Fundamentals Of Human Resource Management 2nd Edition Raymond Noe, John Hollenbeck, Barry Gerhart, Patrick Wright - Solutions

Unlock the full potential of "Fundamentals Of Human Resource Management 2nd Edition" with our comprehensive resource hub. Explore expertly crafted solutions with our answers key and detailed solutions manual, designed for both students and instructors. Discover step-by-step answers and chapter solutions that simplify even the most complex topics. Our test bank offers a wide array of questions and answers, perfect for exam preparation. Access the instructor manual for in-depth insights, and enjoy the convenience of free download options. Whether you need the solutions pdf or solved problems, our online platform is your go-to source for mastering this textbook.

3. What outcomes of this training initianve will be im- portant to measure? How can you measure those results!
2. Suppose you work in the HR department of a large store cham that has conducted an empher attac tion survey. The cham's sales have slumped recently. and the top managers are looking for ways to motivate employees and make them more effective. The survey asked employees what additional benchts
1. The study described in this case found relationships be tween companies value to shareholders and certam HRM prices Do you think the HRM practices caused the compumies' value to be higher, or does it seem more likely that the high-value companies just had skillful leaders who excel at managing
3. Imagine that you work in the food depository's HR de- partment, Identify a way your department can con- tribute to higher performance, and write a paragraph explaining your idea, including how and why it will add value to the organization
2. Which of the conditions that contribute to high per- formance exist at this organization?
1. In this description of the Greater Chicago Food Depository, what elements of a high-performance work system are present?
8. Why should human resource departments measure then effectiveness What are some ways they can go alon measuring effectiveness
7. How can HRM technologs make human resource depament more prosbctive: How com technology improve the spalits of HRM decisions
6 Summarize how each of the following HR functions can contribute to Inch pettormance. a Job designs Rectament and selection Traming and developmentd. Pettomance umenient e Compensation
5. How can angamation promote ethical behavior amorte us employees
4. If an organization can win customers, employees, or investors through deception, why would ethical be havior contribute to high performance
3. How can teamwork, empowerment, knowledes shanne and job satisfaction contribute to high performance
2. As it has become clear that HIRM can help create and mamtain high-performance work systems, it appears that organizations will need two kinds of humum re- source professionals One kind tocuses on identifying how HRM can contribute to high performance. The other kind develops expertise in
1. What is a high-performance work westein? What are its elements Which of these elements involve human resource management
3. Imagine that you work in the HR department of an organization that is prepar- ing to install SAS Human Capital Management. How can you assure em- ployees that the system will be used in an ethical manner?
2. Explain whether you think it is ethical for an organization to use this system in HR planning. Under what conditions is it fair to use the information to make decisions about individual employees?
1. How might a computer system such as SAS Human Capital Management help an organization be more competitive? Can employees benefit from such a system as well?
3. To attract and keep the kind of employee you identified in Question 2, what types of pay and benefits do you think would be most important Besides providing an attractive compensation plan, how else can HRM help to keep qualified people working in Iraq
2. To hill positions in a company that is rebuilding schools in Iraq, what emplove knowledge, skills, abilities, and other characteristics would be most important? How would you recruit candidates with these qualities!
1. Of the HR functions described in this book, which do you think would be most challenging in an organiza tion that is providing reconstruction services in Iraq Explon.
3. Imagine he was are sending a monger from your ad- vertising agency's beakpamen soet up an office in China Suggest several uses to prepare ilue managet fre this signmens.
2. What qadditions are necessary in an employee wh creates hvertising hora Chinee hence.
1. If you worked for an inserraticmal advertising agency and were involved in HR planning for poitions that involve serving the Chinnu market, would you recom mend that the fins look for parent-country nationals, hot-country nationals, ar third-country rationals Explain 2. What qadditions are
10. In the past, a large share of expatriate managers from the United States have returned home before success fully completing their foreign assignments. Suggest me possible reasons for the high failure rate. What can HR departments do to increase the success of expatriates!
9. What abilities make a candidate more likely to suc ceed in an assignment as an expatriate! Which of these abilities do you have? How might a person ac quire these abilines
7. Suppose an organization decides to improve collabo ration and knowledge sharing by developing an in- tranet to link its global workforce. It needs to train employees in several different countries to use this system. List the possible cultural issues you can think of that the training program
6. Why do multinational organizations hire host-country nationals to till most of their foreign positions, rather than sending expatriates for most jobs?
5. Suppose you work in the HR department of a com- pany that is expanding into a country where the law and culture make it dithcult to lay off employees. How should your knowledge of that difficulty affect human. resource planning for the overseas operations!
4. Besides cultural differences, what other factors affecti human resource management in an organization with international operations!
3. In recent years, many US companies have invested in Russia and sent U.S. managers there in an attempt to transplant US-style management. According to Hofstede (see Figure 15.3), U.S. culture has low power distance, uncertainty avoidance, and long-term oren- tation and high individuality and
