广西师范大学人力资源管理简答论述题重点_人力资源管理论述题

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CP01 92.(p.9-10)How has the role of HRM changed in recent years? Discu three trends that are changing the HRM function.The amount of time that the HRM function devotes to administrative tasks is decreasing, and its roles as a strategic busine partner, change agent, and employee advocate are increasing.One trend seen today is that the role of HRM in administration is decreasing as technology is used for many administrative purposes, such as managing employee records and allowing employees to get information about and enroll in training, benefits, and other programs.Another trend is that outsourcing of the administrative role is occurring quite frequently.Additionally, HRM is becoming more proactive and le reactive.Roles such as practice development and strategic busine partnering have increased.CP01 97.(p.40)What five main areas of the legal environment have influenced human resource management over the past 25 years?equal employment opportunity legislation, employee safety and health, employee pay and benefits, employee privacy, and job security.CP04 99.(p.177)Explain the Job Characteristics Model.1.Skill variety is the extent to which the job requires a variety of skills to carry out the tasks.2.Task identity is the degree to which a job requires completing a “whole” piece of work from beginning to end.3.Autonomy is the degree to which the job allows an individual to make decisions about the way the work will be carried out.4.Feedback is the extent to which a person receives clear information about performance effectivene from the work itself.5.Task significance is the extent to which the job has an important impact on the lives of other people.The belief that the task is significant because performing it well leads to outcomes one values may be the most critical motivational aspect of work.These five job characteristics determine the motivating potential of a job by affecting the three critical psychological states of “experienced meaningfulne, ”responsibility,“ and ”knowledge of results.“ According to the model, when the core job characteristics are high, individuals will have a high level of internal work motivation.This is expected to result in higher quantity and quality of work as well as higher levels of job satisfaction.CP04 94(p.168-170)What are the differences among job analysis, job descriptions, and job specifications? Job analysis is the proce of gaining detailed information about jobs, and it usually includes both a job description and a job specification as an output of the proce. Job description is a list of the tasks, duties, and responsibilities(work being performed)required by a job. Job specification is a list of the knowledge, skills, abilities, and other characteristics that a jobholder must have in order to be able to effectively do the tasks, duties, and responsibilities.CP05 95(p.198-199, 201)What is downsizing? Discu the four major reasons why organizations engage in downsizing.In general, are downsizing strategies succeful? List reasons why or why not.Downsizing is the planned elimination of large numbers of personnel designed to enhance organizational effectivene.major reasons: First, many organizations are looking to reduce costs, and because labor costs represent a big part of a company's total costs, this is an attractive place to start.Second, companies may close outdated plants or introduce technological changes to old plants, which reduces the need for labor.Third, because of economic reasons, companies change the location of where they do busine.There seem to be a number of reasons for the failure of most downsizing efforts to live up to expectations in terms of enhancing firm performance including:Although the initial cost savings are a short-term plus, the long-term effects of an improperly managed downsizing effort can be negative.Many downsizing campaigns let go of people who turn out to be irreplaceable aets.Employees who survive the staff purges often become narrow-minded, self-absorbed, and risk-averse.CP05 93(p.198)Discu the major options organizations have for reducing labor surpluses.In doing so, discu how they vary in terms of speed and the amount of human suffering.Options that are fast but result in high human suffering include downsizing, pay reductions, and demotions.Transfers and work-sharing reduce suffering somewhat.Slower approaches include attrition, retirements, hiring freezes, and retraining.These tend to reduce human suffering greatly.CP06 97.Traditional job interviews have demonstrated low validity in terms of predicting job performance.Describe how job interviews should be conducted in order to maximize their validity.Keeping the interview structures standardized and focused on accomplishing a small number of goals Asking questions that force the applicant to display required knowledge or ability(e.g., situational interview questions)Using multiple interviewers who are trainedCP06 99.(p.259)Explain what an aement center is, comment on its reliability and validity(generally), and identify a cla of jobs for which aement centers are a particularly useful selection method.An aement center is a selection program that employs multiple selection methods(e.g., work-sample test, in-basket exercise)to rate either applicants or job incumbents on their managerial potential.High reliability High validity Particularly useful for managersCP6 91.(p.233, 237)Define what is meant by reliability and validity in the employment selection context, and discu the relationship of reliability to validity.Reliability is the degree to which a measure(i.e., a selection device)is free from random error.Validity is the extent to which performance on a measure is aociated with performance on the job.The relationship is that a measure that must be reliable should be valid;but a reliable measure is not necearily a valid one.CP07 99.