Description

‫المملكة العربية السعودية‬
‫وزارة التعليم‬
‫الجامعة السعودية اإللكترونية‬

Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University

College of Administrative and Financial Sciences

Assignment 3
Human Resources Management (MGT 211)
Due Date: 26/04/2025 @ 23:59
Course Name: HR Management

Student’s Name:

Course Code: MGT211

Student’s ID Number:

Semester: Second

CRN:
Academic Year:2024-25-2nd

For Instructor’s Use only
Instructor’s Name: Dr. Mohammed Alhashem
Students’ Grade:
Level of Marks: High/Middle/Low
Marks Obtained/Out of 10
General Instructions – PLEASE READ THEM CAREFULLY
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The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
Assignments submitted through email will not be accepted.
Students are advised to make their work clear and well presented, marks may be reduced
for poor presentation. This includes filling your information on the cover page.
Students must mention question number clearly in their answer.
Late submission will NOT be accepted.
Avoid plagiarism, the work should be in your own words, copying from students or other
resources without proper referencing will result in ZERO marks. No exceptions.
All answered must be typed using Times New Roman (size 12, double-spaced) font. No
pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.

Learning Outcomes:
After completion of Assignment one students will be able to understand the following
LO5: To have the ability to carry out objective and scientific analysis of employees’
performance management.
LO6: To be able to identify and describe the needs of the parties involved in labor
relations, and how these needs are balanced.

Assignment Question(s):
Part 1- Discussion Questions (4 marks):
1.

“Customer feedback needs to be part of every employee’s evaluation when that

employee has customer contact.” Do you agree or disagree? Explain your
position. (minimum words: 200, marks:2)

2. Would you rather work for an organization where everyone knows what others
are earning or an organization where this information is kept secret? Why?
(minimum words: 200, marks:2)

Part 2- Case Study (6 marks)
Read the case given below and answer the questions:
Acme Corp, a multinational technology company, operates in over 30 countries and
employs a diverse workforce of approximately 50,000 employees. As the company grows
globally, it faces challenges related to managing human resources effectively across
different cultural, legal, and economic landscapes.
Key Issues are first, Cultural Diversity, Employees come from various cultural
backgrounds, which can lead to misunderstandings and conflicts. Second, Legal
Compliance: Each country has its own labor laws, which Acme must adhere to while
maintaining a consistent company policy. Third, Talent Acquisition: Attracting and
retaining talent in different regions can be difficult, especially in markets facing skills
shortages. Final, Performance Management: Implementing a global performance
management system that respects local practices while aligning with corporate goals.

Strategies Implemented:
1. Cultural Training Programs: Acme introduced extensive training programs to
educate employees about cultural differences, promoting diversity and inclusion.
2. Localized HR Policies: The HR team created guidelines that allow regional
offices some flexibility in adapting company policies to comply with local laws.
3. Global Talent Mobility: A program was established to facilitate international
assignments, encouraging knowledge sharing and skill development.
4. Unified HR Technology: Acme adopted a global HR information system (HRIS)
that standardizes data while allowing customization for local needs.
Outcomes:
• Improved Employee Satisfaction: Surveys showed a 25% increase in employee
satisfaction scores across regions.
• Reduction in Legal Issues: Incidents of legal noncompliance decreased by 40%
after local policies were implemented.
• Enhanced Team Collaboration: Teams reported improved collaboration and
communication, leading to higher productivity.

Questions
3. What steps can companies take to improve cross-cultural communication in a global
workforce? (2Marks)
4. How does adopting a global HR information system benefit multinational organization,
and what challenges might they face during implementation? (2Marks)
5. How can multinational companies ensure compliance with diverse labor laws while
maintaining a coherent corporate culture? (2Marks)

Answers
1. Answer2. Answer3. Answer4. Answer5. Answer-

Because learning changes everything. ®

Chapter 1
Human Resource
Management: Gaining a
Competitive Advantage
Human Resource Management
Gaining A Competitive Advantage
TWELFTH EDITION
Raymond Noe, John Hollenbeck, Barry Gerhart,
Patrick Wright

© 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom.
No reproduction or further distribution permitted without the prior written consent of McGraw Hill.

Learning Objectives 1
LO 1-1 Discuss the roles and activities of a company’s
human resource management function.
LO 1-2 Discuss the implications of the economy, the makeup
of the labor force, and ethics for company
sustainability.
LO 1-3 Discuss how human resource management affects a
company’s balanced scorecard.
LO 1-4 Discuss what companies should do to compete in
the global marketplace.

