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human resource management
Managing Human Resources 9th edition Wayne F. Cascio - Solutions
Under what circumstances might the consulting pairs approach be most useful?
What steps should management take to ensure that the consulting pairs approach is working?
If planning for leadership succession is so important, why don't more organizations do it?
What sort of leadership-development process would you recommend?
As Board Chairperson, how might you overcome the resistance of a CEO to plan for succession?
How is workforce plans related to business and HR strategies?
Discuss the similarities and differences between job analysis and competency models.
For purposes of succession planning, what information would you want in order to evaluate "potential"?
Why are forecasts of workforce demand more uncertain than forecasts of workforce supply?
When is it more cost effective to "buy" or to "make" competent employees?
Why should the output from forecasting models be tempered with the judgment of experienced line managers?
The chairperson of the board of directors at your firm asks for advice on SWP. What would you say?
What key differences seem to distinguish successful from unsuccessful leadership-succession processes?
If you were advising a firm on how to proceed in this area, what steps and priorities would you recommend?
If leadership succession is so important, how come more companies don't do a better job of it?
How can organizations manage the risk associated with social media?
How might a company measure the costs and benefits of social media in the workplace?
What special measures might be necessary for a successful diversity-oriented recruiting effort?
Discuss the conditions under which realistic job previews are and are not appropriate.
How would you advise a firm that wants to improve its university recruitment efforts?
Knowing that you have been studying the subject of recruitment, a friend asks you for advice on doing an online job search. What would you say?
Draft a recruitment ad for a trade journal to advertise a job opening at your company. Have a friend critique it, as well as, if possible, a knowledgeable HR professional from a local company. Summarize their suggestions for improvement and incorporate them into a final draft.
You have just lost your middle-management job. Outline a procedure to follow in trying to land a new one.
Serious labor shortages do exist in many places, but these are not the only reasons for the recruiting problems experiences by many small businesses. What are some others?
As a manager in such a small business, what sources might you use to find new workers?
What special advantages does a small business have over a large one? How can you incorporate these into the recruitment process?
What can a company do to communicate its culture to prospective new hires?
What might be the role of organizational culture in staffing decisions?
How might organizational culture affect the ways that employees deal with coworkers and customers?
Your boss asks you how she can improve the accuracy of pre-employment interviews. What would you tell her?
Why are reliability and validity key considerations for all assessment methods?
How does business strategy affect management selection?
Discuss the dos and don'ts of effective reference checking.
There are many possible staffing tools to help forecast later job performance. How do you decide which ones to use?
What are some of the key advantages of TDI?
Are some types of material or course work better suited than others to TDI?
What disadvantages or opportunity costs can you identify with TDI?
Would you be able to recognize a sound training program is you saw one? What features would you look for?
How does goal setting affect trainee learning and motivation?
Outline an evaluation procedure for a training program designed to teach sales principles and strategies.
Why do organizations so frequently overlook new employee orientation?
Think back to your first day on the most recent job you have held. What could the organization have done to hasten your socialization and your adjustment to the job?
What is meant by the statement that training is extremely "faddish"?
How can Hutchinson Inc. avoid becoming a victim of a training fad?
Develop a detailed training evaluation strategy that Tom can present to Cathy, which would provide evidence of the effectiveness of a particular training technique.
Do you support the use of forced rankings or not?
If the criteria used to determine an employee's rank are more qualitative than quantitative, does this undermine the forced-ranking system?
Suppose all of the members of a team are superstars. Can forced-ranking deal with that situation?
What would an effective performance management system look like?
What is the difference between performance management and performance appraisal?
You have been asked to design a rater-training program. What types of elements would you build into the process?
Working in small groups, develop a performance management system for a cashier in a neighborhood grocery with little technology but lots of personal touch.
The chief counsel for a large corporation comes to you for advice. She wants to know what makes a firm's appraisal system legally vulnerable. What would you tell her?
How is performance appraisal for teams different from performance appraisal for individuals?
How can we overcome employee defensiveness in performance feedback interviews?
Should discussions of employee job performance be separated from salary considerations?
Should employees be responsible for their own career development?
Is the new approach to corporate career management likely to be a passing fad or is it here to stay?
What kinds of support mechanisms are necessary to make career self management work?
Why is the design of one's first permanent job so important?
What practical steps can you suggest to minimize midcareer crises?
How can an organization make the best possible use of older workers?
Discuss the special problems faced by dual career couples.
A friend of yours is considering accepting a new job offer but can't figure out how to tell his current boss he's leaving, or what steps to take. What advice would you give him?
What does the concept of loyalty mean in today's world of work?
Identify some telltale signs that it's time to quit your current job.
Working in small groups, develop a corporate policy that specifies how career management relates to training, performance management, and reward systems might.
To many people, a deep-seated sense of unfairness lies at the heart of the trust gap. How might perceptions of unfairness develop?
What are some of the predictable consequences of a trust gap?
Can you suggest alternative strategies for reducing the trust gap?
What steps can a company take to integrate its compensation system with its general business strategy?
What can companies do to ensure internal, external, and individual equity for all employees?
Discuss the advantages and disadvantages of competency or skill-based pay systems.
What cautions would you advise in interpreting data from pay surveys?
How has "strategic thinking" affected executive incentives?
Distinguish profit sharing from gain sharing.
If you were implementing an employee stock ownership plan, what key factors would you consider?
What does Nucor's approach to managing its people require of managers?
Suggest several ways that a company might encourage its more experienced workers to listen to ideas from newer employees.
What might an organization do to preserve its culture among newly hired employees and those who arrive through acquisition?
Guaranteed pay at Nucor is considerably lower than that of the industry. Yet Nucor workers earn much more in total compensation than comparable workers in their industry. Why?
Do you think that companies should provide a broader menu of benefits (e.g., veterinary care, financial counseling) or improve the menu of core benefits (e.g., health care, insurance, pensions)? Why?
How might your preference for various benefits change as you grow older or as your family situation changes?
What role do benefits play, in your opinion, in attracting and retaining workers? Might that role be different for different generations or for employees at different stages of their careers?
What should a company do over the short and long term to maximize the use and value of its benefits choices to employees?
The new world of employee benefits is best described as "sharing costs, sharing risks." Discuss the impact of that philosophy on the broad areas of health care and pensions.
In terms of the "attract-retain-motivate" philosophy, how do benefits affect employee behavior?
What can large firms do to control health-care costs? What about small firms?
Your company has just developed a new, company-sponsored savings plan for employees. Develop a strategy to publicize the program and to encourage employees to participate in it.
How should Polson communicate its new health benefits plan to employees?
What results in terms of cost reduction do you anticipate Polson will achieve through the implementation of its new health care program?
What additional follow-up should the benefits administration people at Polson take now that the program has been in effect for several years?
To what extent do you believe managed health-care plans such as those at Polson are the wave of the future for health benefits plans in major American corporations?
What are some key obstacles that stand in the way of true cooperation by labor and management?
Is labor-management cooperation just a short-term solution to economic problems, or can it becomes institutionalized into the very culture of an organization?
Will widespread labor-management cooperation lead to a loss of union power?
Are the roles of labor and management inherently adversarial?
Discuss the rights and obligations of unions and management during a union-organizing drive.
Why is it so difficult to be effective at both distributive and integrative bargaining in the course of the same negotiations?
What are the key features of the United States industrial relations system?
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