Explain briefly the main differences between

pluralism and Unitarist in an employment context.

What are the reasons employers conduct training

and development of their employees?

Explain the reasons why global organizations are

moving away from ethnocentric employment
towards localization of employees.

1.Why employer provide/conduct training and

improvement?
From the organization’s perspective training and
development can have several purposes:
1- to assess and address skills deficiencies
2- to act as a catalyst for change, e.g. improving
customer focus in a service organization
3- to give the organization a competitive edge
4- to encourage a learning climate
From the individual’s perspective, receiving
appropriate training and development will be more
important if they can no longer necessarily expect a
long-term career with one organization

2. Common training develops techniques.

1- On the job training: is provided by the line
manager and dependent on their being willing and
appropriately skilled to do
2-Off the job training: This type of training can
range from brief in-house courses to extended
learning away from the organization
3- Mentoring: Mentoring is used for developing new
recruits or those identified as having the potential
to become senior managers in the future
4- Coaching: is aimed at improving the performance
of more senior managers, often through the use of
external consultants
5- Lateral moves/ secondments: Managers can learn
by taking up different kinds of roles at the same
grade within the organization, this can be either
long-term or short-term
 3 Global organizations moving from
ethnocentring employment to localization.
Ethnocentric: This approach means that all key
positions at headquarters and subsidiaries are
filled by parent country nation
Global organizations have traditionally taken an
ethnocentric approach, with the careers of
parents country nationals being given
performance though the world. This approach
relies heavly on 'expection'- parent country
national's working aboard for extended periods
of times to manage overseas. Many org. are now
moving a way from this approach for numbers of
reasons.

1- Org. need to incorporate the careers of host

country managers within an international
career structure and allow them to hold senior
positions within the business, if they wish to
be considered to be truly international
(localization).
2- In countries where there are native managers
with appropriate skills and competences

Which relationship is more critical in the

organization – employer and employee, or employer
and customer? Why?

List and briefly discuss at least 5 tasks of the HRM

function.

What is the difference between recruitment and

selection?

What are the 3 main methods of selection? Briefly

explain each.

What is the purpose of an interview? Be detailed.

What is the purpose of psychometric testing? It is

accurate?
What is the purpose of testing as a method of
selection? Name at least 3 things that employers
may test for.

Name and explain the four types of employees. Why

is it important for an employer to be aware of this?
P.46

What are the purposes of training and development

of employees? P.48

Name and discuss at least 3 methods of training

employees. P.50

Name 3 reasons why some employers choose not to

invest in training programs for their staff. P.50

Section 1

1. Which relationship is more critical in the

organization – employer and employee, or
employer and customer? Why? (Block Page 10)

The relationship of employer and employees in

the organization is more critical because of
the relationship influencing the standard of
living, their job interest and their job
satisfaction, their working hours and their
health and well being. Recently study founded
that serious attentions by the management to
the human resource issues makes a much
bigger impact to the organization on the
company performance than any other factor.

2. List and briefly discuss at least 5 tasks of the

HRM function.(Block Page 12)

1- Recruitment ,selection and staffing:

2- Induction ,training and development :
3- Appraisal and evaluation:
4- Reward management :
 5- Staff management and record keeping
6- Employee relations:

Section 2

3. What is the difference between recruitment

and selection? (Block Page 17)

Recruitment is the process of mutual exchange

and negotiation where both parties will
attempts to influence each other expectation
(Recruitments is the process of attracting
candidates for vacant job).

Selection involves the process of identifying

the right candidate (Selection is the process of
choosing the right person for the job from
among a pool of candidates).

4. What are the 3 main methods of selection?

Briefly explain each. (Block Page 21-22)

1. Interview: to determine whether the person

is interested in the job and competent to do
it.
2. Tests: test can be used to measure aptitude
(ability) such as competence and numeracy
or personality.
3. Assessment center: using number of
selection techniques simulation for example:
interpersonal skill- team work skill- IT
competence in computer skill.

5. What is the purpose of an interview? Be

detailed. (Block Page 20)

1. To determine whether the candidate is

interested in the job and competent to do it.
2. To explain the work of the organization and
the job, to set expectations on both sides,
 including a realistic discussion of any
potential difficulties
3. To enable the candidate to assess whether
they want the job being offered.
4. Excellent forum for starting to build the
relationship between employer and
employee.
5. Helps to give the applicant a sense of what it
would be like to work there.