© McGraw Hill

2

Learning Objectives 2
LO 1-5 Identify how social networking, artificial intelligence,
and robotics are influencing human resource
management.

LO 1-6 Describe how automation using artificial intelligence
and robotics has the potential to change jobs.
LO 1-7 Discuss human resource management practices that
support high-performance work systems.
LO 1-8 Provide a brief description of human resource
management practices.

© McGraw Hill

3

Introduction
Human Resource Management (HRM)

• Plays a role in company’s survival, effectiveness, and
competitiveness.
• Refers to the policies, practices, and systems that
influence employees’ behavior, attitudes, and performance.

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Figure 1.1 Human Resource Management Practices

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5

What Responsibilities and Roles Do HR Departments
Perform? 1
High-Impact HR Functions

• More integrated with the business
• Skilled at attracting and retaining employees
• Can adapt quickly
• Identify and promote talent from within

• Identify what motivates employees
• Continuously building talent and skills

LO 1-1
© McGraw Hill

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What Responsibilities and Roles Do HR Departments
Perform? 2
HR Department Responsibilities

• Outplacement
• Labor law compliance
• Record keeping
• Testing
• Unemployment compensation
• Some aspects of benefits administration

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Table 1.1 Responsibilities of HR Departments 1
FUNCTION

RESPONSIBILITIES

Analysis and design of Job analysis, work analysis, job descriptions
work

Recruitment and
selection

Recruiting, posting job descriptions, interviewing,
testing, coordinating use of temporary employees

Training and
development

Orientation, skills training, development programs,
career development

Performance
management

Performance measures, preparation and
administration of performance appraisals,
feedback and coaching, discipline

Compensation and
benefits

Wage and salary administration, incentive pay,
insurance, vacation, retirement plans, profit
sharing, health and wellness, stock plans

SOURCES: Bureau of Labor Statistics. 2019. U.S. Department of Labor, Occupational Outlook Handbook, Human
Resources Specialists; SHRM-BNA Survey No. 66. 2001. “Policy and Practice Forum: Human Resource Activities,
Budgets, and Staffs, 2000–2001.” Bulletin to Management, Bureau of National Affairs Policy and Practice Series.
Washington: Bureau of National Affairs.

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Table 1.1 Responsibilities of HR Departments 2
FUNCTION

RESPONSIBILITIES

Employee
relations/labor relations

Attitude surveys, employee handbooks, labor law
compliance, relocation and outplacement services

Personnel policies

Policy creation, policy communications

Employee data and
information systems

Record keeping, HR information systems,
workforce analytics, social media, intranet and
Internet access

Legal compliance

Policies to ensure lawful behavior; safety
inspections, accessibility accommodations, privacy
policies, ethics

Support for business
strategy

Human resource planning and forecasting, talent
management, change management, organization
development

© McGraw Hill

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Figure 1.2 HR as a Business with Three Product Lines

SOURCE: Adapted from Figure 1, “HR Product Lines” in E. E. Lawler, “From Human Resource Management to Organizational Effectiveness,” Human Resource Management
44 (2005), pp. 165–69.

Access the text alternative for slide images.
© McGraw Hill

10

Strategic Role of the HRM Function 1
HRM Role

• Time spent on administrative tasks is decreasing.
• Roles as a strategic business partner, change agent, and
employee advocate are increasing.

• Shared service model
• Central place for administrative and transactional tasks.
• Includes centers of expertise or excellence, service centers, and
business partners.

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Strategic Role of the HRM Function 2
Role of Technology

• Reducing HRM role in administrative tasks, maintaining
records, and providing self-service to employees.
• Shift to self-service gives employees access to many HR functions.

• HR managers have more time to work with managers on employee
issues.

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Strategic Role of the HRM Function 3
Outsourcing

• Most commonly outsourced activities:
• Benefits administration
• Relocation
• Payroll

• Most common reasons for outsourcing:
• Cost savings
• Increased ability to recruit and manage talent
• Improved HR service quality

• Protection of the company from potential lawsuits by standardizing
processes such as selection and recruitment

© McGraw Hill

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Strategic Role of the HRM Function 4
Strategic Role

• Lead efforts focused on talent management and
performance management
• Use and analyze data to make a business case for ideas
and problem solutions
• Use people management skills across the business
• Structure and responsibilities changing to ensure strategic
role

© McGraw Hill

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Table 1.2 Questions to Ask: Is HRM Playing a Strategic
Role in the Business?
1. What is HRM doing to provide value-added services to internal clients?
2. Do the actions of HRM support and align with business priorities?
3. How are you measuring the effectiveness of HRM?

