16单元HRM专业英语课后答案.docx

1、16单元HRM专业英语课后答案1-6单元HRM专业英语课后答案Unit 1 An Overview of Human Resource ManagementKEY TO EXERCISES (I)1. The success of Southwest Airlines comes from managing people effectively, a combination of a number of important but less visible aspects of operations.2. In the traditional, the “Human Resource Mana

2、gement” were called “personnel”.3. Some employees attempted to start unions for strike for improved conditions before 1900.4. The importance of collective bargaining and union /management relations following the labor unions rise to power in the 1940s and 1950s expanded the responsibilities of the p

3、ersonnel area in many organizations, especially those in manufacturing , utilities, and transportation .5. They are “ organizational restructuring ” and “workforce diversity ”.6. Much of the responsibility for safety had been subcontracted to Boeing, and NASAs safety culture had become reactive, com

4、placent and dominated by unjustified optimism, displaying no interest in understanding a problem and its implications .Besides, the enormous cost may be the greatest culprits. 7. Self-service refers to giving employees control of HR transactions. Self-service also fits with the changing psychologica

5、l contractemployees are expected to take greater responsibility for their own careers. Self-service is being used for a wide range of HR services including training course catalogs and course enrollment, benefits enrollment and inquiries, and attitude surveys.8. These duties include: 1) Respecting p

6、ersons and not using them solely as means to ones own ends 2) Not doing any harm3) Telling the truth 4) Keeping promises 5) Treating people fairly and not without discrimination6) Not depriving people of basic rights 9. “Bad apple ” tells about that some individuals are simply predisposed to behave

7、unethically and should be weeded out by the selection process.10. HR benchmarking is the process of comparing ones HR practices with those of another firm, particularly a competitor ,as a way to outperform the competition. Unit 2 Strategic Human Resource ManagementKEY TO EXERCISES (I)1. It takes the

8、 notion of HRM as a strategic , integrated and coherent approach and develops that in line with the concept of strategic management.2. Strategy: The determination of the long-term goals and objectives of and enterprise , and the adoption if courses of action and the allocation of resources necessary

9、 for carrying out those goals.Characteristics: First , it is forward looking. The second characteristic is that the organizational capability of a firm depends on its resource capacity. The third characteristic of strategy is strategic fit-the need when developing HR.3. The formulation of corporate

10、strategy is best described as a process for developing a sense of direction , making the best use of resources and ensuring strategic fit. It has often been described as a logical , step-by-step affair , the outcome of which is a formal written statement that provides a definitive guide to the organ

11、izations intentions.4. The rise and fall of strategic planning.5. The fundamental aim of strategic HRM is to generate organizational capability by ensuring that the organization has skilled , engaged , committed and well-motivated employees it needs to achieve sustained competitive advantage.6. Stra

12、tegic HRM is based on two key concepts , namely , the resource-based view and strategic fit.7. To a very large extent, the philosophy and approaches to strategic HRM are underpinned by the resource-based view. This states that it is the range of resources in an organization , including its human res

13、ources, that produces its unique character and creates competitive advantage.8. Valuable , rare , imperfectly imitable and non-substitutable.9. First , vertically , it entails the linking of human resource management practices with the strategic management process of the organization . Second , hori

14、zontally , it emphasizes the coordination or congruence among the various human resource management practices.10. 1.employment security; 2.selective hiring; 3.self-managed teams; 4.high compensations contingent on performance; 5. training to provide a skilled and motivated workforce; 6.reduction of

15、status differentials; 7.sharing information.11. There are examples in virtually every industry of firms that have very distinctive management practices. Distinctive human resource practices shape the core competencies that determine how firms compete.12. The best approach is in line with contingency

16、 theory . It emphasizes that HR strategies should be congruent with the context and circumstances of the organization.13. “Bundling” is the development and implementation of several HR practices together so that they are interrelated and therefore complement and reinforce each other.14. The problem

