please check pdfs and word doc.
need total around 10 pages answer.
7-parts HW need be done (1-1.5pages answer for each) total around 10 pages
Part 1: FIRST, read PDF named “CH 4”. THEN, write a 1-page response to the 3 questions
Questions
4-27. Was Charmagne considering the strategic nature of HR planning when she challenged Brian’s “good news” forecast? Discuss.
4-28. How did the involvement in developing the corporate strategic plan assist Charmagne in challenging Brian?
4-29. Strategic planning at all levels of the organization can be divided into four steps. Which step in the strategic planning process did Brian violate?
Part 2: Case Study 1: answering 3 questions on next page. 1-1.5-page answer
FIRST, read pdf named CH 6. THEN… Think about this: Discriminatory bias in hiring and selection has been a significant concern among employers, civil rights advocates, and the legal system, for at least the past 50 years.
While it doesn’t get much attention in the readings, the Duke Power case was a landmark US Supreme Court decision that led to a number of policy changes that impact employee selection processes today, both in terms of hiring and promotions.
The background: In 1964, Congress passed and President Johnson signed the Civil Rights Act. Under Title VII (title 7) of the Civil Rights Act, discrimination in employment was prohibited, based on race, color, gender, religion, gender and national origin. These are called “protected classes” in HR jargon.
Find details of the case Griggs vs. Duke Power (1971) HERELinks to an external site.
.
Also review a couple cases that came a bit later, with local angles for those of you in St. Louis:
·
McDonnell Douglas vs. Green (1973)Links to an external site.
·
Hazelwood School District vs. U.S. (1977)Links to an external site.
THEN, write a 1-1.5-page response, using the knowledge you have gained from Chapter 6.
Answer the following 3 questions:
1. How do the results of the Duke Power case and subsequent decisions about racial discrimination impact how companies hire, promote, and terminate employees today?
2. If you were working in HR or in management, how would you respond (in conjunction with legal counsel, of course!) to a claim like one of these 3? After all, it is fairly common even now for HR directors and managers to be called to give a deposition on behalf of legal and EEOC / Missouri Commission on Human Rights / City of St Louis Civil Rights Enforcement Agency proceedings to defend the company’s decisions; when the candidate, employee or former employee asserts discrimination in hiring, promotions, or terminations.
3. If you were the supervisor of Willie Griggs or Percy Green II, how would you have initially explained the decision not to promote (in the Duke Power case) or to layoff and not rehire (in the McDonnell Douglas case), when talking to the employee? (Assuming that was a possibility.)
Part 3: Case Study Chapter 10: Benefits 1-1.5-page answer
FIRST, read PDF named “CH 10”, SECOND, briefly review the WorldatWork Total Rewar
78
1 Describe the strategic planning process.
2 Explain the human resource planning
process.
3 Describe forecasting requirements.
4 Summarize forecasting human resource
availability.
5 Explain what a firm can do when either a
shortage or surplus of workers exists.
6 Describe strategic succession planning in
today’s environment.
7 Describe the types of information required
for job analysis and the reasons for
conducting it.
8 Summarize the types of job analysis
information.
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9 Explain the various job analysis methods.
10 Describe the components of a job
description.
11 Explain the Standard Occupational
Classification (SOC) and the Occupational
Information Network (O*NET)
12 Summarize job analysis for team
members.
13 Explain how job analysis helps satisfies
various legal requirements.
14 Describe what competencies and
competency modeling are.
15 Summarize job design concepts.
16 Describe the importance of global talent
management.
4 Strategic Planning, Human Resource Planning, and Job Analysis
Chapter ObjeCtives After completing this chapter, students should be able to:
79
Learn It
If your professor has chosen to assign this, go to mymanagementlab.com to see what
you should particularly focus on and to take the Chapter 4 Warm-Up.
The tools we describe in this chapter and in Chapters 5 and 6 provide human resources (HR)
professionals with a foundation to harness the capability of a company’s human capital to its
competitive advantage. Let’s consider a metaphor to bring the opening sentence to life. Take,
for example, your favorite hit movie or television show. Many factors contribute to the show’s
success, which we might measure as the size of enduring viewership and awards recognizing
excellent talent. Perhaps three of the most important factors to determine whether a show
will be successful are the story line, character development and scripts, and casting actors
into roles.
From an HR standpoint, the story line can be thought of as a strategy to create a distinctive
story that is unique from others, character development and scripts as job analysis and work flow,
and casting requirements as HR planning. We take up these topics in this chapter.
strategic planning process
As discussed in Chapter 1, HR executives are now focusing their attention on how HR
can help the organization achieve its strategic objectives. Thus, HR executives are highly
involved in the strategic planning process. In the past they often waited until the strategic
plan was formulated before beginning strategic planning, which is the process by which
top management determines overall organizational purposes and objectives and how they
are achieved.