4. How can we reinvest in employees?
5. What HRM strategy will we use to get business from point A to B?
6. From an HRM perspective, what should we be doing to improve our
marketplace position?
7. What’s the best change we can make to prepare for the future?

8. Do we react to business problems or anticipate them in advance?
SOURCES: Ulrich, D., D. Kryscynski, M. Ulrich, W. Brockbank. Victory Through Organization. New York: McGraw-Hill
Education, 2017; and Wright, P. Human Resource Strategy: Adapting to the Age of Globalization. Alexandria: Society for
Human Resource Management Foundation, 2008.

© McGraw Hill

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Strategic Role of the HRM Function 5
Demonstrating the Strategic Value of HRM: HR Analytics and
Evidenced-Based HR
• HR can engage in evidence-based HR
• Requires use of HR or workforce analytics

• Big data
• Information merged from HR databases, corporate financial
statements, employee surveys, and other data sources
• Results in evidence-based HR decisions
• Show that HR practices influence the organization’s bottom line,
including profits and costs

© McGraw Hill

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Strategic Role of the HRM Function 6
The HRM Profession: Positions and Jobs

• Primary activities involve performing the HR generalist role
• Fewer HR professionals involved in HR functions at the
executive level, training and development, HR consulting,
and administrative activities
• Overall employment in HR-related positions expected to
grow by 9 percent between 2014 and 2024

© McGraw Hill

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Table 1.3 Median Salaries for HRM Positions

© McGraw Hill

POSITION

SALARY

Chief human resource officer (CHRO)

$238,710

Global HR manager

127,800

Management development manager

123,543

Health and safety manager

102,162

Employee benefits manager

100,901

HR manager

102,162

Mid-level labor relations specialist

89,030

Campus recruiter

68,590

Entry-level HRIS specialist

56,590

HR generalist

55,283

Entry-level compensation analyst

59,855

Entry-level employee training specialist

40,590

SOURCE: Based on data from Salary Wizard,

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Strategic Role of the HRM Function 7
Education and Experience

• Four-year college or graduate HR degree
• Senior HR role
• Developing and supporting the company culture
• Employee recruitment, retention, and engagement
• Succession planning

• Designing company’s overall HR strategy

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Strategic Role of the HRM Function 8
Education and Experience continued

• Junior HR role
• Handle transactions related to paperwork, benefits, and payroll
administration

• Answering employee questions
• Data management

• Professional certification

© McGraw Hill

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Strategic Role of the HRM Function 9
Competencies and Behaviors

• Most HRM professionals are generalists
• Lack business acumen
• Need nine competencies developed by SHRM
• Primary professional organization for HRM with more than 300,000
members

© McGraw Hill

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Strategic Role of the HRM Function 10
Nine Competencies

1. HR Technical Expertise and Practice
• Apply principles of HRM to contribute to success of the business

2. Business Acumen
• Understand business functions and metrics within the organization
and industry

3. Critical Evaluation
• Interpret information to determine return on investment and
organizational impact in making recommendations and business
decisions

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Strategic Role of the HRM Function 11
Nine Competencies continued

4. Ethical Practice
• Integrate core values, integrity, and accountability throughout all
organizational and business practices

5. Global and Cultural Effectiveness
• Manage HR both within and across boundaries

6. Communications
• Effectively exchange and create free flow of information with and
among various stakeholders at all levels of the organization to
produce meaningful outcomes

© McGraw Hill

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Strategic Role of the HRM Function 12
Nine Competencies continued

7. Organizational Leadership and Navigation
• Direct initiatives and processes within the organization and gain
buy-in from stakeholders

8. Consultation
• Provide guidance to stakeholders such as employees and leaders
seeking expert advice on a variety of circumstances and situations

9. Relationship Management
• Manage interactions with and between others with specific goal of
providing service and organizational success

© McGraw Hill

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Competitive Challenges Influencing Human Resource
Management 1
Competing Through Environment, Social, and Governance
(ESG) Practices
• Sustainability
• Company’s ability to meet its needs without sacrificing the ability of
future generations to meet their needs
• Company must meet stakeholders’ needs
• ESG practices must be part of company’s business model to gain
competitive advantage and reduce legal risks

LO 1-2
© McGraw Hill

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Figure 1.4 Competitive Challenges Influencing U.S.
Companies

