Strategic HRM: NMIMS solved assignments June 2018: Contact us for answers at assignmentssolution@gmail.com

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NMIMS Global Access

School for Continuing Education (NGA-SCE)

Course: Strategic HRM

Internal Assignment Applicable for June

2018 Examination

Assignment Marks: 30

_________________________________________

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Instructions:

 All Questions carry equal marks

 All Questions are compulsory

 All answers to be explained in not more

than 1000 words for question 1 and 2 and

for

question 3 in not more than 500 words for

each subsection. Use relevant examples,

illustrations as far as possible.

 All answers to be written individually.

Discussion and group work is not

advisable.

 Students are free to refer to any

books/reference material/website/internet

for attempting

their assignments but are not allowed to

copy the matter as it is from the source

of

reference.

 Students should write the assignment in

their own words. Copying of assignments

from other

students is not allowed.

 Students should follow the following

parameter for answering the assignment

questions.

1. ‘Strategic human resource management

is largely about integration or strategic

fit

between HR strategy and business

strategy’. Do you agree? Differentiate

between

For Theoretical Answer

Assessment Parameter Weightage

Introduction 20%

Concepts and Application

related to the question

60%

Conclusion 20%

For Numerical Answer

Assessment Parameter Weightage

Understanding and usage

of the formula

20%

Procedure / Steps 50%

Correct Answer &

Interpretation

30%NMIMS Global Access

School for Continuing Education (NGA-SCE)

Course: Strategic HRM

Internal Assignment Applicable for June

2018 Examination

external fit and internal fit. Give

example of any one organization you know

of, that

have achieved a fit between business

strategy and HR strategy. (10 Marks)

2. XYZ limited is exploring ways of

compensating and rewarding employees as a

strategy to improve retention. As an

advice state and explain various reward

management strategies available to XYZ

ltd. Highlight the strategies available

to the

management in dealing with poor

performance in the workplace. (10 Marks)

3. Siemens is a 150-year old Company, but

it’s not the company it was even a few

years

ago. Until recently, Siemens focused on

producing electrical products. Today the

firm

has diversified into software,

engineering, and services, and is also

global, with over

400,000 employees working in 190

countries. In other words, Siemens became

a

world leader by pursuing a corporate

strategy that emphasized diversifying

into hightech products and services, and

doing so on a global basis.With a

corporate strategy

like that, human resource management

plays a big role at Siemens.

Sophisticated

engineering services require more focus

on employee selection, training and

compensation than in the average firm,

and globalization requires delivering

these

sevices globally. Siemens sums up the

basic themes of its HR strategy in

several

points. These include:

i. A living Company is a learning

Company. The high-tech nature of Siemen’s

business

means that employees must be able to

learn on a continuing basis. Siemens uses

its

system of combined classroom and hands-on

apprenticeship training around the world

to help facilitate this. It also offers

employees extensive continuing education

and

management development.

ii. Global teamwork is the key to

developing and using all the potential of

the firm’s

human resources. Because it is so

important for employees throughout

Siemens to feel

free to work together and interact,

employees feel they are part of a strong

unifyingNMIMS Global Access

School for Continuing Education (NGA-SCE)

Course: Strategic HRM

Internal Assignment Applicable for June

2018 Examination

corporate identity. For example, HR uses

cross-border, cross-cultural experienced

as

prerequisites for career advances.

iii. A climate of mutual respect is the

bais of all relationships – within the

Company and

with society. Siemens contends that the

wealth of nationalities, cultures,

languages,

and outlooks represented by its employees

is one of its most valuable assets. It

therefore engages in numerous HR

activities aimed at building openness,

transparency, and fairness, and

supporting diversity.

3. A) Describe your opinion on how

Siemens rates people as a vital tool in

creating

organizational competitive advantage (5

Marks)

3. B) Advice Siemens on how it should go

in drafting a Training and Development

Strategy and show how it should be linked

to other HR functional strategies

(5 Marks)