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Strategic Human Resource Management 2nd Edition Jeffrey A Mello - Solutions
6. Explain the major challenges organizations face in managing a global workforce. Explain how each of the four strategies presented in the reading addresses these challenges.
5. How can employers be more successful with retention of repatriates?
4. Explain how each of Hofstede’s cultural dimensions might result in specific kinds of human resource programs and practices.
3. Describe the four levels of standardization of global human resource practices. For what strategic objectives might each level of standardization be best suited?
2. Explain the organizational and individual purposes for expatriation. Why do these need to be incorporated as part of a strategic approach to managing global assignments?
1. How does global human resource management differ from domestic human resource management?
1. Visit the Web sites http://www.greenthumb.org, http://www.maturityworks.org, and http://www.50andoverboard.com. What unique characteristics and needs do older workers have? What special contributions can older workers make to an organization? How might organizations best strategically employ
1. Calculate the turnover costs for a university professor who voluntarily resigns, retires, or is dismissed. Be sure to consider both economic and noneconomic costs in your analysis. How difficult is it to gain an accurate accounting of these costs? How might you recommend to the university
10.What challenges does an aging workforce present to organizations? How can these challenges be managed to provide enhanced performance within organizations?
9.Explain the link between strategic human resource management and respon¬ sible restructuring. How can restructuring be undertaken for maximum benefit?
8.How can selection, training, and compensation programs be designed strategi¬ cally to help an organization manage its retention and turnover?
7. Discuss the ways an organization might attempt to retain its most valued employees.
6. Because workers live and stay healthy longer, the workforce is aging. How might this impact an organization’s competitive position?
5. Explain the Martin and Bartol matrix for managing turnover. How does this relate to taking an investment approach to human resources?
4. What costs are associated with turnover? What benefits can be derived from turnover?
3. Under what conditions might layoffs be advantageous to an employer?
2. What short-run, long-run, and policy options are available to employers in lieu of layoffs?
1. Why is it important to manage the process of employee separation?
2. Visit the Web site for the National Labor Relations Board (http://www.nlrb.gov). Of what value is this Web site for employers? Of what value is this Web site for union leaders?
1. Visit the Web sites for the AFL-CIO (http://www.aflcio.org) and Teamsters (http://www.teamsters.com). What programs does each union offer its members?What are the main issues each union appears to be pursuing? Do these programs and issues appear to be well-matched to the needs of the U.S. labor
2. Investigate one large union, such as the United Auto Workers, LTnited Steel¬ workers, or Teamsters, in depth and examine its member base and recent activ¬ ity on behalf of its members. Does it appear that diversification has made this union more or less effective?
1. Locate a local unionized organization. Interview both a manager and a union employee to determine the level of satisfaction each has with the employment relationship. What types of union activity/inactivity contribute to these positions?
9.How can unions best serve the interests of American labor in the 21st century?
8.Explain how an employment practices compliance system functions. How might one be applied to labor relations under the NLRA?
7.Examine recent major decisions of the National Labor Relations Board. In what direction does it appear to be leaning relative to the rights of employees and employers under the NLRA?
6. Does union diversification make unions stronger or weaker? How would you feel as an auto worker to see the UAW representing employees outside of the auto industry?
5. Contrast the style of labor unions in the United States to that found in other countries.
4. What are the possible outcomes of failure to reach consensus on a collective¬ bargaining agreement?
3. Describe the process by which workers unionize.
2. What benefits are received and what costs are incurred when workers unionize?
1. With unionization on the downturn, why should an organization be concerned about labor relations?
2. At the same Web site, click on “salary wizard.” Select a job category and deter¬ mine the median compensation figures for this position in eight different United States locations. Should an organization that operates in these different locations pay different salaries for identical work? Is
1. Visit the Web site http://www.salary.com. Click on “salary trends” and prepare a brief report on the latest developments in compensation practice.
1. Briefly interview an employee in his or her 20s, 30s, 40s, 50s, 60s, and 70s. Deter¬ mine what motivates workers from different generations and design compensa¬ tion plans for each generation that would result in high performance.
9. Critique the three strategies discussed for managing compensation systems of the future. What potential limitations or problems do you see with these strategies?
8. Is executive compensation excessive? Why or why not? What factors should influence executive compensation?
7. What are the critical factors in designing a team-based compensation system?
6. Is performance-based pay effective? Why or why not? How can performance- based pay systems be better designed to ensure optimal results?
5. Analyze your current job responsibilities. Determine whether the method by which you are compensated is appropriate.
4. Discuss the pros and cons of employee pay being fixed versus variable and dependent on performance. How might such decisions impact recruiting, moti¬ vation, and retention?
3. Compare and contrast the four job evaluation methods. Give an example of an organization in which each of the four methods might provide an optimal strate¬ gic fit.