2. What are some HRM challenges that arise when a US company expands from domestic markets by ex- porting: When it changes from suply exporting to operating as an international company! When an in- ternational company becomes a global company!
1. Identify the parent country, host country(ies), and third country(ies) in the following example: A global soft-drink company called Cold Cola has headquar- tets in Atlanta, Georgia. It operates production facil- ities in Athens, Greece, and in Jakarta, Indonesia. The company has assigned a
3. How is HRM affected when a company such as Reebok takes an ethics-based position not to operate in certain countries? Will it be easier or harder to find and keep talented people? Why?
2. Suppose you work in the HR department of Nike or The Gap. How does the decision to publicize information about working conditions in overseas facto- ries affect HRM at your company? How can your department support the principles behind this decision?
1. Does a company bear responsibility for the ethical practices of its suppliers? Why or why not?
3. Imagane that you are an adviser for either Governor- Schwarzenegger or one of the teachers' unions- chase one side or the other. Write a memo to the gow- ernor or the union based on which side you chose Summarce areas of this controversy where you see po tential for an agreement. Then, for
2. Why do you think the teachers' unions object to link- ing teachers pay to their students' performance on standardized tests? Why do you think the governor fa vors this kind of merit pay!
1. Why is building public support such an aportant part of labor negotiations for public-sector jobs!
10 What are the legal restrictions on lae-management Ospention!
9. The "Best Practice box near the end of the chapter gives an example of union management cooperation at Goodyear Tire & Robber. What does the company un from this effort! What do workery gain!
8. What are the usual steps on a grievance procedore What are the advantages of realving a grievance in the first step? What skills would a supervisor need grievances can be resolved in the firm step!
7. Why are strikes uncommon Under what conditions might management choose to accept a strike?
6. If the parties negrasting a labor contract are unable to mach an agreement, what actions can resolve the situation?
5. Suppose you are the HR manage for a shiind linh ing stores. You learn that union representative have been encouraging the sores' employees to sign su thonsarum canis Wius events can follow in this poons of organizing Suggest me ways that you might pond in your mele as HR manager
4 What legal roponachilities do explowers have repard- ing unions! What are the legal wquirements afvenog unions
3. How has union membership in the United Starey changed over the past few decades! How does union membership in the United Somes compare with union membership in other countries! How megla these patterns in uriin membership altect the HR de cisions of an intemational company
2 Why do managen at most companies prefer that utions not repent the employees' Can unions provide benchts in an employer Explai
1. Why do employees join labor unions! Did you ever belong to a labor union! If you did, sh you think union membership benetted you? If you did not, de you think wanion would have benched you? Why or why ant
3. What employee rights does performance-based pay fulfill? What standards for ethical behavior does it meet?
2. What employee rights does seniority-based pay fulfill? What standards for ethical behavior does it meet? (See Chapter 1 to review a description of em- ployee rights and ethical standards.)
1. Why do you think unions have traditionally favored a system of linking pay to seniority? Who benefits? Why do you think management has favored a sys- tem of linking pay to performance? Who benefits?
3. Besides the ideas descrded in the case, describe an other win GM mucha be able to reduce spending on healtic benents
2. If you worked in GM's HR departmenu, what indema ton would you want employees to know about the company spending for health care! How could you conves that inferurion to employees!
1. What do you think is GM's greatest challenge in re- ducing its spending for health care beneno Explan
3. Imagine that you work in the HR department of Akron Children's Hospital, and the hospital's executives want to improve the recruitment and retention of doctors as employees. Suggest at least three additional henefits ur policies that would make hospital employment an attractive option to
2. What do physicians give up hy becoming hospital em- ployees rather than operating their own practice!
1. Why do physicians value the benefit of hospital-paid malpractice insurance!
10. Why orsortant to communicate formation about employee benefits Suppose you work in the HR de partment of a company that has decided to add new bench-dental and vision insurance plus an adh tional two days of paid time off for "personal days." How would you recommend communicating this change
9. What legal requirements might apply to a family leave policy! Suggest how this type of policy should be set up to meet these requirements.
8. How do tax laws and accounting regulations affect benefits packages!
7. What issues should an organization consider in se lecting a package of employee benetus? How should an employer manage the tradesetts among these con siderations!
6. In principle. health insurance would be most attrac tive to employees with large medical expenses, and retirement benchts would be mest attractive to older employees. What else might a company include in its benchts package to appeal to young, healthy employ ces? How might the company structure
5. Image that you are the human resource manager of a small architectural firm. You learn that the monthly premiums for the company's existing health insurance policy will rise by 15 percent next year. What can you suggest to help your company manage this rising cost
4. What are some advantages of offering a generous package of insurance henefits? What are some draw hacks of generous insitance benefits!
3. Define the types of benchts required by law. How can organizations minimize the cost of these benefits while complying with the relevan laves?
2. Of the benefits discussed in this chapter, list the ones t you consider essential-that is, the heretits you would require in any job offer. Why are these benefits important to you?