6. What is the purpose of psychometric testing? It

is accurate? (Block Page 21)

• One of the fastest growing methods of

selection in recent years has been
psychometric testing. Psychometric tests are
met with scepticism by some and seen as
intrusive and overly rational measures. The
results of psychometric tests do not always
tell us what we want to hear and some time
its are accused of cultural and ethnic bias.
Using a series of questions, the tests indicate
preferences and attitudes along certain
dimensions, sociability and ability to cope with
pressure, and thereby predict behaviors at work.
• This is another area where a clear
understanding of the job and organization is
needed to be able to determine which
behaviors or personality types are being
sought and why and which tests are suitable.
Ben Williams, a psychologist who scores
psychometric tests for a living, acknowledges
their limitations. ‘Testing can accurately predict
behavior to within certain parameters, and it can
suss out whether the person in an interview will
actually be capable of doing the job required’ he
says. ‘Problems tend to occur if a company
doesn’t understand what profile it needs in its
employees, or standardizes the profile in order to
save time and money’.
7. What is the purpose of testing as a method of
selection? Name at least 3 things that
employers may test for.(Block Page 21)

Tests: test can be used to measure aptitude

such as competence and numeracy or
personality. Test and result are likely to form a
part rather than the whole of the selection
process as they are providing quantitative
rather but not qualitative information about an
individual.

8. Explain the difference between the old deal

and the new deal. (Pinington & Edward
P.97,98)

In the old deal:

You offered
• Loyalty- not leaving.
• Commitment-going the extra mile.
• Conformity-doing what you were asked.
• Trust- they’ll keep their promises.
Org offered
• Security of employment.
• Promotion prospects.
• Training and development.
• Care in trouble.

The old deal was a relational contract whereby

each party-employer and employee- learnt to
trust one another over time; loyalty and
organizational commitment were high.

New deal
You offer
• Long hours.
• Added responsibility
• Broader skills
• Tolerance of change and ambiguity.
Organization offer
• High pay
• Rewards for performance
 • A job.

It is a less happy relationship than the old deal,

no longer able to offer relational contract.

Section 3

9. Explain the psychological contract. Give an

example of how an employee's psychological
contract could be violated. (Block Page 40)

Psychological: the perception of both parties of

the employment relationship, organization and
individual of the obligation implied in the
relationship, also it is differ from written con
tracts, it is concerned with implicit
expectation.
Some example: an individual may have reason
to believe that they will be recognized and
promoted if they work hard even though this is
not part of any formal employment contract, if
this dose not accrue as expected then a
violation of their psychological contract may
occur. Leading to discontent and
dissatisfaction.

Section 4

10. Name and explain the four types of

employees. Why is it important for an employer
to be aware of this? (Block Page 46)

1. The climber: see success chiefly in terms

of status and pay , especially the levels of
seniority they achieve in their organization
2. The expert: defines success primarily in
terms of getting recognition, respect and
acknowledge for being good at their job.
3. The influencer: see success in terms of the
impact they have at work and the extent to
which they are able to influence what
happens there.
 4. The self-releaser: defines success as
personal achievement and self-fulfillment on
their own terms.

It is important that organizations know the 4

different types of employees, know who is
what in order to use the appropriate
motivation ways and secure the commitment of
their staff.

11. What are the purposes of training and

development of employees? (Block Page 48)

From the organization’s perspective training

and development can have several purposes:
1- to assess and address skills
deficiencies
2- to act as a catalyst for change, e.g.
improving customer focus in a service
organization
3- to give the organization a competitive
edge
4- to encourage a learning climate
From the individual’s perspective, receiving
appropriate training and development will be
more important if they can no longer
necessarily expect a long-term career with one
organization

12. Name and discuss at least 3 methods of

training employees. (Block Page 50)

1-On the job training: provided be line manger

and dependent on skilled to do so.
2- Off the job training: can range from brief in
house courses like study full time MBA
3- Coaching: to improve the performance of
more senior manger.
13. Name 3 reasons why some employers
choose not to invest in training programs for
their staff. (Block Page 50)

Some reasons why companies would not like to

invest in training programs:
1- the cost of providing it
2- The time it entails, both for trainees
and trainers
3- The lack of necessary training skills
4- The apparent difficulty of establishing
a link between training and development
and business performance

14. Name and explain the 4 options from

which an international organization can choose
to allocate their senior management team
when opening a branch/subsidiary in a foreign
country. (Block Page.54)

1. Ethnocentric: all key positions at

headquarters and subsidiaries are filled by
parent country nationals.
2. Polycentric: that host country nationals
are recruited to mange subsidiaries in their
own country and parent country nationals
occupy key positions in corporate
headquarters.
3. Geocentric: that the best people are
sought for key job. Regardless of their
nationality.
4. Regiocentric: that people's careers are
limited to a particular geographical region.
The best people are sought for key job.
Regardless of their nationality. e.g. South
America. Within this region, the best people
are sought for key jobs, regardless of their
nationality.

