Answers to Review and Discussion Questions



Answers to Review and Discussion Questions

Question 1: How do the scientific management, human relations, and the HR approach to managing people differ? Why is the HR approach considered by many to be better than the traditional ways of managing people?

Answer: The scientific management approach views the employee simply as a factor of production and largely overlooks the psychological and emotional needs of workers. The human relations school illustrates a 180 degree turn from the scientific management school of thought and views the worker as a human being who seeks satisfying jobs and good working relationships with the boss and co-workers. The human resource approach views employees as investments who will grow and provide increasing returns to the organisation as they mature and develop. This approach is the favoured approach because it seeks to blend employee and organisational needs and balance the needs and requirements of both.

Question 2: What are the traditional personnel functions performed by almost every HR department? Describe the different roles carried out by HR managers. What HR functions and roles would be performed by all managers, line as well as staff?

Answer: Although the personnel field has evolved considerably over the past two decades, the core functions are still performed by almost every HR department. Functions include recruiting, selecting, job analysis, appraisal, training, development, compensation, benefits, health and safety, and labour relations. In addition, HR professionals will assume certain roles, such as policy maker. Eligibility for benefits, for example, is one type of policy that the HR department would implement and administer. Other important roles would include designing communications processes, providing assistance to employees in counselling and career development.

While HR professionals are "staff" employees, “line” managers have always performed many of the same functions and roles. It is important to note that in organisations where the human resource is the key to critical core competencies, the line manager's knowledge or the HR discipline is as sophisticated as the HR professionals.

Question 3: Describe the variety of ways top management might communicate important information to its employees. Which communication methods are effective for passing information from employees to managers?

Answer: There are a variety of different ways important communication could be passed along to employees depending on the targeted audience, the complexity of the information being conveyed, the urgency and time available, and the geographical distance and location of the intended audience. If time is not particularly critical, the most efficient device might be the company newsletter. If time is critical, then perhaps an open meeting is best.

As to the best ways to establish upward communication, there are several that might be considered. Suggestion programmes can be effective if employees take them seriously and management is consistent about following up on them. Attitude surveys are effective for systematically gathering information but they must be designed carefully and again, something must be done with the information - not locked away and forgotten. One of the best techniques for upward communication is the open door meeting. Speaking with employees is a good way to learn of sensitive problems, but managers must be skilled at active listening.

Question 4: What are the most critical challenges facing HR professionals today? What changes in society and within organisations have been instrumental in reshaping the HR role?

Answer: Today, HR professionals face several critical challenges. Challenges include: increasing worker productivity and quality; preparing for continuous downsizing; redesigning work for a society that is more diverse, less loyal to employers, and with more work family conflicts; making the company fit for global competition; anticipating more government regulations; and staying on top of technology.

Perhaps the largest change is increased global competition. Companies are constantly looking for better ways to compete, which means adopting more sophisticated technology, emphasising quality, reengineering work, etc. One result is that bigger companies are trimming down in order to compete, creating pervasive downsizing, or rightsizing as some experts are calling it. Of course, society is changing: there are more single parent and dual-career families, putting pressure on employers to solve some of the conflicts that can affect attracting, retaining, and motivating this growing segment of our work force.

Question 5: Describe the forces that make up the global environment.

Answer: The global environment is becoming the pre-eminent external variable. The emergence of democracy throughout the world, the transition to market systems taking place in central and eastern Europe, and a united Europe and a North American Free Trade Agreement are leaving their marks on almost every South African company. And, there is the intense competition with Japan, and other Pacific Rim countries.

Question 6: What is the career outlook for those who wish to enter the field of human resources? What is a good strategy for students with no experience to break into the field?

Answer: There is intense interest and desire to work in the HR field. However, downsizing efforts have taken its toll just as in all other fields. Competition for jobs in HR is more intense than ever. Competing against people who already have HR experience is a problem for students beginning a career in human resources. One way out of this dilemma is to acquire HR experience through student internships. Another is to learn specific skills that are in demand, such as about compensation systems. And, it is always a good idea to begin networking into the HR profession, perhaps through the student and local associations of the Institute of People Management (IPM).

Question 7: One often hears that the scientific management approach is still widely used in manufacturing and other forms of unskilled or semiskilled work. Why might this be so? Will scientific management principles still be used in the year 2015? Explain.

Answer: Principles that underscore the scientific management philosophy are still an important part of managing an enterprise today. Regardless of the type of organisation, decision-makers must, for example, create efficient work techniques, eliminate unnecessary tasks, and design jobs that are specialised and routine. Every organisation will, to some extent, adopt scientific management principles in the achievement of its goals.

There is no doubt that many of the principles popularised by Frederick Taylor in the 1990s will be with us in the year 2015. Scientific management principles are not bound to a particular era, but have been implemented since the dawn of organised activity and will exist as long as organisations exist. No organisation can function without adherence to the basic principles of work efficiency.

Question 8: Why did the human relations approach decline in popularity? How important are good human relations? What else must a good manager do in addition to practicing good human relations?

Answer: The human relations movement has declined in popularity for several reasons. These reasons include: (a) the notion that a happy worker is a hard worker is not valid for all employees; (b) people differ - each employee has a unique set of needs, wants, and values; and (c) the human relations philosophy placed little importance on job structure and controls. It failed to recognise that many environmental factors are also responsible for high employee motivation.

Managers must be skilled in human relations, planning, organising, and controlling. They must know how to perform many personnel activities such as interviewing, counselling, performance appraisal, and on-the-job training.

Question 9: The question of government interference in private enterprise has long been a hot topic for business practitioners. In general, has Employment Equity legislation been good or bad for business? Good or bad for women and other groups, e.g. people with disabilities? Do you feel that more employment equity legislation will be enacted in the coming decade?

Answer: Several points may be made to support the notion that EE legislation has been good for business. First, the laws have forced organisations to strengthen their selection procedures (e.g. test validation) and minimise irrelevant and invalid hiring practices. Second, EE legislation has enabled large pools of previously unused talent - e.g. women - to enter the workplace. Third, EE legislation has brought about fairness and equity in not only selection practices but in other areas of personnel management such as performance appraisal, training and promotion.

Opponents may argue that unqualified employees have been given jobs that they don't deserve and cannot effectively perform. While this has been a problem in some organisations, this was certainly not the intent of the legislation. No law exists which says that an organisation must hire an unqualified individual.

Question 10: Much more professionalism is demanded from HR officials today than in years past. Why is this so?

Answer: As the personnel/human resource function grows in importance, a greater degree of professionalism is demanded from those who hold positions in the HR department. Because the HR department - if managed effectively - can have a direct impact on the company's profits and productivity, it can no longer be operated as a "pasture where burnt-out executives are sent to graze". Personnel/human resource managers must be continually educated, trained, and motivated. Anything less will perpetuate the myth that personnel managers know nothing and do nothing.

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