1. How is the work of HR practitioners and operating managers similar to that of physicians who conduct a diagnosis before treating a patient?
The problems also be examined throughout a careful diagnosis using The ARDM (A=acquiring, R=rewarding, D=developing, M=maintaining and protecting). This model with a strategic focus can help operating managers focus on a set of relevant factors; you can see the whole picture or parts of it.
2. The productivity of the workplace is essential for the success of an organization. What HRM activities and programs can impact productivity?
Specific activities and practices can improve individual performance and consequently organizational productivity. Managers using diagnosis, prescription, implementation and evaluation can help employees achieve their optimum level of productivity.
3. Historically, HRM activities and tools were developed and implemented by a department or functional unit. Today however, operating managers are in the forefront in applying and modifying HRM tools and activities. Why has the shift in application occurred?
They learned through laid off employees about the HRM activities what their competitors does in their HRM’s departments; if a firm is has a strong culture noted for the fair, equitable, and productive treatment of human resources it will be less susceptible to losing all or any of its competitive advantage.
4. What role does education playing in the fastest-growing occupations?
It can lead to deficiencies in some countries to scarcity of qualified employees, as well as a lack of educational facilities to upgrade potential employees. If there’s no skilled employees to fill a position that company is not in a position to compete in the market.
5. Why must external environmental forces be considered in the design of an HRM program?
The environment can have a significant impact on how HRM