International organizations have traditionally

taken an ethnocentric approach, with the
 careers of parent country nationals being given
prominence throughout the world.

Section 5

15. Name each of the 4 P’s, and comment on

which business function they relate to. (Block
Page.58)

1. Product: what the consumer expected to get.

2. Place: the product should be available from
wherever the firm's target group of
customers fined it easiest to shop.
3. Promotion: advertising, public relation, sales
promotion, personnel selling and all other
communications tools.
4. Price: the product should always be seen as
representing good value for money.

They are related to the marketing biasness

function, which is applied to the manufacture
and marketing of physical product.

16. Name and explain each of the 6 markets

within the 6 markets model. (Block Page.60)

The six markets explained by Christopher are:

1. Customer markets: The customer should
remain the primary focus within a
relationship approach
2. Referral markets: Are those people who
might be expected to recommend the
company to others. Customers are an
important source, but not the only source, of
referral for an organization.
3. Supplier markets: Are those people who
provide raw materials and components for
the company. Relationships with suppliers
move from being adversarial to cooperative
under a relational model, the aim is to
promote a win-win situation where both
parties benefit from improved relations
 4. Internal markets: Is concerned with ensuring
that everybody inside the firms is not only
aware of the company’s policies, but is also
enthusiastic and supportive of them. The
rational for marketing internally is that by
considering all employees as customers,
levels of customer service and quality should
be improved throughout the organization.
5. Recruitment markets: The caliber and
commitment of employees is key to the
success of all organizations. Organization
therefore needs to consider how they will be
able to attract and retain suitably motivated
and qualified employees. Refer to the need
to recruit and train appropriately talented
and motivated staff
6. Influence markets: Comprise those
individuals, who might have influence on the
firm’s activities, they include government
departments, financial institutions.
Marketing activity also needs to be directed
to financial markets, regulatory markets and
government as these can influence the
environment in which an organization
operates

17. Name at least 2 reasons why there is a

greater need by organizations to place a
greater emphasis on relationships within the 6
markets than ever before. (Block P.61)

1. The emergence of a surplus of goods and

service. The economic power has shifted
from the producer to the consumer.
2. The importance of quality, customers are
very sharp about the quality.
3. The expansion of information system.

18. Explain the loyalty ladder. (Block Page.63)

• The loyalty ladder, made by Christopher,

states 5 different levels for the relationship
 between the supplier and their customer.
Those five steps are:
1- Prospect
2- Customer
3- Client
4- Supporter
5- Advocate

• Relationship marketing is where suppliers

view their relationships with customers as
long-term.
• The Objective is to move customers up the
loyalty ladder from prospect to customer,
and to advocate and partner.
• To achieve this progression up the loyalty
ladder, organizations need to integrate
(combine) their marketing activities in their
internal market.
1- All employees within an organization are
both providers and users of internal
services, focus on customer needs and
customer service as do external services.
2- Ensuring that all staff work together to
achieve a common goal.

19. Name at least 2 benefits to organizations

from relationship marketing (Block P.69).

1. Marketing productivity is improved by

reducing expenditure on advertising and
promotion and by reducing the risk of price
competition
2. The focus on customer service and
satisfaction over time means that customers’
needs are better addressed
3. A consequence of the customer focus is the
ability to treat customers as individuals
4. By shifting the emphasis away from
attracting new customers to nurturing
existing ones many of the negative aspects
of marketing can be avoided
 20. What is the difference between
transaction marketing and relationship
marketing? (Block Page 71)

Relationship
Transaction Marketing
marketing
Focus on customer
Focus on single sale
retention
Orientation on
Orientation on product features
product benefits
Short time scale Long time scale
Little emphasis on customer
High
service
Limited customer commitment High
Moderate customer contact high
Quality is the concern of the Quality is the
production department concern of all

1.Why employer provide/conduct training and

improvement?

