Fundamentals Of Human Resource Management 3rd Edition Raymond Noe - Solutions

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5. How can a job analysis of each job in the work unit help a supervisor to do his or her job?
4. Discuss how the following trends are changing the skill requirements for managerial jobs in the United States:a. Increasing use of computers and the Internet.b. Increasing international competition.c. Increasing work-family conflicts.
3. Consider the "job" of college student. Perform a job analysis on this job. What tasks are required in the job? What knowledge, skills, and abilities are neces- sary to perform those tasks? Prepare a job description based on your analysis.
2. Based on Question 1, consider the cashier's job in the restaurant. What are the outputs, activities, and in- puts for that job?
1. Assume you are the manager of a fast-food restaurant. What are the outputs of your work unit? What are the activities required to produce those outputs? What are the inputs?
3. Suggest a few ways HRM can help IBM meer those challenges.
2. What challenges are involved in finding, motivating, and keeping these employees in today's business envi- ronment!
1. What kinds of employees does IBM need to meet the goals described in this case?
3. Which human resource functions are routine/ Which are likely to be part of the "future of work" as described in this case?
2. How might modern technology help with the activities you described in Question 1?
L. How can HRM ensure that a company's employers are flexible, and creative and provide good customer service?
9. How is the employment relationship typical of modern organizations different from the relationship of a gen- eration ago?
8. What HRM functions could an organization provide through self-service? What are some advantages and disadvantages of using self-service for these functions?
7. What e-HRM resources might you use to meet the challenges in Question 4?
6. Suppose you have been hired to manage human re- sources for a small company that offers business ser- vices including customer service calls and business re- port preparation. The 20-person company has been preparing to expand from serving a few local clients that are well-known to the company's
5. Why do organizations outsource HRM functions? How does outsourcing affect the role of human resource pro- fessionals? Would you be more attracted to the role of HR professional in an organization that outsources many HR activities or in the outside firm that has the contract to provide the HR
4. When an organization decides to operate facilities in other countries, how can HRM practices support this change?
3. Merging, downsizing, and reengineering all can radi- cally change the structure of an organization. Choose one of these changes, and describe HRM's role in mak- ing the change succeed. If possible, apply your discus- sion to an actual merger, downsizing, or reengineering effort that has recently
2. At many organizations, goals include improving peo- ple's performance by relying on knowledge workers, empowering employees, and assigning work to teams. How can HRM support these efforts?
1. How does each of the following labor force trends affect HRM?a. Aging of the labor force..b. Diversity of the labor force.c. Skill deficiencies of the labor force.
1. Who might be affected by a blog written about a company? What kinds of work-related information are public? What information does a company have a right to keep private? 2. Imagine that you work in human resources and you learn that an employee of your company has mentioned work-related topics
9. Does a career in human resource management, based on this chapter's description, appeal to you! Why or why not?
8. When a restaurant employee slipped on spilled soup and fell, requiring the evening off to recover, the owner realized that workplace safety was an issue to which she had not devoted much time. A friend warned the owner that if she started creating a lot of safety rules and procedures, she would
7. Federal law requires that employers not discriminate on the basis of a person's race, sex, national origin, or age over 40. Is this also an ethical requirement? A com- petitive requirement? Explain.
6. Why do all managers and supervisors need knowledge and skills related to human resource management?
5. If you were to start a business, which aspects of human resource management would you want to entrust to specialists! Why!
4. Traditionally, human resource management practices were developed and administered by the company's hu- man resource department. Lime managers are now play- ing a major role in developing and implementing HRM practices. Why do you think non-I IR managers are be- coming more involved!
3. What skills are important for success in human resource management Which of these skills are al- ready strengths of yours? Which would you like to develop?
2. Imagine that a small manufacturing company decides to invest in a materials resource planning (MRP) sys- tem. This is a computerized information system that improves efficiency by automating such work as plan- ning needs for resources, ordering materials, and sched- uling work on the shop floor.
1. How can human resource management contribute to a company's success!
2. Can theft prevention at a store invade employees' or customers' privacy? Explain. Describe how you would handle a potential conflict between privacy rights and enforcement of honest behavior.
