should be based clearly on the weight of evidence. Be sure to ground your answer in research evidence or views expressed in the literature (books, journals, etc.).

Dealing with individual questions on page 117   1   2   3   4   5   6   7   8   9   10  
 
1. The main dimensions include size, structure and objectives (goals). You can add others if you wish. Summarize the HR implications from careful reading of the relevant pages in this chapter. You could try out the 10 'C' approach to clarify your thinking.

2. Read HRM in small organizations  (pages 95-100). You should identify factors such as the intense focus on the owner(s), lack of essential expertise, absence of specialist in HR, low job security, lack of HR strategy and so on. Table 4.2 (page 97) presents this in 10 'C' format.

3. See pages 99-100. consultants, training agencies and networks are some examples. Also follow the links on the hrmguide.com webpage about HRM in small organizations.

4. Information for this question is found at:

Functional structures - pages 104-106

Divisional organizations - pages 107-109

Networks - pages 111-113

In each case the book gives you a 10 'C' table outlining the main HR elements. You can compare these as a basis for your answer.

5. Read New structures  (page 110 onwards) including the material on virtual organizations  and flexibility. It would be useful to express your answer in terms of advantages and disadvantages for both employees and employers.

6. The key to your answer can be found by reading HRM in small organizations  (pages 95-100). Reasons are varied, including the fact that many enrepreneurs simply do not want to increase their organizations beyond a certain point. Try to find information on start-ups and success rates of small businesses in your country to ground your answer in firm information.

7. You can base your answer to this question on the case study entitled Home Products  on pages 106-107. There is relevant material in chapter 6 - Restructuring.

8. Read the material given in the section on flexibility in pages 113-117. Summarize the major points in tabular form. You should conclude that total flexibility is not possible in reality.

9. Again refer to the material given in the section on flexibility in pages 113-117.

10. Read the same material but also go over New structures  (page 110 onwards), particularly networks and virtual orgnizations. Tables 4.7 and 4.8 should give you ideas (pages 113 and 114).
 
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