(p.315-316)Describe the five types of training outcomes.1.Affective—What trainees thought of the program.Consists of a brief survey on facilities, trainers, and content.Is the most frequently used method of evaluating training;useful for identifying what trainees thought was succeful and what inhibited learning.2.Cognitive—Familiarity with principles, facts, techniques, skills or procees presented;typically, tests are used to ae learning(could be role playing or simulation if training technique was a hands-on approach), typically collected before leaving training, therefore doesn't help ae transfer of training.3.Skill-based—Extent to which the trainees' behavior changes on the job as a result of participation in training.Aement usually involves having trainees' managers or peers provide ratings.4.Results—Used to determine the payoff the training program had for the company.5.Return on investment—ROI refers to comparing the training's monetary benefits with the cost of the training.The ”best“ method depends on the training objectives.Cp08 92.(p.363-367)What does the comparative approach do in terms of measuring performance? Discu the three techniques that fall under the comparative approach.The comparative approach to performance measurement requires the rater to compare an individual's performance from that of others.Three techniques that fall under this approach are ranking, forced distribution, and paired comparison.Ranking includes simple and alternation ranking.Simple ranking requires managers to rank employees within their departments from highest performer to poorest performer.Alternation ranking consists of a manager croing off top performers and poor performers from a list of employees in sequential order.The forced distribution method also uses a ranking format, but employees are ranked in groups.The paired comparison method requires managers to compare every employee with every other employee in the work group, giving an employee a score of 1 every time he/she is considered the higher performer.CP09 94.(p.429-434)Describe and discu the different ways that job experiences can be used for employee development.1.Enlarging the current job.2.Job rotation—Helps employees gain an overall understanding of the company's goals, different functions, develop contacts, and improve problem-solving and decision-making skills.Employees may not receive challenging aignments because they do not have time to understand the work unit.3.Transfers, promotions, downward moves—These moves can be anxiety provoking and may appear like a punishment.Should(1)give information about the potential benefits of the new job, its content, and challenges;(2)involve employees in transfer decisions by sending them to look at the new location and giving community information;(3)give clear and early performance feedback;(4)have a host at the new location to help them adjust;(5)give information on financial implications of the job opportunity;(6)help in relocating housing, aistance for dependent family members, and help for spouse in finding new employment, if neceary;(7)have an orientation program;and(8)guarantee that new job experiences will support the employees' career plans.4.Temporary aignments with other organizations—Externships involve a company allowing its employees to take full-time operational roles at other companies, while sabbaticals involve a leave of absence from the company to renew or develop skills.CP10 95.(p.475)Describe in what ways the two constructs of ”job involvement“ and ”organizational commitment“ are different and in what ways they are similar. Job involvement is the degree to which people identify themselves with their job.Organizational commitment is the degree to which an individual identifies with an organization and is willing to put forth an effort on its behalf.Thus, an individual could be highly involved with his/her job or career, yet have low commitment to the specific organization that he/she is working with. The two constructs are similar in that job diatisfaction leads to low job involvement and low job commitment over time.Also, low job involvement and low job commitment both make an employee more difficult to motivate.CP10 97.(p.479-480)First, describe negative affectivity and how it relates to job satisfaction;then discu how our knowledge regarding the impact of negative affectivity on job satisfaction could be used by an employer to improve overall levels of job satisfaction in the organization. Negative affectivity is a dispositional dimension that reflects pervasive individual differences in satisfaction with any and all aspects of life.People who are high in negative affectivity are more likely to experience job diatisfaction. Employers may seek to raise overall levels of employee job satisfaction by selecting employees who do not have a history of chronic job diatisfaction.CP10 94.(p.472-475)Explain what job withdrawal is, its three levels of progreion, and how it relates to job satisfaction.Job withdrawal is a set of behaviors that diatisfied individuals enact to avoid a work situation.The theory of ”progreion of withdrawal“ includes three categories of behaviors:1.Change behaviors—Efforts to attempt to change the conditions that generated the job diatisfaction.2.Physical job withdrawal—If job conditions cannot be changed, a diatisfied worker may be able to solve his/her problem by leaving the job.3.Psychological job withdrawal—Employees psychologically disengage themselves from their job;they are on the job, but their minds may be elsewhere.CP10 98.(p.480-481)Describe job enrichment and job rotation, and the differences between them.Job enrichment refers to specific ways to add complexity and meaningfulne to a person's work.Job rotation refers to moving a single individual from one job to another over the course of time.Both methods aim at reducing job diatisfaction.Job enrichment is directed at jobs that are ”impoverished" or boring.Job rotation offers the employee a mix of jobs, in which some are considered diatisfying, while others are considered satisfying.Both methods tend to increase the complexity for employees.