Chapter 13 - True/False - Questions
1 Organisations are faced with numerous challenges which require new and
innovative responses, but this does not affect the world of work within
organisations.
2 In a virtual organisation, employees are linked at different work sites by
means of electronic technology and communicate with each other via
these systems.
3 By means of electronic mail (e-mail), messages and computer files can be
sent electronically from computer to computer over a network.
4 The growth in temporary workers, just-in-time workers and the outsourcing
of a large number of organisational functions, have resulted in companies
using more temporary workers.
5 Temporary workers are motivated by the traditional methods of promotion,
merit increases or profit-sharing programmes like all other employees.
6 The operation of the electronic networks in virtual organisations 24 hours
a day will make it difficult for employees to draw a line between work and
home, and could result in domestic problems.
7 With the growth in worker diversity, managerial staff will come into contact
with multicultural groups and will need to adapt to different work
expectations and communication styles.
8 Over the next few years, managerial performance will be based less on
the ability to direct and coordinate work functions and more on improving
key work processes through innovative thinking on a continuous basis.
9 If HRM is to successfully address changes of the new millennium
workplace, the traditional role it has played until now will not work in the
future - redesign of the HRM role is necessary.
10 The changes within the workplace require the re-engineering of HR
processes in order to reduce waste and result in more satisfied internal
clients. Such changes, however, will not change the fundamental role HR
professionals have to play in the new business environment.
11 Activating the left side (partnering role) of Kesler's performance
capabilities model first will reduce the resources consumed on the right
side (transactional role) of the continuum later on.
1
, 12 According to Kesler’s performance capabilities model the discussion
between line and HR managers which includes placing HRM practice
areas and the performance capabilities on an HR processes grid in which
a dialogue can take place in order to achieve the following:
contract for priority, value-added roles, while influencing the
expectations of internal clients
identify a set of required competencies that reflect those priorities
redesign the work and processes
13 One of the key questions that could be answered by Kesler’s HR grid
when trying to reposition the HRM function is: “What are the specific
outputs required, and in what time frames?”
14 The team involved in the “contracting of new roles process” must try to
use the information from other more successful companies to increase the
support for the partnering elements of the grid on the left hand side in
Kesler’s model.
15 According to Hilborn, HR departments have been evolving away from a
traditional functional design, to a team-based model.
16 The partnering role in Kesler’s performance capabilities model implies that
HR’s role is a parallel/stand alone role.
17 The transactional role of Kesler's performance capabilities model exhibits
the following characteristics: distributed resources, performance-based
quality, knowledge-based, enable others, non-linear work-focus design on
outcomes and competencies.
18 One of the questions to be asked when embarking on repositioning the
HRM function (according to Kesler’s HR grid) is: “What is the relationship
between top management and HR staff in the major practice areas?
19 In order to perform his or her task successfully, the HR professional does
not have to know the financial, strategic, technological and organisational
capabilities of the business.
20 The following are some of the competencies identified by Lawson &
Limbrick which senior HR managers must possess to be successful:
aggressive strategic focus
opportunism creative innovative
sense of urgency thinking
approachability
2
1 Organisations are faced with numerous challenges which require new and
innovative responses, but this does not affect the world of work within
organisations.
2 In a virtual organisation, employees are linked at different work sites by
means of electronic technology and communicate with each other via
these systems.
3 By means of electronic mail (e-mail), messages and computer files can be
sent electronically from computer to computer over a network.
4 The growth in temporary workers, just-in-time workers and the outsourcing
of a large number of organisational functions, have resulted in companies
using more temporary workers.
5 Temporary workers are motivated by the traditional methods of promotion,
merit increases or profit-sharing programmes like all other employees.
6 The operation of the electronic networks in virtual organisations 24 hours
a day will make it difficult for employees to draw a line between work and
home, and could result in domestic problems.
7 With the growth in worker diversity, managerial staff will come into contact
with multicultural groups and will need to adapt to different work
expectations and communication styles.
8 Over the next few years, managerial performance will be based less on
the ability to direct and coordinate work functions and more on improving
key work processes through innovative thinking on a continuous basis.
9 If HRM is to successfully address changes of the new millennium
workplace, the traditional role it has played until now will not work in the
future - redesign of the HRM role is necessary.
10 The changes within the workplace require the re-engineering of HR
processes in order to reduce waste and result in more satisfied internal
clients. Such changes, however, will not change the fundamental role HR
professionals have to play in the new business environment.
11 Activating the left side (partnering role) of Kesler's performance
capabilities model first will reduce the resources consumed on the right
side (transactional role) of the continuum later on.
1
, 12 According to Kesler’s performance capabilities model the discussion
between line and HR managers which includes placing HRM practice
areas and the performance capabilities on an HR processes grid in which
a dialogue can take place in order to achieve the following:
contract for priority, value-added roles, while influencing the
expectations of internal clients
identify a set of required competencies that reflect those priorities
redesign the work and processes
13 One of the key questions that could be answered by Kesler’s HR grid
when trying to reposition the HRM function is: “What are the specific
outputs required, and in what time frames?”
14 The team involved in the “contracting of new roles process” must try to
use the information from other more successful companies to increase the
support for the partnering elements of the grid on the left hand side in
Kesler’s model.
15 According to Hilborn, HR departments have been evolving away from a
traditional functional design, to a team-based model.
16 The partnering role in Kesler’s performance capabilities model implies that
HR’s role is a parallel/stand alone role.
17 The transactional role of Kesler's performance capabilities model exhibits
the following characteristics: distributed resources, performance-based
quality, knowledge-based, enable others, non-linear work-focus design on
outcomes and competencies.
18 One of the questions to be asked when embarking on repositioning the
HRM function (according to Kesler’s HR grid) is: “What is the relationship
between top management and HR staff in the major practice areas?
19 In order to perform his or her task successfully, the HR professional does
not have to know the financial, strategic, technological and organisational
capabilities of the business.
20 The following are some of the competencies identified by Lawson &
Limbrick which senior HR managers must possess to be successful:
aggressive strategic focus
opportunism creative innovative
sense of urgency thinking
approachability
2
