HRIR 3021 MIDTERM EXAM QUESTIONS AND ANSWERS WITH
COMPLETE SOLUTIONS GRADED A++ LATEST UPDATE
strategic vs traditional HR
Traditional HR: Focus is micro, narrow skill application. Critical skills are organization,
admin, compliance, transactional, tactical. View of employees is a head-count, cost-
based, and like they are exploitable resources. Planning outlook is short term, ow risk,
traditional (utilizes tried-and-true approaches). HR systems and practices are routine,
traditional, reactive, and respond to stated needs. education/training id that of traditional
HRM generalists and specialists, and other specialties. Strategic HR: View of org is
macro, broad skill application. Critical skills are Strategic, planning, diagnostic,
analytical (metrics), consultative. View of employees is as contributors, asset-based,
and critical resources. Planning outlook is long term, high risk, experimental (tries novel
approaches). HR Systems and practices are adaptive, innovative, anticipatory,
proactive, recognizes unstated needs. education and training is business acumen,
comprehensive HRM body of knowledge, organizational development.
HR Generalist
A person who has responsibility for performing a variety of HR activities
HR specialist
A person who has in-depth knowledge and expertise in a limited area of HR.
explain how HR contributes to organization's performance
,it influences who works for an organization and how those people work, so it contributes
to the basic measures of an org's function: quality, profitability, and customer
satisfaction.
What are the strategic (SKILLS) competencies necessary to be effective in HR
management?
HR expertise, relationship management, ethical practice, consultation, leadership and
navigation, communication, global and cultural effectiveness, ethical practice, critical
evaluation, and business acumen.
HR Expertise Competency
involves understanding and carrying out the functions of HR management. Include
using HR technology, applying policies and procedures, and keeping up to date on HR
laws.
Relationship management competency
involves handling the personal interactions necessary for providing services and
supporting the org's goals. behaviors include treating employees respectfully, building
trust, and providing great customer service
Consultation competency
refers to the ways HR employees guide others in the org. Done through behaviors like
coaching, gathering data to support business decisions, and esp at senior level,
designing solutions in support of business strategy.
Leadership and Navigation competency
,refer to directing the org's processes and programs. depending on one's level in the org,
the necessary behaviors would include behaving consistently with the org's culture,
encouraging collaboration, or setting a vision for the Hr function or entire org.
communication competency
the ability to effectively exchange info with others inside and outside the org. behavior
examples include expressing info clearly, providing constructive feedback, and listening
effectively
Global and Cultural Effectiveness competency
The ability to value and to consider the perspectives and backgrounds of all parties.
Behaviors include acquiring knowledge of other cultures, resolving conflicts, and
supporting inclusiveness so that all can contribute to their fullest.
Ethical Practice competency
involves applying integrity, accountability, and other core values. examples include
maintaining confidentiality, rewarding ethical behavior, and responding to reports of
unethical conduct.
Critical Evaluation competency
The ability to interpret information needed to make business decisions. behaviors
include gathering relevant data, applying statistical knowledge to understand the data.
and finding root causes of problems.
Business Acumen competency
involves understanding how info can be used to support the org's strategy. behaviors
include gaining and applying knowledge of business principles and how HR functions
relate to business success.
, Explain the human resource responsibilities of Managers
non-HR managers need to be familiar with the basics of HRM and their role in
managing Human Resources b/c hr activities are not limited to the specialists who staff
those departments. HR Areas supervisors are likely to be involved in: help define jobs,
forecast HR needs, provide training, interview (and select) candidates, appraise
performance, recommend pay increases and promotions, communicate policies,
motivate - with support from pay, benefits and other rewards
responsibilities of human resource departments
analysis and design of work(work analysis, job design, job descriptions), recruitment
and selection(recruiting, job postings, interviewing, testing, coordinating use of
temporary labor), training and development(orientation, skills training, career
development programs), performance management (performance measures,
preparation and administration of performance appraisals, discipline), compensation
and benefits (wage and salary administration, incentive pay, insurance, vacation leave
administration, retirement plans, profit sharing, stock plans), employee relations
(attitude surveys, labor relations, employee handbooks, company publications, labor law
compliance, relocation and outplacement services), personnel policies (policy creation,
policy communication), employee data and information systems (record keeping, hr
information systems, workforce analytics), compliance with laws (policies to ensure
lawful behavior, reporting, posting information, safety inspections, accessibility
accommodations), support for strategy(hr planning and forecasting, talent management,
change management)
HR planning
COMPLETE SOLUTIONS GRADED A++ LATEST UPDATE
strategic vs traditional HR
Traditional HR: Focus is micro, narrow skill application. Critical skills are organization,
admin, compliance, transactional, tactical. View of employees is a head-count, cost-
based, and like they are exploitable resources. Planning outlook is short term, ow risk,
traditional (utilizes tried-and-true approaches). HR systems and practices are routine,
traditional, reactive, and respond to stated needs. education/training id that of traditional
HRM generalists and specialists, and other specialties. Strategic HR: View of org is
macro, broad skill application. Critical skills are Strategic, planning, diagnostic,
analytical (metrics), consultative. View of employees is as contributors, asset-based,
and critical resources. Planning outlook is long term, high risk, experimental (tries novel
approaches). HR Systems and practices are adaptive, innovative, anticipatory,
proactive, recognizes unstated needs. education and training is business acumen,
comprehensive HRM body of knowledge, organizational development.
