Question 1

Strategic HR Management refers to the tactful way human resources are managed with an
emphasis to organizational structure code of ethics so as to achieve long term goals. For
organizational success, HR management integrates strategic tools in the management process
that helps in enhancing business performance. These strategic tools include strategic map, HR
scorecard and Digital dashboard all aimed at assisting the HR Management to transform the
entire the organizations strategy goals into defined HR Management policies, procedures, and
activities.
A strategy map is a visual summary that documents the main strategic goals that are important to
the organization as it shows a detailed view in regard to each departments performance. Each
objective is shown as text within a figure and all the organization plans are communicated
clearly. This helps the organization to track the progress of every department and understand the
role it plays to ensure the organization achieves its objectives. On the hand the HR score card is a
process whereby financial and non financial goals are assigned with a sequence of activities that
is related to the HR management so as to assist the organization to monitor their decision
outcomes. Lastly, the digital dashboard as a HR strategy involves using digital graphs and charts
to display key organization performance indicators which shows the most critical data at a glance
and helps the organization to evaluate and understand its current status.

Reference
Michael Armstrong, (2006), Strategic human Resource Guide To Action, 3rd edition London
Publishers

Question 2
HR practices and procedures are fundamental for an organization efficiency as they are aimed at
improving the level of employee competency and efficiency even in terms of their behaviors
therefore making it important to translate the strategic goals of an organization into HR policies
and practices (Kerzner, 2013). Though most businesses establish their operations with a broad
mission statement or vision, this becomes unused by the management until their mission is
transformed into a strategic plan that is subsequently used to direct the business. Managers
therefore are able to differentiate between strategic and operational goals as this difference plays
a key part in the translation of business vision into concrete defined tasks.
There are several tools a Company uses to translate their broad strategic goals into HR policies
and practiced. One of these tools is the gap analysis tool which the HR department uses to
establish the difference between the standard performance and actual performance of the
employees and therefore making it possible for the company to accomplish its laid down
objectives. To add to this, the HR department uses a balanced scorecard which assists it to
evaluate performance by connecting the HR activities with other activities such as customer,
financial and business practices. In line with this mentioned tools, the HR also uses metrics
which are measurement that contain different ratios such as turnover ratio and cost-per-hire
calculations. Metrics assist a company to identify whether their actions adhere with its
objectives.

Reference
Harold R. Kerzner (2013), Project Management: A Systems Approach to Planning, Scheduling,
and Controlling 11th Edition, New Jersey

Question 3
Competency based job analysis involves the evaluation of a job in terms of how knowledge and
skills are used rather than identifying the tasks, duties and skills related with the job (Schumann
et.al,1994). Before the job is offered, an employee skill set is emphasized and sought by
interview in regard to the position. There are a number of methodologies that can be used to
determine competencies with character events interviews. This involves:
i)

A team of senior managers, who can identify the future performance result areas vital
to the organization as well as a panelist, composed of individuals from both high and
low performing employees and others with knowledge about the jobs in the

ii)

organization.
A facilitator from HR interviews the panel members so as to establish the specific

iii)
iv)
v)

examples of job behaviors and specific events

Developing detailed description of each of the competencies.
The competencies are then rated by identifying levels needed to meet them and
The performance standards are identified and linked to the jobs. This will assist in
creating specific job description needed while offering this job.

Competence job analysis is beneficial to a company as it presents an objective approach when

evaluating candidates for a specific job. Secondly, identifying behaviors that are productive or
unproductive will assist the company to determine who would make a successful candidate while
also creating specific job descriptions for vacancies available.

Reference

Schumann, Paul L. and Ahlburg(1994). The effect of human capital and job characteristics on
pay. The Journal of Human Resources. 29(2): 481-503.

Question 1

Compare and contrast structured situational interviews with nondirective

interviews.
Structured situational interviews
structured situational interviews refer to a series of job related questions
with predetermined answers asked of each job applicant. They are identical
and therefore provide a consistent basis for assessing a job candidate while
striving to maximize the validity, reliability and perception of fairness during
the selection decision. In addition, a panel interview records and evaluates
the answers and hence minimizes individual rate biases since candidates get
to be evaluated on job-related questions that are based on an analysis of job
duties and requirements. This significantly improves the value and integrity
of information obtained from the interviews.
Nondirective interviews
On the other hand, nondirective interviews is where the interviewer asks
broad and general questions then allows the applicant utmost liberty to
determine how the discussion goes on with little or no interruptions. This is
done so as to give the applicant an opportunity to provide any information
and express their feelings and attitudes freely that maybe concealed in a
more structured interview approach. However, this kind of interview
approach limits consistency of information provided by the applicant and
therefore making it difficult to cross- check agreement with other

interviewers. This implies that the reliability and authenticity of this interview
approach is questionable.

Reference
Jeffords, Raymond, and Greg M. Thibadoux. Effective Interviewing
Strategies,Journal of Accountancy. September 1991: 93-98

Question 2
There are a variety of employment tests, work samples and simulations that organizations use to
evaluate job applicants. These include written or oral tests that assist in finding out whether the
applicant is fit for the job or not. They include,
Cognitive ability
Cognitive tests which involve questions or problems that measure the applicants mental ability
to learn, read and understand thus providing a clear view on the individuals ability to solve job
related problems by use of his or her mental abilities.
Personality Test
Employers use personality tests to measure the applicants essential personal characteristics for
instance what motives him or her, his or her attitude and will power, emotional stability as well
as openness to experience.
Test of motor and physical abilities test
Test of motor and physical abilities tests can also be used to measure the applicants capabilities
in terms of strength, balance and speed. Interest inventories on the other hand can be used to
measure an applicants interest in relation to the job applied and also towards the organization.
Work samples and simulations

Organizations use work samples and simulations which focus on giving on the job situation to
the applicant. An applicant performs a work sample that is then evaluated to determine if they are
able to perform it. Management assessment centre provides simulations to applicants whereby
they perform management tasks in form of group discussions, management games and
interviews which they perform under experts supervision so as to test their potential.

Reference
Schmidt F. L, Hunter, J.F. 1992) Personnel Selection, Annual Review of Psychology, 627- 690

Question 4
Cultural differences are an important part of any organization when formulating and executing
HR policies due to the multicultural workforce that has become a reality. This implies varied
work styles and competency as well as tangible and intangible benefits including respect from
co-workers and business gains
In addition, cultural differences provide more exposure to employees from different backgrounds
and therefore employees are able to learn from their co-workers whose work styles vary from
their own. As Dessler (2015) states, companies operating only within the United States
generally have the luxury of dealing with a relatively limited set of economic, cultural, and legal
variable. Different countries have different laws and different rates of compensation. For instance
Recruiting in China is difficult compared to western cultures where recruitment if effortless. In
addition, in western cultures, the recruitment is regulated by laws that require employers to
report the names of new hires to labor bureaus. Companies are forbidden to lure workers away
from other companies if they are under contract.
However, cultural differences boost the organizations ability to reach markets in foreign
countries which also creates opportunities for employee growth in terms of career development
and therefore a key important factor to consider when formulating the HR policies.

References
Dessler, G.(2015). Human resource management (14th ed.). Upper Saddle River (N.J.): Prentice
Hall.