HRIR 201 Exam questions &
answers 100% Solved!!
HR, IR, ER APPROACHES - ANSWERS
What is an employment relationship? If a worker is not an employee, then how else
might they be expected to perform work for another? - ANSWERS• The employment
relationship is one in which the employee agrees to submit to the authority of the
employer in exchange for certain physical and psychological rewards (Boxall, 1995: 7)
• An employment relationship is established when, in return for a wage, the worker
agrees to submit to the authority of the employer (Bowles & Gintis, 1993: 16)
What is Human Resource Management (HRM) and how does it differ from Industrial
Relations (IR) and Employment Relations (ER)? - ANSWERSSee Below - >
Human Resource Management - ANSWERSEncompasses the practices associated
with the management of the employment relationship and the functioning of the
workplace. The essential aims of HRM is to manage people and work in order to
achieve the goals of the organisation. HRM also needs to embrace the interests of
stakeholders and the societal context of an organisation and all its members.
Industrial Relations (IR) - ANSWERSDiffers from HRM in the sense that it is traditionally
accustomed to that of labour relations and social justice to protect workers from unfair
working conditions and treatment. This view has evolved and now IR's core foundations
lies in recognising the imbalance of power between the employer and the employee.
Trade unions are generally accustomed with IR.
Employment Relations (ER) - ANSWERSSyncs in accordingly with the idea of IR, with a
stronger focus being made in regards to legislation and reflecting the changes and
impacts it governs over employment relationships. ER has in recent years been viewed
as an umbrella term encompassing both IR and HRM. It supplements both ideas in a
broad sense. Covers all the theoretical and practical aspects both for individual and
collective.
What are the core beliefs of the scientific management approach? Give examples of
some contemporary organisations that might use a scientific management approach
today? - ANSWERSThe core belief of scientific management is to maximise productivity
and efficiency by assigning specific low skilled monotonous jobs to workers to allow
maximum production. This theory was founded by Frederik Taylor and incorporated by
Henry Ford to increase production of his vehicles. Key ideas were;
• Efficiency and productivity
• Achieved through observing workers and then redesigning their role and making it
more productive. Contemporary organisations that may still use this approach would
, include organisations such as McDonalds or factory workers assembling vehicles in
large scale productions such as Toyota or Ford . Also call centres sometimes
demonstrate characteristics of scientific management
What is the influence of the Human Relations School on HRM and IR practice? -
ANSWERS
Much of HRM practice is driven by beliefs about motivation and by compliance with
legislation. Thinking of organisations you know, is this true? Why would this be the
case? What might this dichotomy be explained in terms of differing views or perceptions
of the employment relationship, as well as who generally holds those views or
perceptions? - ANSWERS
Describe the key features of each of the following HRM approaches: Soft HRM
approaches, Hard HRM approaches, High Commitment or involvement practice,s High
Control practices, Best fit or 'contingent' strategies, Best practice or 'universalist' -> -
ANSWERSSee below - >
Soft HRM Approaches - ANSWERSThe soft approaches to HRM emphasises the
importance of recognising people as humans with needs that need to be met by
organisations. Soft HR tends to place a longer-term focus on building loyalty and
commitment through investing in team work, communication, training and development.
Humanistic ideologies clearly underpin soft HRM.
Hard HRM Approaches - ANSWERSHard HR emphasises people as just another
resource at the disposal of the organisation, to be managed as efficiently as possible to
achieve maximum production in order for the business to succeed. Principals of
Scientific management, managerialism & unitarist views are associated with hard HRM.
High Commitment or Involvement Practices - ANSWERSHigh commitment and
involvement are both approaches known as high-performance models. They essentially
promote high levels of employee participation and input to organisational decision
making and actions. They are viewed as a central element of SOFT HRM and of best
practice.
High Control Practices - ANSWERSA more hierarchical approach to controlling the
performance of staff, giving all the power to the Managers. Focuses on compliance and
risk mitigation. Highly administrative - Modern Example: Universities
Best fit or 'contingent' strategies - ANSWERSThis approach is demonstrated by both
the Harvard map and the Michigan model and emphasises that HRM choices are
contingent on situational factors within and external to the organisation. It argues that
there is no one best way to organise or manage and that strategies and practices must
fit the particular circumstances. Best fit can be categorised as embodying SOFT HRM
and PLURALIST characteristics
answers 100% Solved!!