1. Which HRM responsibilities can contribute to reducing employee theft? Suggest a technique Big Lots might use to reduce employee theft.
3. Imagine you are an HR manager or consultant at Reell. What actions would you recommend the company take to weather the increased competition while restoring employee engagement? Do your recommendations focus on financial goals, employee satisfaction, or both?
2. What qualities of a high-performance organization were lacking.'
1. In this description of Reell under its original founders, what qualities of a high-performance organization did the company exhibit?
3. What other HRM practices can reinforce and maintain an organizationwide commitment to superior customer service?
2. How can an organization recruit and select people who have the level of commitment to customer service described here?
1. Which characteristics of high-performance organizations does Southwest Airlines demonstrate?
8. Why should human resource departments measure their effectiveness? What are some ways they can go about measuring effectiveness?
7. How can HRM technology make a human resource department more productive? How can technology improve the quality of HRM decisions?
6. Summarize how each of the following HR functions can contribute to high performance.a. Job designb. Recruitment and selectionc. Training and developmentd. Performance managemente. Compensation
5. How can an organization promote ethical behavior among its employees?
4. If an organization can win customers, employees, or investors through deception, why would ethical behavior contribute to high performance?
3. How can teamwork, empowennent, knowledge sharing, and job satisfaction contribute to high performance?
2. As it has become clear that HRM can help create and maintain high-performance work systems, it appears that organizations will need two kinds of human resource professionals: One kind focuses on identifying how HRM can contribute to high performance.The other kind develops expertise in
1. What is a high-performance work system? What are its elements? Which of these elements involve human resource management?
3. How can HR managers contribute to building and maintaining an ethical climate?
2. Based on what you have learned about HRM in this course, how can HR managers contribute to building and maintaining an ethical culture? (For ideas, you might want to look up the Code of Ethical and Professional Standards at the Web site of the Society for Human Resource Management, www.shrm.org.)
1. Do you agree with the idea that ethical behavior is linked to high performance? Why or why not? If you were an HR manager, would you want to measure whether this relationship between ethics and performance exists in your organization? Why or why not?
3. Would you recommend that Stowe turn to a U.S. HR expert (parent-country national) or a Tanzanian HR expert (host-country national) to develop his compensation package for his Tanzanian employees? From what country would you recommend he obtain trainers for his workers? Why?
2. Of the business challenges and plans that Stowe describes, which are related to HRM?
1. Of the major factors affecting international HRM and described in this chapter—cultural, educational, economic, and political-legal—which has Stowe considered?Overall, does each factor seem favorable for his enterprise in Tanzania?
10. In the past, a large share of expatriate managers from the United States have returned home before successfully completing their foreign assignments. Suggest some 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 succeed in an assignment as an expatriate? Which of these abilities do you have? How might a person acquire these abilities?
8. For an organization with operations in three different countries, what are some advantages and disadvantages of setting compensation according to the labor markets in the countries where the employees live and work? What are some advantages and disadvantages of setting compensation according to
7. Suppose an organization decides to improve collaboration and knowledge sharing by developing an intranet 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 fill most of their foreign positions, rather than sending expatriates for most jobs?
5. Suppose you work in the HR department of a company that is expanding into a country where the law and culture make it difficult 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 affect human resource management in an organization with international operations?
3. In recent years, many U.S. companies have invested in Russia and sent U.S. managers there in an attempt to transplant U.S. -style management. According to Hofstede, U.S. culture has low power distance, uncertainty avoidance, and long-term orientation and high individuality and masculinity.
2. What are some HRM challenges that arise when a U.S. company expands from domestic markets by exporting?When it changes from simply exporting to operating as an international company? When an international 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 ailed Cold Cola has headquarters in Atlanta, Geor i. It operates production facilities in Athens, Greece, and in Jakarta, Indonesia.The company has assigned a manager from
3. How can HRM support ethical conduct at Deloitte Touche Tohmatsu? At Gap? Is its role at these two companies different?
2. Suppose you work in Gap's HR department. How does the publicity about working conditions in overseas factories affect HRM at your company?
