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• As a direct result of CSME and globalization in general, the management and

leadership of human resources in the Caribbean will undergo some changes.
Explain the significance of Caribbean managers understanding the value of
strategic HRM during this period of change (20 marks)

• Briefly describe the Human Resource planning process and critically discuss
its importance to other Human Resource Management functions and
business strategy in an organisation. (12 marks)

○ (b) What factors act as catalyst or constraints to effective Human

Resource planning? (8 marks)

• Critically assess the view that Human Resource Management (HRM)

practices should be designed to fit with business strategies and objectives.
(20 marks)

• Describe and analyse the relationship between job analysis and other Human


Resource Management functions, with reference to the strategic plans of an
organisation. (20 Marks)


• Describe the Human Resource Planning process and critically discuss its
relevance to the effectiveness of other Human Resource Management
activities and business strategy in an organization. (18 Marks)
The questions within are basically about Human Resource Management (HRM) Strategies,
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topic Resource Planning. (12 Marks)
• Explain clearly how a human resource strategy can be tightly linked to the
business strategy of a firm? (20 marks)

• Explain comprehensively a model of strategic human resources management

and use realistic examples that demonstrate how human resources
strategies, functions, and policies must fit appropriately with
corporate/competitive business strategies. What are the drawbacks in
applying this model? 30 marks

• How far and for what reasons do you think Human Resource Management
(HRM), should be designed to fit with the business strategy and objectives of
an organisation? (20 marks)

• How have the nature, scope and scale of the work of human resources
management changed in the twenty first century and what new
competencies have these changes require human resources professionals to
possess to make human resources management strategically relevant in
modern businesses? 30 marks

• How important are core knowledge workers in Strategic Human Resource

Management? (6 marks)

○ (b) Explain how employee competencies (KSAs) create value or return

on capital employed for business. Draw a diagram to support your
answer. (12 marks)

• Identify and describe the core elements of the Human Resource Planning
process. (8 marks)

○ (b) Show its relevance to the effective implementation of the business

strategy and operational plans in an organisatiori. (10 marks)

• It is argued that HR should be aligned to the business strategy of an

organization. What could Mr. Stuart have done to ensure that his plans for
the career development of his staff like Ruby had a strategic focus? (19

• The CARICOM Single Market (CSM) has become a reality for the Caribbean
and it will no doubt provide both challenges and opportunities; businesses
will have to change to reflect the demands of this new environment Hence,
one can anticipate that there are likely to be significant changes in business
strategies developed and implemented by Caribbean organisattons in
response to this evolving and complex environment of business As a student
of management, identify, describe and critically analyse same of the most
critical HR issues that are likely to arise as a result of the implementation of
the CSM, and which must be addressed at the strategic level You must also
recommend workable solutions to the issues presented. (24 marks)

• Using relevant theories and models of Human Resource Management (HRM),

critically discuss why it is important to integrate HRM practices into the
business strategy and objectives of an organisation. Use examples to support
your answer. (20 Marks)


• Describe the advantages and disadvantages of linking pay to performance.

(12 marks)

○ (b)How effective is GE’s performance-related pay for managers? (8


• Linking pay to performance is considered by some current thinkers, as a

better way to fully compensate internal customers for their efforts in serving
external customers. They argue that time-based pay systems are the past.
Discuss the validity and relevance of this statement, in view of the need to
have new work practices in order to survive the impacts of the CSM and

• Performance Management is critical if the organization is to progress. Outline

the relevance of performance management to HR practitioners, underscoring
the linkages to the organizations mission and strategic objectives. (20

• Ruby apparently lacked the competencies to effectively facilitate the

motivation of the staff under her supervision. Discuss the validity of this
statement. (19 marks)

• What doesn’t get measured doesn’t get done. Critically discuss why it is
important for HR professional to ensure that employee performance is
measured and the linkage to the organisation’s mission and strategic
objectives? Use relevant theories and concepts to support your answer.

• What is performance management and how is it the same or different from

performance review or evaluation? Discuss in relation to the drive to improve
organisational performance. (20 Marks)
• Write short notes on four (4) of the following topics. Please ensure that clear
definitions are given and succinct points are made in your discussion. Each
question should not be less than 130 words and no more than 200 words.

○ Employee assistance programme,

○ Person Specification,
○ Performance Related Pay (PRP) systems,
○ Training needs analysis,
○ job evaluation,
○ Performance Appraisal,
○ AARs (After Action Reviews)

• Describe chronologically the four (4) stages in the evolution of human
resources management and indicate clearly what activities were mainly
performed in the personnel / human resources departments and which
specific human resources management functions were evident. 30 marks

• How would you explain the emergence of Human Resource Management

(HRM)? How far and for what reasons would you agree with Flower’s
contention that HRM represents nothing more than the discovery of
personnel management by Chief Executives? (20 marks)

• Human Resource activities are uncertain, ambiguous and paradoxical.

Critically discuss this statement and provide examples to support your

• Identify and succinctly describe the core phases, functions and objectives of
Human Resource Management (HRM), clearly outlining its underlying
philosophy. (14 marks)

○ b) Based on this philosophy and objectives, what are some of the main
problems organizations in the Caribbean may experience in trying to
implement HRM strategies, policies and practices within the CSM? (10

• Job analysis and competencies profiling are critical tools for the effective
execution of other Human Resource Management activities. Critically
evaluate this statement with reference to any four (4) activities of the HRM
function and the strategic plans of an organization.
• Job analysis creates internal integration among HRM activities.” Critically
discuss the statement illustrating the linkages of Job Analysis and any four
activities of the HRM function. (20 marks)

• Most Caribbean businesses still recognize human resources management as

an essentially administrative function although people as an organizational
resource provide the ultimate source of sustainable competitive advantage.

• Summarize the components of the Balanced or HR scorecard and show how

it provides an improved measure of employees’ contribution to a firm’s
success. 15 marks

○ b) State what type of performance management culture mostly exists

in Caribbean businesses and explain the difficulties that are present in
measuring performance in this environment? 15 marks

• There is really no difference between Human Resource Management (HRM)

and Personnel Management, just different terms referring to the same
concept.” Critically discuss this statement. (20 marks)

• What is the difference between explicit and tacit knowledge? (6 marks),

○ (b)Why has managing knowledge assume such great importance for

businesses striving for market differentiation? (14 marks)