ORHR        Kennari: Einar Svansson        

10/7/2008 


Questions

  1. When did HRM policies begin to be seriously developed at BMW and what led management to take this initiative? (10%) (From case questions 11.2)

  1. In order to meet the image you expect of BMW, what kind of behaviour would you expect of employees and what HRM practices will encourage/discourage that behaviour? (20%)

(From case questions 11.3)

  1. How would the introduction of team working have helped to improve the external fit between HRM and broader strategy? (10%)  (From case questions 11.4)

  1. To achieve (framkvæma) internal fit, what other changes will BMW need to make to support (styðja) team working? (10%)  (From case questions 11.4)

  1. In what ways are the developments in BMW already rated as encouraging a ‘hire for the organisation, not the job’ approach? (10%) (From case questions 11.5)

  1. What external factors may have prompted the review of the payment system at BMW and how would it affect the management of the appraisal system? (20%) (From case questions 11.6)

  1. In light of the idea of internal fit, what would you conclude about these changes? (10%) (From case questions 11.7)

  1. What benefits might BMW gain from a higher proportion of older workers and how might human resource practices change as a result of an older workforce? (10%) (From case questions 11.8)
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In the early nineteen eighties, foundations were laid for a value oriented worker policy at BMW. This arose from a scenario planning exercise among senior management at the company. Having this policy is highly important for the companies’ design of new plants and in the introduction of new HRM policies. Again in ’95 and ’96 there became a need for new HRM efforts in order to increase worker productivity and create a more competitive business environment.  In ’95 a new form of work organisation was introduced where highly ...

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