This is from the lecture. Hints at questions + other hints + my notes
QUESTIONS:
- Performance management and its links with strategic human resource management
Hint by Dimitria: performance management programs (PMP) are more long-term, whilst appraisal is short, periodically. However, one is a component to the other. Management is far more important. Ok, I have revised for this question, then I realised based on her lecture notes, the text is vague. I'm still not surewhat the difference is between PMPs and PAs? I was under the impression that PMPs are just the general name, and appraisals are one façade of it. However, Dimitria argues how PAs are wosrse that PMPs? This was actually a bad question for me to choose, its the largest chapter + 2 extra readings you need to do + SHRM stuff (although it intertwines with a lot of the other stuff)
- HR policies and practices and transfer from one country to the other
Hint: can you transfer HR from one country into another? Make sure you look at the end of the PMP chapter for the international focus, too. Personally, I wouldn't do it because that lecturer for this lecture sucked the balls.
- Training as responsibility of the org or external org
Training and development who should be responsible. Where does it take place - on/off the job? About maximising the outcomes of your org. Make sure you have the best person for the job and will make best contribution. Personally, I haven't revised this chapter or done the readings. However, this seems to be a great topic to choose. Lots of good discussion points. Chance to maybe subvert the question asked a bit.
- HR policies/practice/rhetoric, soft/hard and the shift from personnel management. Shift from personnel management to what?
Seems to be relatively easy. Whilst the scope is wide, there are many key things you need to know. You would need the historical context for change from personnel management to HRM to SHRM. Unitarist links to need for SHRM. From macro to micro shift. Elimination of unions. (Also, if you o this question, the next one is kind of similar).
- The HR manager's role and function in this shifting context.
Too wide a scope to choose. If I were to choose it, I'd write about how with the change from pluralist to unitarist neoliberal agendas in government, the HR manager has more responsibility. Current workplace changes. More responsibility, etc. Shift from inside to outside. Context and how it shaped. From macro to micro. Placed a lot of responsibility on HR managers. Whilst it's not a hard question to do, its not specific enough. Also, a hint from Dimitria:
There are external influences on HR such as international (Free trade barriers), national (IR bargaining etc) and the nature of work (more women, casualisation etc). Hmmm…the more I think about it, the more I may choose this question after all.
QUESTIONS:
- Performance management and its links with strategic human resource management
Hint by Dimitria: performance management programs (PMP) are more long-term, whilst appraisal is short, periodically. However, one is a component to the other. Management is far more important. Ok, I have revised for this question, then I realised based on her lecture notes, the text is vague. I'm still not surewhat the difference is between PMPs and PAs? I was under the impression that PMPs are just the general name, and appraisals are one façade of it. However, Dimitria argues how PAs are wosrse that PMPs? This was actually a bad question for me to choose, its the largest chapter + 2 extra readings you need to do + SHRM stuff (although it intertwines with a lot of the other stuff)
- HR policies and practices and transfer from one country to the other
Hint: can you transfer HR from one country into another? Make sure you look at the end of the PMP chapter for the international focus, too. Personally, I wouldn't do it because that lecturer for this lecture sucked the balls.
- Training as responsibility of the org or external org
Training and development who should be responsible. Where does it take place - on/off the job? About maximising the outcomes of your org. Make sure you have the best person for the job and will make best contribution. Personally, I haven't revised this chapter or done the readings. However, this seems to be a great topic to choose. Lots of good discussion points. Chance to maybe subvert the question asked a bit.
- HR policies/practice/rhetoric, soft/hard and the shift from personnel management. Shift from personnel management to what?
Seems to be relatively easy. Whilst the scope is wide, there are many key things you need to know. You would need the historical context for change from personnel management to HRM to SHRM. Unitarist links to need for SHRM. From macro to micro shift. Elimination of unions. (Also, if you o this question, the next one is kind of similar).
- The HR manager's role and function in this shifting context.
Too wide a scope to choose. If I were to choose it, I'd write about how with the change from pluralist to unitarist neoliberal agendas in government, the HR manager has more responsibility. Current workplace changes. More responsibility, etc. Shift from inside to outside. Context and how it shaped. From macro to micro. Placed a lot of responsibility on HR managers. Whilst it's not a hard question to do, its not specific enough. Also, a hint from Dimitria:
There are external influences on HR such as international (Free trade barriers), national (IR bargaining etc) and the nature of work (more women, casualisation etc). Hmmm…the more I think about it, the more I may choose this question after all.