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Students are REQUIRED to bring the case study assigned in class: "Corporate Solutions at Jones Lang Lasalle" to the final exam. Case may include additional in-class or study notes added by the student, and such notes are permitted. Students are RESPONSIBLE FOR ENSURING that the answer sheet is PROPERLY COMPLETED.
Students are REQUIRED to bring the case study assigned in class: "Corporate Solutions at Jones Lang Lasalle" to the final exam. Case may include additional in-class or study notes added by the student, and such notes are permitted. Students are RESPONSIBLE FOR ENSURING that the answer sheet is PROPERLY COMPLETED.
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Students are REQUIRED to bring the case study assigned in class: "Corporate Solutions at Jones Lang Lasalle" to the final exam. Case may include additional in-class or study notes added by the student, and such notes are permitted. Students are RESPONSIBLE FOR ENSURING that the answer sheet is PROPERLY COMPLETED.
Copyright:
Attribution Non-Commercial (BY-NC)
Verfügbare Formate
Als PDF, TXT herunterladen oder online auf Scribd lesen
Nmne ________________ _ Student Number ____ _ Commerce 4BM3 Strategic Human Resources Planning DURATION OF EXAMINATION: 2 hours Marks: 100 McMaster University Final Examination Note to Invigilators: Instructor: Ed McMahon TA: I<arlene Harry . Monday, April 20, 2009 Students are REQUIRED to bring the case study assigned in class: "Corporate Solutions at Jones Long LosoJle" to the final exam. The case may include additional in-class or study notes added by the student, and such notes are permitted. Students are REQUIRED TO SUBMIT their copy of the case WITH their exam booklets to ensure that only notes that apply to the case have been added to the copy brought to the exam. INSTRUCTIONS PART A: PARTB: PARTe: Answer ALL 30 questions Answer ~ of.!! questions Answer ALL 3 questions TOTAL (60 marks) (25 marks) (15 marks) 100 marks 1. Please fill in the answers to ALL of the 30 Multiple Choice and TruelFalse questions on the Scantron sheet provided. 2. Make sure your student number is written CLEARLY in the space provided. 3. Hand in the Scantron sheet, examination paper, examination booklet AND the copy of the case study "Corporate Solutions at Jones Lang Lasalle" that you have brought to this final exam. THIS EXAMINATION INCLUDES.!! PAGES AND 38 QUESTIONS, YOU ARE RESPONSIBLE FOR ENSURING THAT YOUR COPY OF THE EXAM IS COMPLETE. BRING ANY DISCREPANCY TO THE ATIENTION OF YOUR INVIGILATOR. continued ... 4BM3 Final (McMahon) Page 2 of 8 April 20, 2009 OMR EXAMINATION - STUDENT INSTRUCTIONS NOTE: IT IS YOUR RESPONSIBILITY TO ENSURE THAT THE ANSWER SHEET IS PROPERLY COMPLETED. YOUR EXAMINATION RESULT DEPENDS UPON PROPER ATTENTION TO THESE INSTRUCTIONS. The SCalUler, which reads the sheets, senses the bubble shaded areas by their non-reflection of light. A heavy mark must be made, completely filling the circular bubble, with an HE pencil. Marks made with a pen or felt-tip marker will NOT be sensed. Erasures must be thorough or the SCaJUler may still sense the mark. Do NOT use correction fluid on the sheets. Do NOT put any unnecessary marks or writing on the answer sheet. 1. On side 1 (red side) of the form, in the top box, in pen, print your student number, name, course name, section number, instructor name and date in the spaces provided. Then you MUST write your signature in the space marker SIGNATURE. 2. In the second box, with a pencil, mark your student number, exam version number, and course section number in the space provided and fill in the corresponding bubble numbers underneath. 3. To indicate your answers, mark only ONE choice from the alternatives (1,2,3,4,5 or a,b,c,d,e) provided for each question. The question number is to the left of the bubbles. Make sure that the number of the question on the scan sheet is the same as the question number on the test paper. 4. Pay particular attention to the Marking Directions on the form. 5. Begin answering questions using the first set of bubbles, marked "1". ILIlLllTI HAAl ....... STlJDENT NUMBER I I, ....... SHeET' --"-- ---------------1 .. " 5EGTlON IN.STRUCTOR'S NAME "' ....... " ........ .... E""U ... ''''''' t_.GI,02 . .,. STUDENT E5 SEAT NUMBER ROOM !lOW SEAT I I I I I I I
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I I I I I I I I I I I I I I I I I I I I I I I I I I I 11111 111111111111111111111111111 continued ... \ 46M3 Final (McMahon) Page 3 of 8 April 20, 2009 Multiple Choice and True/False 30 questions - Answer EVERY question, worth 2 marks each. 1. The formulation of organizational missions, goals, objectives and action plans is referred to as: a. strategic HR planning b. human resources planning c. strategy d. planning e. all of the above 2. United Parcel Service employs 152,000 people to deliver parcels in an extremely competitive sector where a "package is a package". UPS profits by keeping labour costs low. This business strategy is known as: a. low-cost provider strategy b. differentiation strategy c, niche market strategy d. corporate strategy e. none olthe above 3. Another name for "stakeholders" is: a. shareholders b. business owners c. constituent groups d. lobbyists e. none of the above 4. All of the following are compensable factors EXCEPT: a. knowledge and skills b. effort c. responsibility d. position title e. working conditions 5. A comprehensive across-the-board software system for HR management that includes subsystems or modules is known in HR circles as a: a. HRIS b. relational database c. skills inventory d. replacement chart e. all of the above 6. External or environmental factors affecting forecasting include: a. HR policies b. Organizational structure c. HRMS level of development d. Corporate mission statement e. None of the above 48M3 Final (McMahon) Page 4 of 8 .. April 20, 2009. 