1. Does a company bear responsibility for the ethical practices of its suppliers? Why or why not?
3. If the IWW were to succeed in organizing baristas at Starbucks, what changes would you expect in the way the company manages those workers?
2. How well do you think Starbucks is defending itself against the claims of the IWW? What other responses should it consider using?
1. What challenges might the IWW expect to face in organizing workers at Starbucks?
3. Suppose GM or Toyota (choose one) hired you to advise the company about its strategy for working with or fighting the UAW. What issues would you advise the company to emphasize? What tactics would you recommend ?
2. Besides compensation costs, what HRM challenges do auto companies face? Which of these challenges involve labor relations?
1. Why does this business writer believe union membership might become more attractive to workers at auto companies in the future? Do you agree? Why or why not?
10. What are the legal restrictions on labor-management cooperation?
9. The "Best Practices" box near the end of the chapter gives an example of union-management cooperation at Spirit AeroSystems. What does the company gain from this effort? What do workers gain?
8. What are the usual steps in a grievance procedure?What are the advantages of resolving a grievance in the first step? What skills would a supervisor need so grievances can be resolved in the first step?
7. Why are strikes uncommon? Under what conditions might management choose to accept a strike?
6. If the parties negotiating a labor contract are unable to reach an agreement, what actions can resolve the situation?
5. Suppose you are the HR manager for a chain of clothing stores. You learn that union representatives have been encouraging the stores' employees to sign authorization cards. What events can follow in this process of organizing? Suggest some ways that you might respond in your role as HR manager.
4. What legal responsibilities do employers have regarding unions? What are the legal requirements affecting unions?
3. How has union membership in the United States changed over the past few decades? How does union membership in the United States compare with union membership in other countries? How might these patterns in union membership affect the HR decisions of an international company?
2. Why do managers at most companies prefer that unions not represent their employees? Can unions provide benefits to an employer? Explain.
1. Why do employees join labor unions? Did you ever belong to a labor union? If you did, do you think union membership benefited you? If you did not, do you think a union would have benefited you? Why or why not?
3. What ethical decisions can a company's management make in order to prepare itself for the possibility of this type of corporate campaign?
2. In this example, do you think Aramark has an ethics challenge or a public relations challenge?
1. Does a union have a right to make public statements about whether a company operates in a socially responsible manner? Why or why not? If a union engages in such a corporate campaign, what ethical obligations does it have?
3. How would you recommend that Wal-Mart communicate the plan to its employees? Consider what information the employees will need and which media will be most effective for delivering that information.
2. Why do you think Wal-Mart gave employees the option to tailor their health care coverage 50 different ways? What are the pros and cons of this approach?
1. How well do you think Wal-Mart's earlier, more limited health benefits supported the company's overall business strategy? How well does the new benefits plan support its strategy?
3. Recommend how the company should communicate with employees about the audit. What should the company tell employees about the audit process and its potential advantages? What, if any, feedback will you seek?
2. Suppose you work in human resources at a company that is planning to begin a dependent eligibility audit.Recommend how the company should measure the success of this effort.
1. What are the advantages for an employer conducting a dependent eligibility audit? What are the disadvantages?
10. Why is it important to communicate information about employee benefits? Suppose you work in the HR department of a company that has decided to add new benefits-dental and vision insurance plus an additional two days of paid time off for "personal days." How would you recommend communicating
9. What legal requirements might apply to a family leave policy? Suggest how this type of policy should be set up to meet those 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 benefits? How should an employer manage the trade-offs among these considerations?
6. In principle, hea ! insurance would be most attractive to employees irh large medical expenses, and retirement benefits jld be most attractive to older employees. What else might a company include in its benefits package to appeal to young, healthy em- ployees? How might the company structure
5. Imagine 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 benefits? What are some drawbacks of generous insurance benefits?
3. Define the types of benefits required by law. How can organizations minimize the cost of these benefits while complying with the relevant laws?
2. Of the benefits discussed in this chapter, list the ones you consider essential—that is, the benefits 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?

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Fundamentals Of Human Resource Management 3rd Edition Raymond Noe - Solutions

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