From the organization’s perspective training and

development can have several purposes:
1- to assess and address skills deficiencies
2- to act as a catalyst for change, e.g. improving
customer focus in a service organization
3- to give the organization a competitive edge
4- to encourage a learning climate
From the individual’s perspective, receiving
appropriate training and development will be more
important if they can no longer necessarily expect a
long-term career with one organization

2. Common training develops techniques.

1- On the job training: is provided by the line
manager and dependent on their being willing and
appropriately skilled to do
2-Off the job training: This type of training can
range from brief in-house courses to extended
learning away from the organization
3- Mentoring: Mentoring is used for developing new
recruits or those identified as having the potential
to become senior managers in the future
4- Coaching: is aimed at improving the performance
of more senior managers, often through the use of
external consultants
5- Lateral moves/ second ments: Managers can
learn by taking up different kinds of roles at the
same grade within the organization, this can be
either long-term or short-term

3 Global organizations moving from ethnocentring

employment to localization.
Ethnocentric: This approach means that all key
positions at headquarters and subsidiaries are filled
by parent country nation
Global organizations have traditionally taken an
ethnocentric approach, with the careers of parents
country nationals being given performance though
the world. This approach relies heavly on
'expection'- parent country national's working
aboard for extended periods of times to manage
overseas. Many org. are now moving a way from
this approach for numbers of reasons.

1- Org. need to incorporate the careers of host

country managers within an international career
structure and allow them to hold senior positions
within the business, if they wish to be considered to
be truly international (localization).
2- In countries where there are native managers
with appropriate skills and competences

• Which relationship is more critical in the

organization – employer and employee, or
employer and customer? Why?

The relationship with employee and customers

are so important to organization's success, in
order to function efficiently, organization need to
develop effective relationships with many
different groups with an interest in their
operation. These may include:

1. The staff they employ

2. The customers who buy or use their products
and services
3. The companies from which they purchase raw
materials
4. Local government
5. The people who live near their factories

All of these relationships could be crucial (key ‫حاسم‬

) for an organization's success. Relationship with
employees and relationships with customers are
considered to be so important that the
management of them often is treated as a
dedicated ‫ يكرس او يخصص‬business function within
organizations.

The HRM function is responsible for managing

relationships with staff and the Marketing
function is responsible for managing
relationships with customer.

The relationship with employees is a key source

of competitive advantage:

Half the total populations in the advanced

economies are in some form of paid work or
employment and are thus directly party to an
employment relationship. From the employees'
perspective: - the nature of that relationship is
important in

influencing their− standards of living

influencing their job interest−
their job− satisfaction
their working hours−
‫َتأثير‬ their health and well-being − ‫على مستويات معيشتهم‬
‫َتأثير على إهتماِم شغِلهم‬
 ‫رضاء شغلهم‬
‫ساعات‬ ‫عملهم‬
‫صحتهم وحالتهم‬

From the employers perspective, the nature and

quality of the employment relationship can
influence

the amount of− time spent in conflict with

employees
the need for direct supervision−
− staff turnover
the degree of willing contribution versus
resistance−
− the quality of the product or service offered to
customers
the viability− ‫ع َمع الموظفين‬ ِ ‫كميُة الوق‬of the Org.
ِ ‫ت المبذول في النزا‬

ِ‫الحاجة للشراف‬ ‫المباشِر‬

‫ظفين )استقالت‬ ّ ‫)انقلب مو‬−
‫درجة المساهمِة الراغبِة مقابل‬ ‫المقاومِة‬
ِ ‫ج َأو الخدمِة المعروضة إلى الزبائ‬
‫ن‬ ِ ‫نوعية الُمنَت‬
‫قابلية‬ ‫نجاح المنظمة‬
• List and briefly discuss at least 5 tasks of the
HRM function.

1- recruitment, selection and staffing

2- induction, training and development
3- appraisal and evaluation
4- reward management
5- employee relations
6- staff management and record keeping

• What is the difference between recruitment

and selection?

Recruitment:
- Recruitment is complicated by the fact that there
is no generally applicable set of personality traits
that go make up the ideal salesperson, this is
because the sales task varies greatly from one firm
to another and the sales managers will need to
draw up a specific set of desirable traits for the
task in hand
Selection:
Selection is another important communication and
relationship function within the organization. Like
recruitment it is a two-way process: there is
information from both the applicant and the
organization about what each has to offer.

