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Bbm4202 Strategic Human Resource Management Reg Supp

This document contains an examination for a university course on strategic human resource management. It includes 5 questions related to HR strategies and practices. Question 1 presents a case study about problems at a local bank and asks how to address turnover and communication issues. Question 2 discusses generic business strategies and the different HR approaches needed for each. Question 3 covers the relationship between corporate planning and HR strategic planning, and dealing with labor surpluses and shortages. Questions 4 and 5 define key HR strategy concepts and components of an employee resourcing strategy.

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Dalnork Lapid
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133 views3 pages

Bbm4202 Strategic Human Resource Management Reg Supp

This document contains an examination for a university course on strategic human resource management. It includes 5 questions related to HR strategies and practices. Question 1 presents a case study about problems at a local bank and asks how to address turnover and communication issues. Question 2 discusses generic business strategies and the different HR approaches needed for each. Question 3 covers the relationship between corporate planning and HR strategic planning, and dealing with labor surpluses and shortages. Questions 4 and 5 define key HR strategy concepts and components of an employee resourcing strategy.

Uploaded by

Dalnork Lapid
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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UNIVERSITY EXAMINATION 2017/2018

SCHOOL OF BUSINESS AND ECONOMICS


DEPARTMENT OF MANAGEMENT

BCOM/BBM
REGULAR

UNIT CODE: BBM4202 UNIT TITLE: STRATEGIC HUMAN RESOURCE


MANAGEMENT

DATE: AUGUST, 2018 SPECIAL/ SUPP TIME: 2 HOURS

INSTRUCTIONS: ANSWER QUESTION ONE AND ANY OTHER TWO

1. a) As a new member of the board of directors for a local bank, Jack Nelson was
being introduced to all the employees in the home office. When he was introduced to
Ruth Johnson, he was curious about her work and asked her what her machine did.
Johnson replied that she did not know what the machine was called or what it did.
She explained that she had only been working there for two months. She did
however know precisely how to operate the machine. According to her supervisor
she was an excellent employee.

At one the branch offices the supervisor in charge spoke to Nelson confidentiality,
telling him that ‘something was wrong’ but she did not know what. For one thing she
explained employee turnover was too high and no sooner had one employee been
put on the job then another one resigned. With customers to see and loans to be
made, she continued she had little time to work with the new employees as they
came and went.

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All branches supervisor hired their own employees without communication with
headquarter or other branches. When an opening occurred the supervisor tried to
find a suitable employee to replace the worker who had quit.

After touring the 22 branches and finding similar problems in many of them, Nelson
wondered what the headquarter should do or what action he should take. The
banking firm was generally regarded as a well run institution that had grown from 27
to 191 employees during the past eight years. The more he thought about the matter
the more puzzled Nelson became. He couldn’t quite put his finger on the problem
and he didn’t know whether to report his findings to the company president.

Required:
a) What do you think is causing some of the problems in the bank headquarter
office and branches. (10 Marks)

b) What HR strategies and HR practices would you recommend for this firm?
(15 Marks)

c) What specific functions should the HR unit carry out? (5 Marks)

d) What HR functions would then be carried out by line managers and why?
(10 Marks)

2. Drawing in the generic strategies of innovation quality enhancement and cost


leadership discus the different behaviors and HR practices required for successful
implementation of these types of strategies. (20 Marks)

3. a) Discuss why corporate planning is an integral part of HR strategic planning


(10 Marks)

b) Discuss the various strategic options required to deal with unexpected labour
shortages and surplus that might be realized at the demand and supply forecasting
phase. (10 Marks)

4. a) Define strategy (2 Marks)

b) Describe the subsidiary concepts of strategy. (8 Marks)

c) Explain the fundamentals of HR strategy development. (10 Marks)

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5. Employee resourcing is concerned with any meanings available to meet the needs
of the organization for certain skills and behaviors. Given that understanding
explaining the components of employee resourcing strategy. (20 Marks)

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