Access the text alternative for slide images.
© McGraw Hill

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Competitive Challenges Influencing Human Resource
Management 2
Deal with the Workforce and Employment Implications of the
Economy
• Skill demands for jobs have changed
• Remaining competitive in global economy requires
demanding work hours and changes in traditional
employment patterns
• Companies give more attention to HR practices that
influence their ability to attract and retain employees
• Currently economy is thriving and unemployment low

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Table 1.4 Highlights of Employment Projections to 2026
• The labor force is projected to increase by 11.5 million, reaching approximately
168 million.
• Today, 93% of U.S. jobs are nonagriculture wage and salary jobs: 12% are in
goods-producing industries (mining, construction, manufacturing); 81% are in
service-providing industries; and 1.3% in agriculture, forestry, fishing, and
hunting. The distribution of jobs across industries is projected to be similar in
2026.
• 46.5 million job openings are expected, with more than three-fourths resulting
from the need to replace workers who retire or leave an occupation.
• The median age of the workforce will increase to 42.3 years, the highest ever
recorded.
• Health care support and practitioner occupations are projected to be the
fastest-growing occupational groups and contribute the most new jobs (one out
of four new jobs).

© McGraw Hill

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Competitive Challenges Influencing Human Resource
Management 3
Labor Force and Employment Characteristics

• Population is most important factor in determining size and
composition of labor force
• Growth is slow as labor force is aging

• Diversity is increasing, especially Hispanics
• Importance of service sector, especially health care
• Education is important to meet job requirements
• Shortage of qualified workers, especially with STEM skills

© McGraw Hill

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Competitive Challenges Influencing Human Resource
Management 4
Understand and Enhance the Value Placed on Intangible
Assets and Human Capital
• Three types of assets:
• Financial assets (cash and securities)

• Physical assets (property, plant, equipment)
• Intangible assets (human capital, customer capital, social capital,
intellectual capital)

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Table 1.6 Examples of Intangible Assets
Human capital
• Tacit knowledge
• Education
• Work-related know-how
• Work-related competence

Social capital
• Corporate culture
• Management philosophy
• Management practices
• Informal networking systems
• Coaching/mentoring relationships

Customer capital
• Customer relationships
• Brands
• Customer loyalty
• Distribution channels

Intellectual capital
• Patents
• Copyrights
• Trade secrets
• Intellectual property

SOURCES: Weatherly, L. Human Capital: The Elusive Asset. Alexandria: SHRM Research Quarterly, 2003; Holton, E., and
S. Naquin. “New Metrics for Employee Development.” Performance Improvement Quarterly 17, no. 1(2004): 56–80;
Huselid, M., B. Becker, and R. Beatty. The Workforce Scorecard. Boston: Harvard University Press, 2005.

© McGraw Hill

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Competitive Challenges Influencing Human Resource
Management 5
Understand and Enhance the Value Placed on Intangible
Assets and Human Capital continued
• Knowledge workers
• Contribute specialized knowledge

• Share knowledge and collaborate on solutions
• In demand because companies need their skills and jobs requiring
them are growing

© McGraw Hill

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Competitive Challenges Influencing Human Resource
Management 6
Emphasize Empowerment and Continuous Learning

• Give employees responsibility and authority
• Hold them accountable
• Employees share in the rewards and losses
• Learning organization

© McGraw Hill

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Competitive Challenges Influencing Human Resource
Management 7
Adapt to Change

• Inevitable
• Employees expected to take more responsibility for own
careers

• Challenge is how to build a committed, productive
workforce
• Employees manage change through agility

• Changes in the employment relationship

© McGraw Hill

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Competitive Challenges Influencing Human Resource
Management 8
Maximize Employee Engagement

• Passionate about their work
• Committed to the company and its mission
• Work hard to contribute
• Measured with attitude or opinion surveys
• Focus on employee experience
• Employee value proposition (EVP)

© McGraw Hill

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Table 1.7 Common Themes of Employee Engagement

1. Pride in employer
2. Satisfaction with employer
3. Satisfaction with the job
4. Opportunity to perform challenging work

5. Recognition and positive feedback
6. Personal support from manager
7. Effort above and beyond the minimum
8. Understand link between one’s job and company’s mission
9. Prospects for future growth with the company

10. Intention to stay with the company
SOURCES: Vance, R. Employee Engagement and Commitment. Alexandria: Society for Human
Resource Management, 2006; Lytle, T. The Engagement Challenge. HR Magazine, 2016.

