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

6. List forms of behavior that can signal job withdrawal. Choose one of the behaviors you listed, and describe how you would respond if an otherwise valuable em- ployee whom you supervised engaged in this kind of behavior.
5. A risk of disciplining employees is that some employ ees retaliate. To avoid that risk, what organizational policies might encourage low-performing employees to leave while encouraging high-performing employ ees to stay! (Consider the sources of employee satis faction and dissatisfaction
4. The progressive discipline process described in this chapter is meant to be fair and understandable, but it tends to be slow. Try to think of rwes or three offenses that should result in immediate discharge, rather than follow all the steps of progressive discipline. Explain why you selected
3. For the nation in Qatan 2. hiw would a formal discipline policy help the organizacion allest vuurs s faliness!
2. A member of a restaurant's seving lare i wink Fam the urganisation's point of view wha farness an involvist in deciding luw chronically to handle this sannion? In what was might the employee's and other serves less of fames be different!
1. Give an example of voluntary turnover and an exam ple of involuntary nurovec Why should organiza- tions try to reduce both kinds of tumore
3. Which seems more ethical to you-a flexible approach to time off that makes adjustments for personal needs or a no-fault policy in which all employees re- ceive the same consequences for absences? Why? Would the most ethical approach depend on the nature of the work?
2. Do employers have an ethical obligation to accommodate employees who want or need time off? Explain.
1. Do employees have an ethical obligation to be honest about the reasons for their absences? Why or why not?
3. If you were an employee of Bove Allen, what information and tools would you hope to find at the Development Framework page of the company's Web site!
2. What additional principles from the model of career management would you advise Booz Allen to add to its Development Framework!
1. How well does this description of employee develop- ment at Booz Allen Hamilton fit the model of career management in Figure 9.311
3. Imagine you are an HR manager at Quest and the new CEO has asked you to set up systems that apply some of the development activities that prepared him for leadership Mohapatra wants to prepare all of Quest's management team in similar ways. Suggest a few ways the company could develop its other
2. Would an outside coach have provided coaching as ef fective as the coaching Mohapatra received from Freeman? Explain.
1. What development activities did Kenneth Freeman use to prepare Surya Mahapatra for the position of CEC)? What other development activities could he have used?
12 Why might an urganization benent frces giving em ployee development opportunities to a dysfunctional manager, rather than simply diamissing the manager! De these reasons apply to nonmanagement employees well?
11. What is the glass ceiling! What are the possible con sequences to an cegination that hoa glas criling How can employee devekgment break the glaw ce mg! Can succession planning help! Explain
10. What are the manager's roles in a career hinnagement ystem! Which role do you think is most difficult fo the xypical manager! Which is the closest role? Lar reasons why managers might resit becoming in- volved in career management.
9. Why should ungunications be interested in helping employees plan their careers! What benefits can com ponies gain! What are the risks
8 What are some advantages f atang up a formal mentoring poem, tather than le ting senior managers decide low and whom help What are the three roles of a coach? How a couch different from a mentor? What are some advantages of using someone outside the organisation in Some disadvantages!
7 Many people feel the mentoring relates iluki Occur naturally, in situaties where sensor managers foel inclined to play that role
6. Many employees are unwilling to relocate because they like their current community anal family members perfor not to move. Yes preparation for management require that employees develop new skills, strengthen an of weaknes, unul be exposed to new apects of the wau- anon's busines. How can an
5. In an organization that wants to use work experiences as a method of employee development, what basic op totu are availalle! Which of these options would be most attractive to you as an employer? Why!
4. A campany that maket sophisticated beines man- agement software systems uses sales teams to help cu- men define nerds and to create systems that inces those neels. The reams include programmes, sale people who specialize in client sndustries and soft- ware designers Occasionally sales are lost
3. Recommend develpont method for each of the tallowing situations, anil explain why you chaise lou method.a. An employee recarnly good to the job of plant supervisor is having difficalry matinuring employ sex most quality stands seys salespeople by dictatingb. A sales muger every detail of their
2 What are the four broad categories of developme methods! Why might it be beneficial to bine all of these methods into a formal developsient program!
1. How does developmenu shter from uaining! How does development support career cagement in modern organizations!
3. How could employee development programs help address this type of ethi- cal conflict before problems arise?
2. Does this sort of potential conflict make it impossible for HR professionals to serve as corporate officers? Explain.
1. Should Cindy Olson have made her first priority Enron or its employees? Explain your reasoning.
3. Is there a difference between support for learning (which Nokia expresses and support for training? Explain.
2. How might the company's training department pro- more the sharing of knowledge!
1. Nokia's commitment to continuous learning empha sizes a belief that the organization benefits when em- ployees share their knowledge with each other. Which of the traming methods and ideas in this chapter would contribute to this kind of knowledge sharing!