Strategic planning is an ongoing process that is con
132
1 Explain the significance of employee
selection.
2 Describe the selection process.
3 Explain the importance of preliminary
screening.
4 Describe reviewing applications and
résumés.
5 Describe the use of tests in the selection
process.
6 Explain the use of the employment
interview.
Learn It
If your professor has chosen to assign this, go to mymanagementlab.com to see what
you should particularly focus on and to take the Chapter 6 Warm-Up.
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7 Explain pre-employment screening and
background checks.
8 Describe the selection decision.
9 Describe the metrics for evaluating
recruitment/selection effectiveness.
10 Identify environmental factors that affect
the selection process.
11 Discuss selection in a global environment.
6 Selection
Chapter ObjeCtives After completing this chapter, students should be able to:
133
significance of employee selection
selection is the process of choosing from a group of applicants the individual best suited for a
particular position and the organization (optimal types and levels of human capital). Properly
matching people with jobs and the organization is the goal of the selection process. If individuals
are overqualified, underqualified, or for any reason do not fit either the job or the organization’s
culture, they will be ineffective and probably leave the firm, voluntarily or otherwise. There
are many ways to improve productivity, but none is more powerful than making the right hir-
ing decision. A firm that selects high-quality employees reaps substantial benefits, which recur
every year the employee is on the payroll. On the other hand, poor selection decisions can cause
irreparable damage. A bad hire can negatively affect the morale of the entire staff, especially in a
position where teamwork is critical.
Many companies would rather go short and work overtime than hire one bad apple. If a firm
hires many bad apples, it cannot be successful for long even if it has perfect plans, a sound orga-
nizational structure, and finely tuned control systems. Competent people must be available to
ensure the attainment of organizational goals. Today, with many firms having access to the same
technology, people make the real difference.
selection process
Companies make selection decisions to determine whether individuals who were identified
through the selection process will be offered employment. Figure 6-1 illustrates a generalized
selection process, but it may vary from company to company and also according to the type
of job being filled. This process typically begins with preliminary screening. Next, applicants
complete the firm’s application for employment or provide a résumé. Then they progress through
a series of selection tests, one or more employment int
164
8 Describe the various performance
appraisal methods.
9 List the problems that have been
associated with performance appraisal.
10 Explain the characteristics of an effective
appraisal system.
11 Describe the legal considerations
associated with performance appraisal.
12 Explain how the appraisal interview
should be conducted.
13 Discuss how performance appraisal is
affected by a country’s culture.
1 Describe performance management.
2 Define performance appraisal.
3 Identify the uses of performance
appraisal.
4 Discuss the performance appraisal
process.
5 Identify the various performance criteria
(standards) that can be established.
6 Identify who may be responsible for
performance appraisal.
7 Explain the performance appraisal period.
Chapter ObjeCtives After completing this chapter, students should be able to:
Learn It
If your professor has chosen to assign this, go to mymanagementlab.com to see what
you should particularly focus on and to take the Chapter 7 Warm-Up.
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Performance Management
and Appraisal7
165
The tools we describe in this chapter and in Chapters 8 provide human resources (HR) professionals
with a foundation to evaluate and improve the capability of a company’s employees (human
capital) to its competitive advantage. Let’s consider a metaphor to bring the opening sentence to
life. Think about, for example, a delivery vehicle. Many factors contribute to fuel efficiency, two
of which include low tire pressure or an air conditioner that is low in refrigerant. In the former
case, insufficient tire pressure creates greater drag on the vehicle, which raises fuel consumption.
In the latter case, the air conditioner will not efficiently cool the car, and the compressor will
continually run because it cannot keep the interior of the car at the desired lower temperature.
Compressors are driven by the engine, which, of course, are fueled by gasoline.
Companies prefer to have fuel-efficient vehicles to maintain lower operating costs because
they want to maximize profitability. Mechanics can use an air gauge to determine whether tire
pressure falls within standard limits specified by the automobile manufacturer. Specialized ther-
mometers can be used to determine the adequacy of refrigerant levels in air conditioning systems.
From an HR standpoint, delivery vehicles are capital, and we have learned that employees are
human capital. Both help add value to companies. Fuel efficiency is a measure of performance.
Lower-than-standard or expected fuel efficiency can be thought of as (lower) job performance. Air
gauges and specialized thermometers can be thought of as performance appraisal techniques that
help mechanics (managers or supervisors) judge two factors known to
256
1 Define indirect financial compensation
(employee benefits).
2 Describe legally required benefits.
3 Define discretionary benefits and
explain the various types of discretionary
benefits.
4 Discuss the alternative types of health
care plans.
5 Explain the various kinds of retirement
plans.
6 Summarize life insurance and disability
insurance.