17、with the bundling approach is that of deciding what is the best way to relate different practices together.Unit 3 Human Resource PlanningKEY TO EXERCISES (I)1. HR planning is the process of analyzing and identifying the need for and availability of human resources so that the organization can meet i

18、ts objectives.2. Typical HR Planning Responsibilities.HR Unit : Participates in strategic planning process for overall organization ; Identifies HR strategic ; Designs HR planning data systems managers on staffing needs ; Implements HR plan as approved by top management.Managers : Identify supply-an

19、d-demand needs for each division/department ; Review/discuss HR planning information with HR specialists ; Monitor HR plan with departmental plans ; Integrate HR plan with departmental plans ; Monitor HR plan to identify changes needed ; Review employee succession plans associated with HR plan.3. On

20、e factor often affecting the planning of HR activities in small firms is family considerations.The key to a successful transition of a business from one generation to another is having a clearly identified HR plan.4. The steps in the HR planning process are shown in Figure 3.2. Notice that the HR pl

21、anning process begins with considering the organizational Objectives and strategies . Then both external and internal assessments of HR needs and supply sources must be done and forecasts developed.5. Factors to consider include the current level of employee knowledge , skills , and abilities in an

22、organization and the expected vacancies resulting from retirement , promotion , transfer ,sick leave , or discharge.6. Upper management has a better view of the human resource dimensions of business decisions. HR costs may be lower because management can anticipate imbalances before they become unma

23、nageable and expensive. More time is available to locate talent because needs are anticipated and before the actual staffing is required . Better opportunities exist to include women and minority groups in future growth plans . Development of managers can be better planned.7. At the heart of strateg

24、ic planning is the knowledge gained from scanning the external environment for changes.8. Workforce Composition and Work Patterns ; Government Influences ; Geographic and Competitive Conditions ; Economic Conditions.9. Analyzing the jobs that will need to be done and the skills of people currently a

25、vailable to do them is the next part of HR planning.10. Individual employee demographics ; Individual career progression ; Individual performance date. Unit 4 Job Analysis and DesignKEY TO EXERCISES (I)1. Job design receives attention for three major reasons:1) job design can influence performance i

26、n certain jobs, especially those where employee motivation can make a substantial difference.2) Job design can affect job satisfaction. 3) Job design can impact both physical and mental health.2. They are five types of works that one firm include, and they are :1) Full-time employees2) Part-time emp

27、loyees3) Independent contractors4) Temporary workers5) Contingent workers3. One approach for designing or redesigning jobs is to simplify the job tasks and responsibilities. Several other approaches also have been used as part of job design. There are :job enlargement and job enrichment ;job rotatio

28、n; job sharing.4. There are several advantages to job rotation with one being that it develops an employees capabilities for doing several different jobs.5. While job design attempts to develop jobs that fit effectively into the flow of the organization work, the more narrow focus of job analysis ce

29、nters on using a formal system to gather date about what people do in their jobs.6. The purposes of job analysis are as following:1) Work activities and behaviors2) Interactions with others3) Performance standards4) Financial and budgeting impact5) Machines and equipment used 6) Working condition 7)

30、 Supervision given and received8) Knowledge, skills, and abilities needed7. The job analysis responsibilities are include two typical divisions ,they are :HR UNIT 1) Coordinates job analysis 2) Writes job descriptions and specifications for review by managers 3) Periodically reviews job descriptions

31、 and specifications 4) Reviews managerial input to ensure accuracy 5) May seek assistance from outside experts for difficult or unusual analyses 8. 1) Task-based job analysis is the most common form and focuses on the tasks, duties, and responsibilities performed in a job. Competencies are individua

32、l capabilities that can be linked to performance by individuals or teams.2) Unlike the traditional task-based approach to analyzing jobs, the competency approach considers how knowledge and skills are used.Unlike the traditional task-based job analysis, one purpose of the competency approach is to influence individual and organizational behaviors in the future.The competency approach may be broadly focused on behaviors, rather than just on task, duties, and re