• What are the 3 main methods of selection?

Briefly explain each.

The main methods of selection are:

1- Interviews: The aim of the selection interview
is to determine whether the candidate is
interested in the job and competent to do it,
also it is used to explain the work of the
organization and the job
2- Tests: There are various types of tests in which
they might be used as part of the selection
process such as: competence in literacy or
numeracy.
3- Assessment centre: This is a process rather
than a place, which uses a number of selection
techniques in combination. Assessment centers
have become increasingly popular as a
selection method within organizations

• What is the purpose of an interview? Be

detailed.

The aim of the selection interview is to:

1- To determine whether the candidate is
interested in the job and competent to do it.
2- To explain the work of the organization and the
job, to set expectations on both sides, including
a realistic discussion of any potential difficulties
3- To enable the candidate to assess whether they
want the job being offered.
4- Excellent forum for starting to build the
relationship between employer and employee.
 5- Helps to give the applicant a sense of what it
would be like to work there.

• What is the purpose of psychometric testing? It

is accurate?

The purpose of selection psychometric testing use a

series of questions that indicate preferences and
attitudes along certain dimensions to:
1- Measure the personality traits of individuals
applying for jobs
2- Predict behaviors at work
3- Sociability
4- Ability to cope with pressure
Although being the fastest to grow, they are being
criticized as being not so accurate. They are seen
as intrusive and overly rational measures.
Psychologists claim that personalities are basically
stable over time, but can the same be said of
people’s perceptions of them? However, evidences
show correlation between test results and
behavioral traits.

• What is the purpose of testing as a method of

selection? Name at least 3 things that
employers may test for.
The purpose of selection tests are used to measure
aptitudes. Their results form a part rather than a
whole of a selection process as they provide
quantitative information but not qualitative about
an individual.
An employer may test:
1- competence in literacy
2- competence in numeracy
3- personality
• Explain the psychological contract. Give an
example of how an employee’s psychological
contract could be violated. P.40
Psychological contract is the perceptions of both
parties to the employment relationship,
organization and individual, of the obligations
implied in the relationship. It is different than
employment contract. It is concerned with implicit
expectations, obligations and promises that
individual and organization believe have been made
about what each owes and expects to receive from
the other.
Some examples of violating employees’
psychological contract are;
Budget cuts that lead to mass redundancy

• Name and explain the four types of employees.

Why is it important for an employer to be aware
of this? P.46
The four types of people who have been identified
in terms of how they define career success:
1-The Climber - Sees success chiefly in terms of
status and pay, especially the levels of seniority
they achieve in their organization
2-The Expert - Defines success primarily in terms of
getting recognition, respect and acknowledge for
being good at their job
3-The influencer - Sees success in terms of the
impact they have at work and the extent to which
they are able to influence what happens there
4-The self-realiser - Defines success as personal
achievement and self-fulfillment on their own terms
It is important that organizations take note of
people’s career preferences to motivate and secure
the commitment of their staff in order to remain
competitive in a business environment dominated
by globalization and rapid advances in technology.
• What are the purposes of training and
development of employees? P.48
From the organization’s perspective training and
development can have several purposes:
5- to assess and address skills deficiencies
6- to act as a catalyst for change, e.g. improving
customer focus in a service organization
7- to give the organization a competitive edge
 8- to encourage a learning climate
From the individual’s perspective, receiving
appropriate training and development will be more
important if they can no longer necessarily expect a
long-term career with one organization

• Name and discuss at least 3 methods of training

employees. P.50
1- On the job training: is provided by the line
manager and dependent on their being willing and
appropriately skilled to do

2-Off the job training: This type of training can

range from brief in-house courses to extended
learning away from the organization

3- Mentoring: Mentoring is used for developing new

recruits or those identified as having the potential
to become senior managers in the future

4- Coaching: is aimed at improving the performance

of more senior managers, often through the use of
external consultants

5- Lateral moves/ second ments: Managers can

learn by taking up different kinds of roles at the
same grade within the organization, this can be
either long-term or short-term

• Name 3 reasons why some employers choose not

to invest in training programs for their staff. P.50

Some reasons why companies would not like to

invest in training programs:
5- the cost of providing it
6- the time it entails, both for trainees and
trainers
7- the lack of necessary training skills
8- the apparent difficulty of establishing a link
between training and development and
business performance
=================================
==============