FINAL EXAMINATION
ELECTIVE 4 STRATEGIC HUMAN RESOURCE
MANAGEMENT
1. Sometimes it can be hard to evaluate how motivated your people are,
especially if leaders are not in daily or even weekly contact with all of their
subordinates. It can also be hard to put a finger on the true level of
motivation within your organization, as people’s outlook changes day by
day.
True or False, Why or Why not? How to measure employee motivation?
(25 PTS)
- True. Here are the six indicators we use to assess workplace
motivation. Fits are the days spent working from home. Of course,
you'll need historical data to see changes in trends. Increases in the
number of days worked from home could suggest problems with team
spirit, individual employee relationships, or simply the workplace or
workspace. Second is the number of absences. An increase in
absences is another symptom of a deteriorating workplace culture. It's
also a good idea to modify the amount of absences to seasonal trends
in order to figure out how to remedy the problem. Third indicator is
the number of days that are shorter. You should be concerned
employees work less hours than their job contract stipulates and it
will show a decreasing trend as well. Fourth indicator is carelessness.
When you're motivated, you're more likely to pay attention to the
smallest details and give just the best results. However, the inverse is
also true, and great care must be used while evaluating employees'
carelessness. They will be aware of this on a regular basis, allowing
for company-wide study and comparison to address the low ratings.
Fifth is unsociable conduct. People are less motivated to perform at
their best in a bad work environment, even if there is a clear vision
and long-term goals to guide them. Unfortunately, one person's
antisocial behavior can have a huge, out-of-proportion effect on the
environment. As a result, unsocial behavior should be monitored by
, team leaders and peers when it isn't a harmless personality trait. An
employee who has a negative impact on the environment at one place
may transform into a good resource at a different department or area.
The last indicator is unwillingness to take responsibility or accept new
projects. Highly motivated employees jump into new assignments and
take personal care that projects are delivered and customers serviced
excellently. There can be many reasons why individuals avoid
responsibility (such as a lack of experience or training), but avoiding
responsibilities or new roles often indicates that an employee already
has one foot outside the job.
2. Critically evaluate the following statement:
“Since most strategic decisions are event-driven rather than programmed
they are unplanned. Accordingly, they should be seen in terms of
preferences, choices, and matches rather than exercises in applied logic”. (15
PTS)
- It means that it is up to HR practitioners in their strategic role to solve
these problems by learning what the business is trying to accomplish
and what drives it, comprehending how HR practices affect the
business, and gaining access to strategic business decision-making by
demonstrating their credibility as an integral part of the management
of the organization. Strategic decisions aim to make the few key
decisions with the most conceptual understanding possible. Rather
than solving problems, it aims to uncover the constants in a situation
and work through what is strategic and generic. As a result, they want
to understand why the decision was made and what the underlying
facts are that it must address. They are more concerned with impact
than with skill. They also prefer to be practical rather than smart.
Strategic decisions are distinct from other types of judgments because
they are large-scale, resource-intensive, long-term, and fraught with
uncertainty. They are uncommon and usually have no precedent to
follow; they are big, resource expensive, and necessitate a high level
of commitment from all parties involved. It also established the
criterion by which subsequent decisions and acts will be judged.
3. It is incredibly difficult to gauge how a candidate will behave in a future
position based on their resume and interview alone. Of course, past
ELECTIVE 4 STRATEGIC HUMAN RESOURCE
MANAGEMENT
1. Sometimes it can be hard to evaluate how motivated your people are,
especially if leaders are not in daily or even weekly contact with all of their
subordinates. It can also be hard to put a finger on the true level of
motivation within your organization, as people’s outlook changes day by
day.
True or False, Why or Why not? How to measure employee motivation?
(25 PTS)
- True. Here are the six indicators we use to assess workplace
motivation. Fits are the days spent working from home. Of course,
you'll need historical data to see changes in trends. Increases in the
number of days worked from home could suggest problems with team
spirit, individual employee relationships, or simply the workplace or
workspace. Second is the number of absences. An increase in
absences is another symptom of a deteriorating workplace culture. It's
also a good idea to modify the amount of absences to seasonal trends
in order to figure out how to remedy the problem. Third indicator is
the number of days that are shorter. You should be concerned
employees work less hours than their job contract stipulates and it
will show a decreasing trend as well. Fourth indicator is carelessness.
When you're motivated, you're more likely to pay attention to the
smallest details and give just the best results. However, the inverse is
also true, and great care must be used while evaluating employees'
carelessness. They will be aware of this on a regular basis, allowing
for company-wide study and comparison to address the low ratings.
Fifth is unsociable conduct. People are less motivated to perform at
their best in a bad work environment, even if there is a clear vision
and long-term goals to guide them. Unfortunately, one person's
antisocial behavior can have a huge, out-of-proportion effect on the
environment. As a result, unsocial behavior should be monitored by
, team leaders and peers when it isn't a harmless personality trait. An
employee who has a negative impact on the environment at one place
may transform into a good resource at a different department or area.
The last indicator is unwillingness to take responsibility or accept new
projects. Highly motivated employees jump into new assignments and
take personal care that projects are delivered and customers serviced
excellently. There can be many reasons why individuals avoid
responsibility (such as a lack of experience or training), but avoiding
responsibilities or new roles often indicates that an employee already
has one foot outside the job.
2. Critically evaluate the following statement:
“Since most strategic decisions are event-driven rather than programmed
they are unplanned. Accordingly, they should be seen in terms of
preferences, choices, and matches rather than exercises in applied logic”. (15
PTS)
- It means that it is up to HR practitioners in their strategic role to solve
these problems by learning what the business is trying to accomplish
and what drives it, comprehending how HR practices affect the
business, and gaining access to strategic business decision-making by
demonstrating their credibility as an integral part of the management
of the organization. Strategic decisions aim to make the few key
decisions with the most conceptual understanding possible. Rather
than solving problems, it aims to uncover the constants in a situation
and work through what is strategic and generic. As a result, they want
to understand why the decision was made and what the underlying
facts are that it must address. They are more concerned with impact
than with skill. They also prefer to be practical rather than smart.
Strategic decisions are distinct from other types of judgments because
they are large-scale, resource-intensive, long-term, and fraught with
uncertainty. They are uncommon and usually have no precedent to
follow; they are big, resource expensive, and necessitate a high level
of commitment from all parties involved. It also established the
criterion by which subsequent decisions and acts will be judged.
3. It is incredibly difficult to gauge how a candidate will behave in a future
position based on their resume and interview alone. Of course, past
