Exam 1: Effective Strategic Human Resource Management: Principles and Processes

In the context of the CHRM application tool, which of the following best describes the interaction between the internal and external environments?

Tsui's multiple constituency model recognises that strategies adopted by an organisation may not satisfy all of its stakeholders.

The co-adaptive human resource decision making (CHRM) framework does not consider environment factors beyond the organisation's control.

In which of the following philosophies would the manager concentrate on closely monitoring and controlling employees?

HRM and SHRM each have a different focus and connection to the organisation's overall strategy.These are:

Which paradigms or assumptions changed the emphasis from production and efficiency to focus on the importance of both people and production concerns in the organisation?

Jackson and Schuler (1995) suggest that a variety of macro-level environmental characteristics influence the adoption of particular organisational HRM practices, policies and philosophies.

The three types of capital that are associated with organisations having a competitive advantage are:

Klatt, Murdick, and Schuster's (1978) model represents:

The fifth step of the CHRM application tool is to implement the plan.During the implementation of a complex high risk plan employees will:

Effective HRM requires all of the following processes: environmental scanning, problem and opportunity identification, implementation and evaluation in relation to core activities.

Organisational strategy is the result of organisational decisions about the goals, purpose, objectives and directions of the company and the way to realise these.

List the negative outcomes of ineffective human resource practices in an organisation.

Describe the steps of the SHRM Application Tool.

Tsui's multiple constituency model (1990) recognises that:

When an organisation has a competitive advantage it finds it difficult to maintain customers, it should increase its market share and achieve its strategic goals.

The fourth step of the CHRM application tool is to devise plan and success criteria.When evaluating alternatives to deal with the problem or realise an opportunity the organisation should:

During the fourth step of the CHRM application tool, when establishing success criteria, Rausch (2003) suggested one factor that is important for effective managerial decisions is:

For HRM to be effective it must:

The internal environment of a firm includes organisational ownership, size, strategy, structure, culture, history and resources.