3. What are the disadvantage What are the advantages of opening Iro Linivenity In- all employers! What are the disadyages!
2. What are the advantages of cffeting tuition reimbune ment to all employees, raiter than tangeing transing gurundar job-related skills?
I nelly auramarze the naining methods used by Chital Technologies Contation. Whe corporate goods do these methods som intended to suggsm
10. Why dornications provide diversity training! What kinds of goals are most suitable for sach training?
9. Who should be mvolved in orientation of new em- ployees: Why would it not be appropriate to provide employee orientation purely online!
8. In Question 7, suppose the maintenance supervisor has complained thar trainees are having difficulty trou- bleshooting problems with the new electronics system. They are spending a great deal of time on problems with the system and cuming to the supervisor with frequent questions that show a
7. A manufacturing company employs several mainte nance employees When a problem occurs with the equipment, a maintenance employee receives a de- scription of the symptoms and is supposed to locate and fix the source of the problem. The company recently installed a new, complex electronics system.
6. Consider your current jobs or a job you recently held. What types of training did you receive for the job? What type of training would you like to receive! Why?
5. Suppose the managers in your organization tend to avoid delegating projects to the people in their groups. As a result, they rarely meet their goals. A training needs analysis indicates that an appropriate solution is training in management skills You have identified two outside traming programs
4. Many organizations turn to e-learning as a less expen sive alternative to classroom trainme. What are some other advantages of substituting e-learning for class room training! What are some disadvantages?"
3. Assume you are the human resource manager of a small seafood company. The general manager has told you that customers have begun complaining about the quality of your company's fresh fish. Currently, train ing consists of senior fish cleaners showing new em- ployees how to perform the job.
2. How should an organization assess readiness for learn- ing? In Question 1, how do Toran's comments suggest readiness (or lack of readiness) for learning!
1. "Melinda!" bellowed Toran to the company's HR spe- cialist, "I've got a problem, and you've got to solve it. I can't get people in this plant to work together as a team. As if I don't have enough trouble with our competitors and our past-due accounts, now I have to put up with running a 200.
3 Suppose you became responsible for providing ethics training at Molson Coors. What additional ideas from the chapter or your own experience would you want to apply to the program described here?
2 Do you think the ethics training described here will help make Molson Coors employees more ethical? Explain.
1. To make ethical decisions, what skills and abilities do you need? What else do you need besides skills and abilities?
3. Hoe would you explain to the company's management that this step would benefit them? Create an argument for your position.
2. Suppose you have been asked to improve selection procedures ar Wal-Mart to avoid discrimination charges in the future. What methods from this chapter wwald improve the current systems! Keepme in mind that store managers might not be eager to give up their decision-making authority, what single
1. Wal-Mart has a tradition of leaving many decisions up to store managers. In this type of organisation, how can HRM profesional help managers make effective lection decisins?
3. Would you predict that the Code Jam is a valid and re- liable selection method for Google programmers? Would you advise Google to use similar methods for other positions at the company? Explain.
2. What knowledge, skills, abilities, or other characteris- rics of computer programmers would the Code Jam not evaluate
1. Google's product is the Internet search engine of the same name. Why do you think the company uses a contest (the Code Jam) as one of its selection methods? What are some benefits of this method?
10. Sume organizations set up a selection press than is hing and complex. In anese people's veiniom, das kind of selection process nor unly a muse valid halus has symb&c value. We can the use of a long, complex selection process vymlee to job seekers! Has y you think this would affect the
9. How can organizations improve the quality of their interviewing so the interviews procide valul infire- mation
8. Suppose you are a human resource professional at a Large retail chain. You want to improve the company's hiring process by creating standard designs for inter- views, so that every time someone is interviewed for a particular job category, that person answers the same questions. You also want to
7. For each of the following jobs, select the two kinds of tests you think would be most important to include in the selection process. Explain why you chose those tests.a. City bus driver.b. Insurance salesperson.c. Member of a team that sells complex high-tech equipment to manufacturers.d. Member
6. Suppose your organization needs to hire several com- puter programmers, and you are reviewing rsums you obtained from an online service. What kinds of information will you want to gather from the "work experience" portion of these resumes! What kinds of information will you want to gather from
5. How do U.S. laws affect organizations' use of each of the employment tests? Interviews!
4. Why does predictive validation provide better infor- mation than concurrent validation? Why is this type of validation more difficult?
3. Choose two of the selection methods identified in this chapter. Describe how you can compare them in terms of reliability, validity, ability to generalize, util- ity, and compliance with the law.
2. Why should the selection process he adapted to fit the organization's job descriptions?
1. What activities are involved in the selection process? Think of the last time you were hired for a job. Which of those activities were used in selecting you? Should the organization that hired you have used other methods as well?
