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Paper：need 6 pages
No outside sources are required for this paper. However, you may need to use the website of the company you are profiling. Other sources are allowed, but in all cases, they should be quoted and cited appropriately. Do NOT simply copy blocks of text from a corporate website or from the textbook without appropriate attribution and citation.
Paper request:
1. The first few pages of the paper should summarize the basic facts about the organization:
Brief history and timeline of major milestones like mergers & acquisitions, other changes over the years; Major line(s) of business and countries of operation; Total revenues/budget; number of employees; Current key leaders (i.e., CEO, and Chief Human Resources Officer if you can find out this information); Target markets for products and services offered; and Anything you can learn about current organizational structure and organizational culture.
2. Then describe the 2 major HR challenges or concerns you identified for that organization. Remember to make connections to the readings about each topic. Choose 2 of the following HR topics: (note that some chapters cover more than one topic) Topic of HR textbook (choose 2) : Chapter 1-3 on pdf named “HR ch1-3”; Chapter 4-6 on pdf named “HR ch4-6”;Chapter 7-10 on pdf named “HR ch7-10”
· Strategic HR (chapter 1)
· Corporate Culture (chapter 1)
· Employer Branding ((chapter 1)
· Downsizing and Restructuring (chapter 1)
· Business Ethics (Chapter 2; in text page 25)
· Corporate Social Responsibility (chapter 2; in text page 33)
· Equal Employment Opportunity/Affirmative Action (chapter 3; in text page 44-60)
· Discrimination and Harassment (chapter 3)
· Diversity and Inclusion (chapter 3; in text page 64-71)
· Succession Planning (chapter 4; in text page 90)
· Recruitment (Chapter 5; in text page 109-126 )
· Alternatives to Recruitment (chapter 5; in text page 126)
· Selection Tests/Pre-Employment Screening (chapter 6; in text page149)
· Interviewing (chapter 6; in text page 143)
· Training and Development (chapter 6; in text page 198)
· Career Development (chapter 6; in text page 212)
· Compensation (chapter 9)
· Benefits (chapter 10)
2
6 Explain the importance of corporate
culture and human resource
management.
7 Describe the importance of employer
branding.
8 Discuss human resource management
issues for small businesses.
9 Identify ways that country culture
influences global business.
10 Describe the human resource
management profession.
1 Define human resource management.
2 Identify the human resource management
functions.
3 Describe who performs human resource
management activities.
4 Explain how HR serves as a strategic
business partner.
5 Identify the elements of the dynamic HRM
environment.
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 1 Warm-Up.
MyManagementLab®
Improve Your Grade!
Over 10 million students improved their results using the Pearson MyLabs. Visit
mymanagementlab.com for simulations, tutorials, and end-of-chapter problems.
Human Resource Management:
An Overview1
3
Defining human resource Management
human resource management (hrM) is the use of individuals to achieve organizational
objectives. Basically, all managers get things done through the efforts of others. Consequently,
managers at every level must concern themselves with HRM. Individuals dealing with human
resource matters face a multitude of challenges, ranging from a constantly changing work-
force to ever-present government regulations, a technological revolution, and the economy
of the United States and the world. Furthermore, global competition has forced both large
and small organizations to be more conscious of costs and productivity. Because of the criti-
cal nature of human resource issues, these matters must receive major attention from upper
management.
The remainder of this chapter will enable you to gain an appreciation of HRM as a critical
business function. In the next sections, we will introduce you to the functions that make up HRM
and identify who is responsible for managing human resources (HR). Then, we will discuss HR
as a strategic business partner and the dynamic role of the environment that influences HRM
practice. Finally, we turn our attention to the importance of corporate and national culture and
discuss the HRM profession.
human resource Management Functions
People who are engaged in managing HR develop and work through an integrated HRM
system. As Figure 1-1 shows, six functional areas are associated with effective HRM: staffing,
human resource development, performance management, compensation, safety and health, and
employee and labor relations. These functions are discussed next.
Staffing
staffing is the process through which an organization ensures that it always has the proper
number of employees with the appropriate skills in the right jobs, at the right time, to achieve
organizational objectives. Staffing in
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.
MyManagementLab®
Improve Your Grade!
Over 10 million students improved their results using the Pearson MyLabs. Visit
mymanagementlab.com for simulations, tutorials, and end-of-chapter problems.
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
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.
MyManagementLab®
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Over 10 million students improved their results using the Pearson MyLabs. Visit
mymanagementlab.com for simulations, tutorials, and end-of-chapter problems.
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
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