7 Describe alternative paid time off policies.
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8 Identify employee service benefits.
9 Describe the premium pay benefit
practice.
10 Discuss voluntary benefits.
11 Explain the various employee benefit
laws.
12 Describe customized benefit plans.
13 Discuss global issues in employee benefits.
14 Summarize the issues of communicating
information about benefit plans.
15 Explain workplace flexibility (work-life
balance).
10 Indirect Financial Compensation (Employee Benefits)
Chapter ObjeCtives After completing this chapter, students should be able to:
257
Learn It
If your professor has chosen to assign this, go to mymanagementlab.com to see what
you should particularly focus on and to take the Chapter 10 Warm-Up.
indirect Financial Compensation
(employee benefits)
Most organizations recognize that they have a responsibility to their employees to provide certain
benefits such as insurance and other programs for their health, safety, security, and general welfare
(see Figure 10-1). indirect financial compensation (employee benefits) consists of all financial
rewards not included in direct financial compensation. They typically account for about 30 percent
of a firm’s financial compensation costs. In December 2013, employers spent, on average, $9.80 per
hour worked for each employee to provide benefits. The most expensive benefit was health insur-
ance, which cost $2.70 per hour worked for each employee.1 Despite the rising costs of benefits,
firms continue to offer them to attract and retain highly qualified employees.2 In addition, according
to a recent SHRM survey, benefits are the second most important driver of job satisfaction, com-
ing in just behind job security.3 Although benefits cost the firm money, employees usually receive
them indirectly. For example, an organization may spend thousands of dollars a year contributing to
health insurance premiums for each employee. The employee does not receive the money but does
obtain the health insurance coverage benefit such as regular visits to their physicians.
As a rule, employees receive benefits because of their membership in the organization.
Benefits are typically unrelated to employee productivity; therefore, although they may be
valuable in recruiting and retaining employees, they do not generally serve as motivation for
improved performance.4 As the name indicates, legally require
284
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11 Labor Unions and Collective Bargaining
Chapter ObjeCtives After completing this chapter, students should be able to:
1 Discuss why unions exist.
2 Explain why employees join unions.
3 Describe the basic structure of a union.
4 Summarize the prevalence of unions.
5 Describe organized labor’s strategies for
a stronger movement.
6 Discuss laws affecting collective
bargaining.
7 Identify the steps that lead to forming
a bargaining unit.
8 Describe the collective bargaining process
and explain collective bargaining issues.
9 Describe preparation for negotiations
and negotiating the agreement.
10 Discuss breakdowns in the negotiations
process.
11 Describe what is involved in reaching,
ratifying, and administering the
labor–management agreement.
12 Describe the grievance procedure
in a union environment.
13 Explain union decertification.
14 Describe collective bargaining in the
public sector.
15 Discuss labor unrest in China.
285
Labor unions and the process of collective bargaining are important considerations in the human
resources (HR) field, which, as we described in Chapter 1, is the business function of managing
people. Labor unions refer to organizations that exist to represent the interests of employees in
the workplace and to ensure fair treatment when conflicts arise between one or more employee
and management. Labor union leadership enters into good faith negotiations with management
representatives over terms of employment such as work hours, pay, and job security. This pro-
cess of negotiation is referred to as collective bargaining. The results of a successful collective
bargaining process is the collective bargaining agreement or contract, in which the negotiated
terms of employment are written.
In this chapter, we will explore a variety of important issues pertaining to labor unions, such
as why labor unions exist and why employees join unions, the organizational structure of unions,
laws affecting the relationship between unions and management, the collective bargaining process,
and how unions can be decertified if members do not feel that their bests interests are being served.
Why Do Unions exist?
Labor unions in the United States came about out of necessity. Family agricultural farms and
small family craft businesses were the bases for the U.S. economy before the early part of the
twentieth century. The turn of the twentieth century marked the beginning of the Industrial
Revolution in the United States. During the Industrial Revolution, the economy’s transition
from agrarian and craft businesses to large-scale manufacturing, or factory systems, began.
Increasingly, individuals were becoming employees of large factories instead of self-employed
farmers o
FIGURE 5.1 ORGANIZING FRAMEWORK FOR UNDERSTANDING AND APPLYING OB
© 2014 Angelo Kinicki and Mel Fugate. All rights reserved. Reproduction prohibited without permission of the authors
INPUTS PROCESSES OUTCOMES
Person Factors
• Personality
• Personal attitudes
• Values—Theory X/Y
• Needs
Situation Factors
• Hygiene factors
• Motivating factors
• Job characteristics
• Job design
• Leadership
• Organizational climate
Individual Level
• Equity/justice
• Expectancy processes
• Goal setting processes
• Voice
Group/Team Level
• Climate for justice
Organizational Level
• Climate for justice
Individual Level
• Intrinsic and extrinsic
motivation
• Task performance
• Work attitudes
• Citizenship behavior/
counterproductive behavior
• Turnover
Group/Team Level
• Group/team performance
Organizational Level
• Customer satisfaction
5
Major Topics I’ll Learn and Questions I Should Be Able to Answer
5.1 The What and Why of Motivation
MAJOR QUESTION: What is motivation and how does it affect my behavior?
