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

Jackson and Schuler's (1995) model of HRM outlines the internal and external contexts of organisations.Elements within the external context of the organisation are:

In the context of dynamic organisations the need for improving performance and stakeholder wellbeing challenges practitioners for ways to resolve issues.Explain the steps associated with the Co-adaptive Human Resource Management (CHRM) framework and provide three reasons that explain how an organisation would benefit from using such a framework.

Lundy and Cowling's (1996) model views strategic HRM as:

The balanced scorecard approach developed by Kaplan and Norton (1996):

HRM involves the activities needed to:

HRM practices tend to become more formal as organisation size increases.

Strategy formulation involves:

The third step of the CHRM application tool is to verify or falsify potential problems or opportunities.Which of the following is consistent with this step?

Gap analysis in HR involves looking at what the organisation is currently doing but not what it needs to be.

The resource-based view (RBV) of HRM proposes that:

Outline the key activities that you will have to understand in order to develop effective HR policies and practices for the organisation.

Which of the following is NOT a limitation of the resource-based view of the firm?

Klatt, Murdick and Schuster's (1978) HRM model does not advocate taking a systems approach to human resource planning and development.

The CHRM Application Tool provides techniques and frameworks for making strategic decisions in an organisation.Which of the following is not described by the tool?

What are the major limitations of the HRM models of Jackson and Schuler (1995), Kochan and Barocci (1985), Klatt, Murdick, and Schuster (1978) and Lundy and Cowling (1996)?