7. Total HR demand requirement for operational or short-run periods are displayed in: a. a succession chart b. budget summary c. staffing table d. a matrix e. skills inventory 8. A study by Deloitte & Touche states that the majority of Canada's family businesses are facing a leadership crisis due to a lack of: a. business planning b. reproduction c. human resources planning d. succession planning e. none of the above 9. Competencies are: a. groups of related behaviours b. needed for successful performance c. measurable attributes d. observable behaviours e. all of the above 10. A long-term strategy that changes the organization's culture and attitudes, and employees' values, with the goals or reducing costs and enhancing quality: a. downsizing b. workforce reduction c. work redesign d. systematic change e. all ofthe above 11. PepsiCo acquired KFC, Taco Bell and Pizza Hutt enabling its distribution of its products at these restaurant outlets. This is an example of: a. horizontal integration b. vertical integration c. takeover d. consolidation e. acquisition 12. Many functions are outsourced because organizations: a. want to improve technical service b. cannot find technical talent c. need quick and reliable access to new technology d. want to improve efficiencies e. all of the above continued ... 48M3 Final (McMahon) Page 5 of 8 April 20, 2009 13. Core competencies are activities __ . a. traditionally performed internally b. are most likely to be outsourced c. critical to business success d. (a) and (b) are correct e. (a) and (c) are correct 14. Because each organization is different, __ organizational strategies exist. a. circular b. secular c. common d. unique e. factorial 15. A(n) __ is a grouping of related duties, tasks, and behaviours performed by one or'more individuals. a. cluster b.pod c. skill d. job e. criteria 16. Corporate strategies ask questions like, "shall we be in business?" or "what business are we in?" Business strategies are concerned with questions like "how should we compete?" "Shall we compete by offering lowering prices than the competition?" (True/False). 17. Human capital refers to the collective sum of the attributes, experience, knowledge and commitment that employees choose to invest in their work (True/False). 18. The influence of women, the graying ofthe workforce, and the arrival of the "Gen X's" and "Gen Ys" are all examples of demographic factors influencing HRP (True/False). 19. Role or specific competencies are characteristics that every member of an organization, regardless of position, function, or level of responsibility with the organization, is expected to possess. (True/False). 20. The HRIS involves acquiring the best available software product that will encompass a limited range of HR functions (True/False). 21. A prohibition on all external recruiting activities is also known as a hiring freeze (True/False). 22. HR managers are fully responsible for developing HR budgets independently of others in the organization (True/False). 23. Many organizations fall short by not placing enough emphasis on retaining current employees (True/False). . -. 48M3 Final (McMahon) Page 6 of 8 April 20, 2009 24. To minimize politics involved in identifying talent, management should develop a set of principles based on the greater interests of the company. (True/False). 25. When it comes to reducing overhead costs, downsizing is really the only alternative (True/False). 26. During a merger, employees undergo stress and productivity can be expected to decrease (True/False). 27. It is generally only small firms that outsource HR functions. Large firms do not outsource (True/False). 28. When a company can no longer pay its creditors, the company may file for bankruptcy (True/False). 29. When all jobs are analyzed at the same time during a job analysis, this process is referred to as sequential (True/False). 30. The Delphi technique is a quantitative method for deriving detailed assumptions of long-run HR demand (True/False). continued ... , . P ~ g ~ 7 018 April 20, 2009 ~ - -, - - PART B - Short Answer Questions - Answer 5 of 8 Questions Each short answer question is designed to be answered in 1-2 paragraphs AND is worth 5 marks. 1. Compare and contrast the HRM practices of a company using a low-cost provider strategy with one using a differentiation strategy. 2. Define "stakeholders" and identify five major stakeholders influencing strategy in today's workplace. 3. Identify and describe FIVE environmental factors affecting HRM. 4. Define outsourcing, and list and describe the reasons most often cited for pursuing outsourcing solutions. 5. Identify. and describe three of the most common management development methods organizations use to develop high-potential employees. 6. What are some the advantages and disadvantages ofthe Delphi Technique where experts do NOT meet face-to-face? 7. What are the differences between a Human Resources Information System (HRIS) and an Enterprise Resource Planning (ERP) solution? 8. Identify and describe TWO of the three major benefits of mergers. . continued ... 48M3 Final (McMahon) Page 8 of 8 April 20, 2009 PART C - Case Study - 3 Questions - Answer ALL 3 questions. each worth 5 marks Refer to Corporate Solutions at Jones Lang Lasalle. Peter Barge has identified three potential revenue attribution models for the redesigned and restructured Corporate Solutions Group. These three are set out on page 19 of the case. 1. The case identifies and discusses a number of issues that need to be considered when selecting the best alternative from among the three proposed. As Peter's HR partner, what would you identify as the most important issues to be considered when making the decision about which model to select? Why? (5 marks) 2. Assess the possible revenue attribution models against the major issues you have identified. Which solution best addresses the most issues? Why? (5 marks) 3. The restructuring and attendant changes are not without risk. Identify the major categories of business risk imposed by the restructuring and new financial arrangements. As Peter's HR partner, how can you help him mitigate these risks? (5 marks) When answering these questions, you may use tables, graphs, point form notes or full sentences. Marks are awarded for appropriate content, not for visual style. At the same time, be aware that your responses, if in short form, need to be comprehensible. Do NOT use abbreviations, short forms, or acronyms. THE END