5.2 Content Theories of Motivation
MAJOR QUESTION: How would I compare and contrast the content theories of
motivation?
5.3 Process Theories of Motivation
MAJOR QUESTION: How would I compare and contrast the process theories of
motivation?
5.4 Motivating Employees Through Job Design
MAJOR QUESTION: How are top-down approaches, bottom-up approaches,
and “idiosyncratic deals” similar and different?
How Can I Apply Motivation Theories?
FOUNDATIONS OF
EMPLOYEE MOTIVATION
The Organizing Framework for Understanding and Applying OB shown in Figure 5.1 summa-
rizes what you will learn in this chapter. Although Chapter 5 focuses on motivation, an individual-
level process, a host of person and situation factors influence it. There are more situation than
person factors in the figure. This reinforces the simple fact that managers significantly affect our
motivation because they have more control over situation than person factors. Figure 5.1 further
shows that processes across the individual, group/team, and organizational level influence a
variety of important outcomes.
161
Winning at Work
Discussing Pay at Work
What’s Ahead in This Chapter
There are far too many dysfunctional organizations
where managers don’t seem to have a clue about how
to motivate workers. OB supplies proven methods of
how to motivate employees. These aren’t just abstract
theories. All spring from observation and study of the
workplace, and they have been validated in real-life
testing. Business professionals treasure them as tools
for making work better and more productive. We’ll show
you how these methods operate and give practical tips
and suggestions for implementing them.
The Wall Street Journal recently
offered advice for how companies
should handle pay secrecy. Based
on OB research covered in this
chapter, the writer suggested com-
panies should open up about pay
and allow employees to freely talk
about their pay concerns.
1
Major Topics I’ll Learn and Questions I Should Be Able
to Answer
1.1 The Value of OB to My Job and Career
MAJOR QUESTION: How can I use knowledge of OB to enhance my job
performance and career?
1.2 Right vs. Wrong—Ethics and My Performance
MAJOR QUESTION: Why do people engage in unethical behavior, even
unwittingly, and what lessons can I learn from that?
1.3 Applying OB to Solving Problems
MAJOR QUESTION: How can I apply OB in practical ways to increase my
effectiveness?
1.4 Structure and Rigor in Solving Problems
MAJOR QUESTION: How could I explain to a fellow student the practical
relevance and power of OB to help solve problems?
1.5 The Organizing Framework for Understanding and Applying OB
MAJOR QUESTION: How can the Organizing Framework help me
understand and apply OB knowledge to solve problems?
1.6 Preview and Application of What I Will Learn
MAJOR QUESTION: How can I use my knowledge about OB to help me
achieve professional and personal effectiveness?
What Is OB and Why Is It Important?
MAKING OB WORK FOR ME
In this chapter you’ll learn that the study and practice of OB often organizes the work-
place into three levels—the individual, the group or team, and the organization. Thus
we’ve structured this book the same way—Part One is devoted to individual-level phe-
nomena ( job satisfaction), Part Two to groups and teams (team cohesiveness), and
Part Three to the organizational level (innovation). Make sure you read the final sec-
tion of Chapter 1 for a preview of the many concepts you’ll learn in the book. You’ll
also find a summary and application of the Organizing Framework for Understanding
and Applying OB and the 3-Step Problem-Solving Approach. These are fundamental
tools we created not only to help you learn more effectively, but also to help you apply
and realize the true value of OB for you personally.
3
Winning at Work
Your Future
What’s Ahead in This Chapter
You’ll learn how OB can drive your job and career suc-
cess. You’ll grasp the difference between hard and soft
skills and the value of developing both, as well as the
importance of self-awareness. We’ll show that ethics are
integral to long-term individual and organizational suc-
cess, and we’ll introduce a problem-solving approach
you can use in a wide variety of situations at school, at
work, and in life. But what really powers this book is our
Organizing Framework for Understanding and Applying
OB, which we introduce mid-chapter. This framework
will help you organize and apply OB concepts and tools
as you learn them. To show you the power of the Orga-
nizing Framework, we conclude the chapter with a pre-
view of the many concepts, theories, and tools you will
learn. We then show you how to apply this knowledge
using our 3-Step Problem-Solving Approach. We think
you’ll be intrigued by this glimpse into all that you will
learn in this book and course. Let’s get started!
critical thinking, ethical decision making, and problem
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