HR, IR, ER APPROACHES - ANSWERS
What is an employment relationship? If a worker is not an employee, then how else
might they be expected to perform work for another? - ANSWERS• The employment
relationship is one in which the employee agrees to submit to the authority of the
employer in exchange for certain physical and psychological rewards (Boxall, 1995: 7)
• An employment relationship is established when, in return for a wage, the worker
agrees to submit to the authority of the employer (Bowles & Gintis, 1993: 16)
What is Human Resource Management (HRM) and how does it differ from Industrial
Relations (IR) and Employment Relations (ER)? - ANSWERSSee Below - >
Human Resource Management - ANSWERSEncompasses the practices associated
with the management of the employment relationship and the functioning of the
workplace. The essential aims of HRM is to manage people and work in order to
achieve the goals of the organisation. HRM also needs to embrace the interests of
stakeholders and the societal context of an organisation and all its members.
Industrial Relations (IR) - ANSWERSDiffers from HRM in the sense that it is traditionally
accustomed to that of labour relations and social justice to protect workers from unfair
working conditions and treatment. This view has evolved and now IR's core foundations
lies in recognising the imbalance of power between the employer and the employee.
Trade unions are generally accustomed with IR.
Employment Relations (ER) - ANSWERSSyncs in accordingly with the idea of IR, with a
stronger focus being made in regards to legislation and reflecting the changes and
impacts it governs over employment relationships. ER has in recent years been viewed
as an umbrella term encompassing both IR and HRM. It supplements both ideas in a
broad sense. Covers all the theoretical and practical aspects both for individual and
collective.
What are the core beliefs of the scientific management approach? Give examples of
some contemporary organisations that might use a scientific management approach
today? - ANSWERSThe core belief of scientific management is to maximise productivity
and efficiency by assigning specific low skilled monotonous jobs to workers to allow
maximum production. This theory was founded by Frederik Taylor and incorporated by
Henry Ford to increase production of his vehicles. Key ideas were;
• Efficiency and productivity
• Achieved through observing workers and then redesigning their role and making it
more productive. Contemporary organisations that may still use this approach would
, include organisations such as McDonalds or factory workers assembling vehicles in
large scale productions such as Toyota or Ford . Also call centres sometimes
demonstrate characteristics of scientific management
What is the influence of the Human Relations School on HRM and IR practice? -
ANSWERS
Much of HRM practice is driven by beliefs about motivation and by compliance with
legislation. Thinking of organisations you know, is this true? Why would this be the
case? What might this dichotomy be explained in terms of differing views or perceptions
of the employment relationship, as well as who generally holds those views or
perceptions? - ANSWERS
Describe the key features of each of the following HRM approaches: Soft HRM
approaches, Hard HRM approaches, High Commitment or involvement practice,s High
Control practices, Best fit or 'contingent' strategies, Best practice or 'universalist' -> -
ANSWERSSee below - >
Soft HRM Approaches - ANSWERSThe soft approaches to HRM emphasises the
importance of recognising people as humans with needs that need to be met by
organisations. Soft HR tends to place a longer-term focus on building loyalty and
commitment through investing in team work, communication, training and development.
Humanistic ideologies clearly underpin soft HRM.
Hard HRM Approaches - ANSWERSHard HR emphasises people as just another
resource at the disposal of the organisation, to be managed as efficiently as possible to
achieve maximum production in order for the business to succeed. Principals of
Scientific management, managerialism & unitarist views are associated with hard HRM.
High Commitment or Involvement Practices - ANSWERSHigh commitment and
involvement are both approaches known as high-performance models. They essentially
promote high levels of employee participation and input to organisational decision
making and actions. They are viewed as a central element of SOFT HRM and of best
practice.
High Control Practices - ANSWERSA more hierarchical approach to controlling the
performance of staff, giving all the power to the Managers. Focuses on compliance and
risk mitigation. Highly administrative - Modern Example: Universities
Best fit or 'contingent' strategies - ANSWERSThis approach is demonstrated by both
the Harvard map and the Michigan model and emphasises that HRM choices are
contingent on situational factors within and external to the organisation. It argues that
there is no one best way to organise or manage and that strategies and practices must
fit the particular circumstances. Best fit can be categorised as embodying SOFT HRM
and PLURALIST characteristics