1. Why do employers provide employee benefits, rather than providing all compensation in the form of pay and letting employees buy the services they want?
3. For a bankrupt corporation such as United. what do you recommend that the company do to handle its pension funding problem ethically?
2. What issues of fairness are involved in United Airlines' decision to default on its pension plan? Does fairness conflict with United's busi- ness interests?
1 When a corporation offers its employees a pension plan, who benefits from that arrange- ment? If the plan becomes underfunded, who is harmed?
3. Dies American seem to have a good match between its pay structure and its business goals? Explain.
2. How have the company's decisions about pay affected employees' opinions of the company's faimess?
1. This case describes several decisions about pay levels ar American Airlines. How do they reflect economic in- fluences on pay
3 How com HRM help Whole Food carry out this change in pay structure in way that avoide negrive Consequences!
2. Why is the company planning to reduce the amount of stock paid to employees! What do you expect to be the creates it this change!
1. Accending in the case, why does Whole Foods pay its employees with company suck as well as inoney? Whar haness goals does thes pay smucture support!
10. Ds you think US companies pay their chief execu- tives too much! Why or why not?
9. Why do some emplovers subsidize the pay of military reserve members called up to active duty' It the mili tary instead paid these people the wage they com- mand in the civilian market (that is, the salary they earn at their regular jobs), who would bear the cost? When neither the reserve
8. Suppose the company in Question I wants to estab lish a skills-based pay structure. What would be some advantages of this approach? List the issues the com pany should be prepared to address in setting up this system. Consider the kinds of information you will need and the ways employees may
7. What are the advantages of establishing pay ranges, rather than specific pay levels, for each poh: What are the drawbacks of this approach
6. Imagine that you manage human resources for a small business. You have recently prepared a report on the market rate of pay for salespeople, and the company's owner says the market rate is to high. The company cannot afford this level of pay, and furthermore, pay- ing that much would cause
5. Summarize the way organizations use information about jobs as a basis for a pay structure.
4. Suppose you work in the HR department of a manu facturing company that is planning to enrich jobs by hawing production workers work in teams and rotate through various jobs. The pay structure will have to he adjusted to hit this new work design. How would you expect the employees to evaluate the
3. Why might an organization choose to pay employees more than the marker rate! Why might it chouse to pay less What are the consequences of paying more or less than the market rate!
2. In gathering data for its pay policies, what product markers would a city's hospital want to use as a basis for comparison What labor markets would be rele vant! How might the labor markets for surgeons be different from the labor markers for nursing aides!
1. In setting up a pay structure, what legal requirements must an organization meet! Which of these do you think would be most challenging for a small start-up business? Why?
3. Companies say complying with the Sarbanes Oxley requirements is expen- sive and time-consuming. Yet without the scandals at WorldCom, Enron, and other companies, there would have been no reason for Congress to enact such a law. What does this situation say about the significance of ethical be-
2. Who was hurt by the WorldCom scandal? How does the Sarbanes-Oxley Act protect these groups in the future?
1. The WorldCom scandal took place at a time when executive compensation was soaring, along with corporate stock prices. Do pay structures that reward executives with stock encourage unethical behavior? Explain.
3. What sources of job satisfaction and dissatisfaction are family-friendly policies aimed at addressme! How can joh design and benefits policies address these sources of satisfaction and dissatisfaction among employees with- out spouses or children
2. Suggest some ways of making family-friendly policies fater to employees who have no spouse or children.
1. Based on the chapter's description of outcome justice. procedural justice, and interactional justice, do you think tamily-friendly policies are just or unjust? Explain
#!# 3. Do you think (red's strategy of retaining loyal cin ployees by compensating them more generely than the vamperition does will continue to work in he long run/ Why or why not
2. Fox Sam's Club o minch Conca's wages yet contibe to compete with Costco, in whararea would it have to improve performance! How could the wicas in this chapter help!
1. How can Castro he more profitable than Sam's Club even though it pays higher wages! What mic doo cm playee retention seem to play?
11. Why are exit interviews important? Should an orga nization care about the opinions of people who are leaving How are those opinions relevant to em- plovee separation and retention:
10. Suppose you are an HR professional who convinced your company mumagement to conduct a survey of employee satisfaction. Your budget was limited, and you could not afford rest that went into great detail. Rather, you investigated overall pab satisfaction and learned that it is low, especially
9 Gnsider your current jobs or a job you recently held Overall, were you satished or dissatished with that jobs? How did your level of satisfaction or dissatisfac tion affect your behavior on the job! Is your own ex- perience consistent with this chapter's models of jobs withdrawal and job
8 The section on principles of justice used noncompere agreements as an example. How would you expect the use of noncompete agreements to affect voluntary tumover? How might the use of these agreements at fect job withdrawal and job satisfaction! Besides re quiring noncompete agreements, how could
7. What are the four factors that influence an employee's job dissatisfaction (or satisfaction)? Which of these do you think an employer can most easily change? Which would be the most expensive to change!

Showing 1 - 100 of 1113

Fundamentals Of Human Resource Management 2nd Edition Raymond Noe, John Hollenbeck, Barry Gerhart, Patrick Wright - Solutions

Step by Step Answers