Discuss the three categories of HRM activities in terms of their strategic value to a firm.
What will be an ideal response?
HRM activities can be classified as
1. Transactional activities: They include day-to-day transactions such as benefits, administration, record keeping, and employee services. They are low in their strategic value but are the most common of all HRM activities.
2. Traditional activities: Activities such as performance management, training, recruiting, selection, compensation, and employee relations are the nuts and bolts of HRM. These activities have moderate strategic value because they often form the practices and systems to ensure strategy execution.
3. Transformational activities: These create long-term capability and adaptability for the firm. These activities include knowledge management, management development, cultural change, and strategic redirection and renewal. These activities constitute the greatest strategic value for the company, and HR managers spend the least amount of time on these strategies.
You might also like to view...
Which of the factors below inhibit high usage of telephone interviewing and CATI?
A) high illiteracy rates B) telephone directories that are incomplete and outdated C) multi-country studies can be conducted from a single location D) Both A and C are correct.
Grant is running his usual weekly report in connection with this current project. Today, he notices that the numbers are very different from their normal range. Because variance in the numbers usually means there is some issue with cash flow, Grant takes the report to his supervisor for assistance. Grant’s decision to involve his supervisor is an example of ______.
a. observation b. the exception principle c. special reports d. audits
Projection is a mental process in which we:
A) Attribute or assign our own feelings, motives, or qualities to other people B) Chart the feelings, motives, or qualities of other people C) Ignore the feelings, motives, or qualities of other people D) Influence the feelings, motives or qualities of other people
Presentations to small groups
A) require more of a "you" attitude than talks to larger groups. B) increase the presenter's options for visual aids. C) require very emphatic gestures to oversell the key ideas. D) are delivered in a more formal tone than normal conversations. E) require time to understand any heterogeneous listeners.