Chapter 4 - True/False - Questions
1. The linking of human resource management practices, systems and policies with
the strategic initiatives of the company is known in the literature as strategic
human resource management.
2. If the organisation has no process by which to engage in strategic management
at corporate and business level, it will not be possible for the HR function to
develop a strategic thrust, since the HR strategy flows from the corporate or
business strategy.
3. HRM practices, systems and policies must be in line with the strategic initiatives
of the organisation. For example, each of the HRM activities must be considered
from a technical, political and cultural perspective, and on a strategic, operational
and functional level.
4. To implement the strategic human resource management process, one needs
HR strategies.
5. Labelle's investigation found that company strategy was not the determining
factor for the content of the organisational HR strategy.
6. The traditional strategic human resource management models focus on two
types of fit, namely vertical fit, which involves the alignment of HRM practices
and the strategic management process, and horizontal fit, which implies a
congruence or fit among the various HRM practices.
7. Two major issues or aspects need to be in place within an organisation before
the strategic human resource management process can function successfully.
The first of these is the presence of a strategic management process, and the
second is the restructuring of the HRM function itself.
8. In Odiorne's model the performance capability of an individual is determined by a
management-by-objectives (MBO) approach and the individual's potential by
assessment centres.
9. To operationalise the process of effectively linking strategic management and
strategic human resource management, HR strategies need to be designed to
support organisational strategies. These strategies must consist of means (e.g.
HR practices, policies) and ends (e.g. HR productivity goals).
10. Wright & Snell's fit/flexibility model of strategic human resource management
starts with the mission and goals of the organisation but does not include an
examination of the internal resources and external developments.
11. The HR system must have its operational house in order before it can afford the
luxury of concentrating on the formulation and implementation of an HR strategy.
1
, 12. At the strategic level, HR professionals fulfil their strategic partner role and are
involved in only human resource planning.
13. One of the features of the strategic partner role is that senior human resource
professionals meet regularly with their counterparts in line management to
formulate and to review broad human resource strategies.
14. One of the features of the strategic partner role is that human resource
professionals at all levels work closely with line managers on an ongoing basis to
assure that all components of the business strategy are implemented adequately.
15. Organisations strive to manage their people in such a manner that a general
climate of opportunity and challenge is created whereby every employee can
contribute to the realisation of his/her own goals as well as the goals of the
organisation. The organisation should have a clear understanding of all the
qualities of each employee, such as skills, knowledge, potential, aspirations and
limitations.
16. When designing an HR strategy a number of aspects need to be taken into
consideration. One of the key aspects is to understand the strategic imperatives
behind important decisions taken in the HR Department and the company.
17. According to Tichy’s technical problem all companies continually face a
production problem as a result of the external threats and opportunities and the
internal strengths and weaknesses of companies.
18. According to Tichy the following is needed to ensure that the technical, political
and cultural systems work. (1) Mission and strategy which refers to the setting of
goals and the development of a strategy (2) the structure will include the tasks,
the manner in which workers are grouped and coordinated to perform the tasks,
and the management processes of control and information to enable the
organisation to function properly (3) the HRM system will include all the activities
such as recruitment, selection, performance appraisal, training and development
and compensation.
19. The organisation structure under the cultural system in Tichy’s HR management
cube firstly implies that a style of management should be developed to fit the
political and technical structure and secondly that different subcultures must be
developed within the organisation.
20. In Smith and Stybel’s building blocks the management style in the mature stage
will be entrepreneurial whilst cutting, reorganising and surviving.
21. Functional HR strategies are seen as narrow focussed involved with the strategic
management of HR divisions or departments.
2
1. The linking of human resource management practices, systems and policies with
the strategic initiatives of the company is known in the literature as strategic
human resource management.
2. If the organisation has no process by which to engage in strategic management
at corporate and business level, it will not be possible for the HR function to
develop a strategic thrust, since the HR strategy flows from the corporate or
business strategy.
3. HRM practices, systems and policies must be in line with the strategic initiatives
of the organisation. For example, each of the HRM activities must be considered
from a technical, political and cultural perspective, and on a strategic, operational
and functional level.
4. To implement the strategic human resource management process, one needs
HR strategies.
5. Labelle's investigation found that company strategy was not the determining
factor for the content of the organisational HR strategy.
6. The traditional strategic human resource management models focus on two
types of fit, namely vertical fit, which involves the alignment of HRM practices
and the strategic management process, and horizontal fit, which implies a
congruence or fit among the various HRM practices.
7. Two major issues or aspects need to be in place within an organisation before
the strategic human resource management process can function successfully.
The first of these is the presence of a strategic management process, and the
second is the restructuring of the HRM function itself.
8. In Odiorne's model the performance capability of an individual is determined by a
management-by-objectives (MBO) approach and the individual's potential by
assessment centres.
9. To operationalise the process of effectively linking strategic management and
strategic human resource management, HR strategies need to be designed to
support organisational strategies. These strategies must consist of means (e.g.
HR practices, policies) and ends (e.g. HR productivity goals).
10. Wright & Snell's fit/flexibility model of strategic human resource management
starts with the mission and goals of the organisation but does not include an
examination of the internal resources and external developments.
11. The HR system must have its operational house in order before it can afford the
luxury of concentrating on the formulation and implementation of an HR strategy.
1
, 12. At the strategic level, HR professionals fulfil their strategic partner role and are
involved in only human resource planning.
13. One of the features of the strategic partner role is that senior human resource
professionals meet regularly with their counterparts in line management to
formulate and to review broad human resource strategies.
14. One of the features of the strategic partner role is that human resource
professionals at all levels work closely with line managers on an ongoing basis to
assure that all components of the business strategy are implemented adequately.
15. Organisations strive to manage their people in such a manner that a general
climate of opportunity and challenge is created whereby every employee can
contribute to the realisation of his/her own goals as well as the goals of the
organisation. The organisation should have a clear understanding of all the
qualities of each employee, such as skills, knowledge, potential, aspirations and
limitations.
16. When designing an HR strategy a number of aspects need to be taken into
consideration. One of the key aspects is to understand the strategic imperatives
behind important decisions taken in the HR Department and the company.
17. According to Tichy’s technical problem all companies continually face a
production problem as a result of the external threats and opportunities and the
internal strengths and weaknesses of companies.
18. According to Tichy the following is needed to ensure that the technical, political
and cultural systems work. (1) Mission and strategy which refers to the setting of
goals and the development of a strategy (2) the structure will include the tasks,
the manner in which workers are grouped and coordinated to perform the tasks,
and the management processes of control and information to enable the
organisation to function properly (3) the HRM system will include all the activities
such as recruitment, selection, performance appraisal, training and development
and compensation.
19. The organisation structure under the cultural system in Tichy’s HR management
cube firstly implies that a style of management should be developed to fit the
political and technical structure and secondly that different subcultures must be
developed within the organisation.
20. In Smith and Stybel’s building blocks the management style in the mature stage
will be entrepreneurial whilst cutting, reorganising and surviving.
21. Functional HR strategies are seen as narrow focussed involved with the strategic
management of HR divisions or departments.
2