HR Generalist
A person who has responsibility for performing a variety of HR activities
HR specialist
A person who has in-depth knowledge and expertise in a limited area of HR.
explain how HR contributes to organization's performance
,it influences who works for an organization and how those people work, so it contributes
to the basic measures of an org's function: quality, profitability, and customer
satisfaction.
What are the strategic (SKILLS) competencies necessary to be effective in HR
management?
HR expertise, relationship management, ethical practice, consultation, leadership and
navigation, communication, global and cultural effectiveness, ethical practice, critical
evaluation, and business acumen.
HR Expertise Competency
involves understanding and carrying out the functions of HR management. Include
using HR technology, applying policies and procedures, and keeping up to date on HR
laws.
Relationship management competency
involves handling the personal interactions necessary for providing services and
supporting the org's goals. behaviors include treating employees respectfully, building
trust, and providing great customer service
Consultation competency
refers to the ways HR employees guide others in the org. Done through behaviors like
coaching, gathering data to support business decisions, and esp at senior level,
designing solutions in support of business strategy.
Leadership and Navigation competency
,refer to directing the org's processes and programs. depending on one's level in the org,
the necessary behaviors would include behaving consistently with the org's culture,
encouraging collaboration, or setting a vision for the Hr function or entire org.
communication competency
the ability to effectively exchange info with others inside and outside the org. behavior
examples include expressing info clearly, providing constructive feedback, and listening
effectively
Global and Cultural Effectiveness competency
The ability to value and to consider the perspectives and backgrounds of all parties.
Behaviors include acquiring knowledge of other cultures, resolving conflicts, and
supporting inclusiveness so that all can contribute to their fullest.
Ethical Practice competency
involves applying integrity, accountability, and other core values. examples include
maintaining confidentiality, rewarding ethical behavior, and responding to reports of
unethical conduct.
Critical Evaluation competency
The ability to interpret information needed to make business decisions. behaviors
include gathering relevant data, applying statistical knowledge to understand the data.
and finding root causes of problems.
Business Acumen competency
involves understanding how info can be used to support the org's strategy. behaviors
include gaining and applying knowledge of business principles and how HR functions
relate to business success.
, Explain the human resource responsibilities of Managers
non-HR managers need to be familiar with the basics of HRM and their role in
managing Human Resources b/c hr activities are not limited to the specialists who staff
those departments. HR Areas supervisors are likely to be involved in: help define jobs,
forecast HR needs, provide training, interview (and select) candidates, appraise
performance, recommend pay increases and promotions, communicate policies,
motivate - with support from pay, benefits and other rewards
responsibilities of human resource departments
analysis and design of work(work analysis, job design, job descriptions), recruitment
and selection(recruiting, job postings, interviewing, testing, coordinating use of
temporary labor), training and development(orientation, skills training, career
development programs), performance management (performance measures,
preparation and administration of performance appraisals, discipline), compensation
and benefits (wage and salary administration, incentive pay, insurance, vacation leave
administration, retirement plans, profit sharing, stock plans), employee relations
(attitude surveys, labor relations, employee handbooks, company publications, labor law
compliance, relocation and outplacement services), personnel policies (policy creation,
policy communication), employee data and information systems (record keeping, hr
information systems, workforce analytics), compliance with laws (policies to ensure
lawful behavior, reporting, posting information, safety inspections, accessibility
accommodations), support for strategy(hr planning and forecasting, talent management,
change management)
HR planning