3. Would your answer to Question 2 be different if you identified two qualified candidates, and only one candidate's background check turned up a prob- lem? Could there ever be a valid reason to hire the candidate with the problem in his or her past?
2. Suppose you are a recruiter and have identified an applicant who possesses excellent knowledge, skills, ability, and other characteristics required for a po-sition in your organization. Then you learn from a background check that this applicant was once convicted of a crime. What would you do?
1. When an employer is deciding whether to use background checks of job ap- plicants, who may be affected by that decision?
3. Could the Internet improve the company's ability to recruit tailors: Explain
2. What are the advantages and drawbacks of relying on Turkey as a source of tailors!
1. What options did John H. Daniel Company's execu tives identity for meeting its need for tailors
3. What else could the companies do to align their hu- man resources with the expected needs?
2. What have the companies done to meet their human resource needs under these conditions!
1. Based on the information given in this case, do tech services companies in India face a labor shortage or a labor surplus? Explain in terms of factors related to the labor supply and demand.
11. How can organizations improve the effectiveness of their recruiters?
10. A large share of HR professionals have rated e-cruiting as their best source of new talent. What qualities of electronic recruiting do you think contribute to this opinion?
9. Recruiting people for jobs that require international assignments is increasingly important for many or- ganizations. Where might an organization go to re- cruit people interested in such assignments?
8. List the jobs you have held. How were you recruited for each of these! From the organization's perspective. what were some pros and cons of recruiting you through these methods?
7. Discuss the relative merits of internal versus exter- nal recruitment. Give an example of a situation in which each of these approaches might be particu- larly effective.
6. Give an example of a personnel policy that would help attract a larger pool of job candidates. Give an example of a personnel policy that would likely re- duce the pool of candidates. Would you expect these policies to influence the quality as well as the number of applicants: Why or why not?
management in these organizations?
5. Some organizations have detailed affirmative-action plans, complete with goals and timetables, for women and minorities, yet have no formal human resource plan for the organization as a whole. Why might this be the case? What does this practice suggest about the role of human resource
4. Why do organizations combine statistical and judg- mental forecasts of labor demand, rather than relying on statistics or judgment alone! Give an example of a situation in which each type of forecast would be inaccurate.
3. In the same transitional matrix, which jobs seem to rely the most on internal recruitment? Which seem to rely most on external recruitment? Why?
2. Review the sample transitional matrix shown in Table 5.1. What jobs experience the greatest turnover (employees leaving the organization)? How might an organization with this combination of jobs reduce the turnover?
1. Suppose an organization expects a labor shortage to develop in key job areas over the next few years. Recommend general responses the organization could make in each of the following areas:a. Recruitment.b. Trainingc. Compensation (pay and employee benefits).
3. Consider the example of the New York lawyer. How would you have advised the lawyer to handle this situation? How would you have wanted to handle it if you were the employer?
2. Compare those obligations with the ethical obligations of an employee who leaves an organization voluntarily.
1. What ethical obligations does an organization have when downsizing?
3. For GE Healthcare to continue manufacturing in the United States, what principles of work design will con- tinue to be significant?
2. Of the approaches to job design described in this chap- ter (see Figure 4.6), which has GE Healthcare applied to its production jobs?
1. Based on the information in the case, what knowledge, skills, abilities, and other characteristics are required for production workers at GE Healthcare?
3. To complete a job description and job specifications for Wengeshoff's new job, what additional information would you need? How could you gather that informa- tion if you worked in Hackensack's human resource department!
2. Based on the given information, identify knowledge, skills, abilities, and other characteristics required for successfully performing Weigeshoff's original job. Then do the same for her job with the new technology.
1. Based on the information given in the case, identify as many tasks, duties, and responsibilities of Wengeshoff's original job at Hackensack as you can. Then identify tasks, duties, and responsibilities of her job after the new technology was introduced.
10. Consider a job you hold now or have held recently. Would you want this job to be redesigned to place more emphasis on efficiency, motivation, ergonomics, or mental processing? What changes would you want, and why? (Or why do you not want the job to be re- designed?)
9. The chapter said that modern electronics have elimi- nated the need for a store's cashiers to calculate change due on a purchase. How does this development modify the job description for a cashier? If you were a store manager, how would it affect the skills and qualities of job candidates you
8. What ergonomic considerations might apply to each of the following jobs? For each job, what kinds of costs would result from addressing ergonomics? What costs might result from failing to address ergonomics?a. A computer programmer.b. A UPS delivery person.c. A child care worker.
7. How might the job in Question 6 be designed to make it more motivating? How well would these considera- tions apply to the cashier's job in Question 1?
6. Consider the job of a customer service representative who fields telephone calls from customers of a retailer that sells online and through catalogs. What measures can an employer take to design this job to make it ef- ficient? What might be some drawbacks or challenges of designing this job for

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