STRATEGIC HUMAN RESOURCE MANAGEMENT

ASSIGNMENT

QUESTION 1

Strategic Types & HRM Needs

The roles required of the HRM function have changed as people have become recognized
as a true source of competitive advantage. This has required a transformation of the HRM
function from focusing solely on transactional activities to an increasing involvement in
strategic activities. In fact, according to one study, 64% of HR executives said that their
HRM function is in a process of transformation.26 The strategic management of the HRM
function will determine whether HRM will transform itself to a true strategic partner or
simply be blown up.

a. Why have the roles and activities of the HRM function changed over the past 20–30
years? What has been driving this change? How effectively do you think HRM has
responded?

(20 marks)

b. Some observers argue that outsourcing an activity is bad because the activity is no longer
a means of distinguishing the firm from competitors. (All competitors can buy the same
service from the same provider, so it cannot be a source of competitive advantage.) Is
this true? If so, why would a firm outsource any activity

(20 marks)

[Total: 40 marks]
QUESTION 2

HR Competitive Advantage
The general concept of the competitive advantage is a reasonably straightforward. Each
business tries to gain the advantage that helps to increase the market share, margins, or
profits. No firm exists to make employees lucky. They exist to fund lives of shareholders.
No one can complain about the organization building the sustainable internal environment
that brings immediate and long-term benefits compared to competitors on the market.
Human Resources in no exception; it is a strategic business function. It has the HR
Strategy, and it can build a significant competitive advantage for the company.

a. What are the two challenges that HR managers face? Discuss how the shared service
model and the self-service model help them overcome the two challenges.
(10 marks)

b. Discuss the balanced scorecard approach of measuring stakeholder performance.

(10 marks)

[Total: 20 marks]
QUESTION 3

Figure 3. Developing a Work–Unit Activity Analysis

a. Based on Figure 3, assume you are the cashier of a fast-food restaurant. What are
the outputs of your work unit? What are the activities required to produce those
outputs? What are the inputs? Discuss.
(20 marks)

b. Explain which approach to job design was most influential in designing that job? In
the context of the total work-flow process of the restaurant, how would you
redesign the job to emphasize more heavily each of the other approaches?

(20 marks)

[Total: 40 marks]