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Competitive Challenges Influencing Human Resource
Management 9
Manage Talent

• Acquiring and assessing employees
• Learning and development
• Performance management
• Compensation

© McGraw Hill

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Competitive Challenges Influencing Human Resource
Management 10
Consider Nontraditional Employment and the Gig
Economy
• Between 20 and 35% of total U.S. workforce
• Workers set own schedule and do not work for a company

• Offers flexibility

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Competitive Challenges Influencing Human Resource
Management 11
Provide Flexibility to Help Employees Meet Work and Life
Demands
• 46% of employees work more than 45 hours per week
• Only half of employees in U.S. believe they have the
flexibility they need for work/life balance
• Solution: flexible work schedules, work-at-home
arrangements, protecting employees’ free time, and more
productively using employees’ work time
• Co-working sites or shared offices

© McGraw Hill

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Competitive Challenges Influencing Human Resource
Management 12
Meet the Needs of Stakeholders, Shareholders, Customers,
Employees, and Community
• Demonstrate performance to stakeholders: the balanced
scorecard
• Being customer-focused
• Improving quality

• Emphasizing teamwork
• Reducing new product and service development times
• Managing for the long term

LO 1-3
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Table 1.8 The Balanced Scorecard
PERSPECTIVE

QUESTIONS
ANSWERED

EXAMPLES OF CRITICAL
BUSINESS INDICATORS

CRITICAL HR INDICATORS

Customer

How do customers
see us?

Time, quality, performance,
service, cost

Employee satisfaction with HR
department services; Employee
perceptions of the company as
an employer

Internal

What must we
excel at?

Processes that influence
customer satisfaction,
availability of information on
service, and/or manufacturing
processes

Training costs per employee,
turnover rates, time to fill open
positions

Innovation and
learning

Can we continue to
improve and create
value?

Improve operating efficiency,
launch new products,
continuous improvement,
empowering of workforce,
employee satisfaction

Employee/skills competency
levels, engagement survey
results, change management
capability

Financial

How do we look to
shareholders?

Profitability, growth,
shareholder value

Compensation and benefits per
employee, turnover costs, profit
per employee, revenue per
employee

© McGraw Hill

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Competitive Challenges Influencing Human Resource
Management 13
Demonstrate Social Responsibility

• Helps boost company’s image with customers.
• Helps gain access to new markets.
• Helps attract and retain talented employees.

© McGraw Hill

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Competitive Challenges Influencing Human Resource
Management 14
Emphasize Customer Service and Quality

• Total quality management (TQM) five core values:
1. Methods and processes are designed to meet internal and
external customers’ needs.

2. Every employee receives training in quality.
3. Promote cooperation with vendors, suppliers and customers.
4. Managers measure progress with feedback based on data.
5. Quality is designed into a product or service so that errors are
prevented rather than being detected and corrected.

© McGraw Hill

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Competitive Challenges Influencing Human Resource
Management 15
Malcolm Baldrige National Quality Award

• Competition that promotes quality
ISO (International Organization for Standardization) 9000
Standards
• International standards of quality

© McGraw Hill

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Competitive Challenges Influencing Human Resource
Management 16
Six Sigma

• Process of measuring, analyzing, improving, and
controlling processes
Lean Thinking and Process Improvement
• Do more with less effort, equipment space, and time

• Improve quality of employees’ work experiences

© McGraw Hill

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Competitive Challenges Influencing Human Resource
Management 17
Recognize and Capitalize on the Demographics and
Diversity of the Workforce
• Internal labor force
• External labor market
• Average age of workforce will increase
• Increased workforce diversity
• Immigration will affect size and diversity

© McGraw Hill

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Competitive Challenges Influencing Human Resource
Management 18
Aging of the Workforce

• Labor force participation of those 55 years and older
expected to grow
• HRM issues such as career plateauing, retirement
planning, and retraining older workers
The Multigenerational Workforce
• Five generations

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Figure 1.5 Comparison of the Age Distribution of the
2016 and 2026 Labor Forces

SOURCE: Bureau of Labor Statistics, U.S. Department of Labor, “Employment projections: 2016–2026,” News Release, October 24, 2017, from
www.bls.gov/emp, accessed January 5, 2019.

Access the text alternative for slide images.
© McGraw Hill

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Table 1.11 Generations in the Workforce

© McGraw Hill

YEAR BORN

GENERATION

AGES

1925 to 45

Traditionalists Silent
Generation

>74

1946 to 64

Baby Boomers

55 to 74

1965 to 80

Generation X

39 to 54

1981 to 95

Millennials Generation Y
Echo Boomers

24 to 38

1996

Generation Z

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