D. warn employees not to ignore the necessities of their particular jobs

5. Which of the following might be the result of the flexible work schedules?      .

A. higher performance

B. higher work morale

C. reduced absenteeism

D. improved family relations

Answer:

1.B   2.D   3.B   4.C   5.A

（二）

The objective of HRM resourcing strategies as expressed by Keep (1989) is:

To obtain the right basic material in the form of a workforce endowed with the appropriate qualities, skills, knowledge and potential for future training. The selection and recruitment of workers best suited to meeting the needs of the organization ought to form a core activity upon which most other HRM policies geared towards development and motivation could be built.

The concept that the strategic capability of a firm depends on its resource capability in the shape of people provides the rationale for resourcing strategy. The aim of this strategy is therefore to ensure that a firm achieves competitive advantage by employing more capable people than its rivals. These people will have a wider and deeper range of skills and will behave in ways which will maximize their contribution. The organization attracts such people by being ‘the employer of choice’. It retains them by providing better opportunities and rewards than others, and by developing a positive psychological contract which increases commitment and creates mutual trust. Furthermore, the organization deploys its people in ways which maximize the added value of the supply.

The resourcing strategy should attempt to provide answers to the following questions:

·  In the light of the business plan, how many people are we likely to need in each of our key operational or functional areas in the short and longer term?

·  What skills are we likely to need in the future?

·  Will we be able to meet the needs from our existing resources?

·  If not, where will be able to find them?

·  What do we need to do to develop or extend our skills base?

·  What should we do about identifying people with potential and developing their abilities?

·  Do we have a problem in attracting or retaining key staff? If so, what do we need to do about it?

·  Is there scope to make better use of people by increasing employment flexibility?

·  Is there any danger of downsizing? If so, how are we going to deal with it?

These components of resourcing strategy are:

·             Resourcing plans – preparing plans for finding people from within the organization and / or for training programs to help people learn new skills. If needs cannot be satisfied from within the organization, preparing longer-term plans for meeting them by attracting high quality candidates as the ‘employer of choice’.

·             Flexibility plans – planning for increased flexibility in the use of human resources to enable the organization to make the best use of people and adapt swiftly to changing circumstance.

·             Retention plans - preparing plans for retaining the people the organization needs.

1. According to Keep (1989), which of the following isn’t the objective of HRM resourcing strategies?      .