2. Why should compensation systems be equitable? How can an organization design an equitable compensation system?
1. Does money motivate employees? Why or why not?
1. This chapter begins with a description of a 360-degree performance manage¬ ment system that is administered on an intranet. What are the pros and cons of an intranet-based performance management system compared to a paper-based system? Investigate the costs of moving a traditional, paper-based
3. In an organization of your choosing, briefly interview three managers who work in different divisions/departments/units and are at different levels of managerial responsibility. How does each feel about performance management in the orga¬ nization?
2. Develop a competency-based performance management system for a student in the degree program in which you are enrolled. How would you go about deter¬ mining and measuring important competencies? What benefits might such a system provide?
1. Individually or in small groups, select one occupation and design a performance management system for this position.• University professor• Convenience store clerk• Attorney • Marriage counselor • Software engineer • Clergy member
10.Explain the different kinds of teams and the appropriate performance measures for each.
9.What is a Super-Measure? Chose five organizations in different industries and deter¬ mine how a Super-Measure might be implemented in each of these organizations.
8.What recommendation can be provided to an organization considering the implementation of a 360-degree feedback system? What limitations exist to the success of these programs?
7. Debate the pros and cons of forced rankings. What kinds of organizations would most benefit from forced ranking systems?
6. Devise an appropriate performance management system for your current position.
5. Do performance management systems usually measure the right things? How can performance management systems encourage performance that is more consistent with long-range rather than short-term issues?
4. Describe the strengths and weaknesses of traits, behavior, and outcomes-based measurements. For what kinds of positions is each appropriate?
3. What are the advantages and disadvantages of 360-degree feedback systems? How should an organization decide whose feedback to seek?
2. What are the major purposes of a performance management system? To what extent can all of the purposes be realized simultaneously?
1. Identify the major strategic issues an employer faces in designing a performance management system.
1. Visit the Web sites for the following employment services: http://www.monster.com http://www.hotjobs.com http://www.careerbuilder.com Compare and contrast the features and attractiveness of each site.
3. Develop a behavioral interviewing protocol for your current or most recentjob.
2. In small groups, discuss your experiences and determine the pros and cons of online recruiting from the employer’s perspective.
1.Visit a major employer’s Web site (such as those provided here or any others). Apply for a specific job with the same company both via online means and through submitting a resume by surface mail. Compare and contrast the processes. As an applicant, which did you find preferable, and why?Cisco
7. What are the key components of successful global staffing systems? Identify simi¬ larities and differences in the approaches of the organizations described.
6. What can an employer do to make international assignments more attractive to its employees?
5. Is it more important for an employer to establish a person-job fit or a person- organization fit? Why? Can you think of situations where one would be prefer¬ able to the other?
4. Devise a staffing strategy for the following organizations:• A church-based soup kitchen staffed with volunteers• A professional baseball team• A small, Internet start-up• A publisher of a large, daily newspaper in a major city• A police department• A 400-room luxury hotel
3. What are the major strategic choices an organization faces concerning staffing? What are the advantages and disadvantages of each alternative?
2. What problems can result from cutting corners to save time or money in the staffing process?
1. How does an organization’s investment in staffing benefit the organization after an applicant becomes an employee?
1. Visit the Web site for Kaiser Permanente health maintenance organization (HMO) at http://www.kaiserpermanente.org. If you are a member, go to Kaiser Permanente Online. This site allows the organization to extend member services to the Web by allowing community members to interact with one
1. Apply thejob characteristics model in Exhibit 6-2 to the following positions:• an order taker at McDonald’s• an usher in a movie theater• a receptionist• a manager of an auto rental company• a computer programmer• an insurance salesperson
9. Could the model presented in this reading be applied to an organization that is not experiencing a downsizing or restructuring? If so, how? Which components of the model might need modification? ttt
8. Why might work redesign result in outsourcing of some functions? What factors, both pro and con, might impact the decision to outsource a function?
7. Explain the four different types of teams. Propose an organizational setting where each type of team would be most appropriate.
6. Debate how offshoring might impact the U.S. economy. Do you feel that it will cause domestic organizations to become more competitive in the global market¬ place through increased efficiency and reduced costs, or will it simply result in higher unemployment and an erosion of the consumer
5. Describe a successful and unsuccessful attempt at job redesign that you have experienced or observed. What factors contributed to the success or failure of the change initiative? How could the unsuccessful attempt have been managed better?
4. What barriers to change exist in most organizations, and how can they be overcome?
3. Compare and contrast job enlargement, rotation, and enrichment. How are they similar to and different from each other?
2. What are the critical factors to consider in the design ofwork systems? What par¬ ticular role does technology play in the design of work systems?
1. Obtain the job description for your current or most recent job (prepare one yourself if one does not exist). Redo this description using the job characteris¬ tics framework presented in Exhibit 6-2. Design a job that would be more inter¬ esting, challenging, and enjoyable for you.
1. Visit the Web site for the Human Resource Planning Society, a professional organization of those who are involved with HR planning, at http://www. hrps.org. Identify the programs that they offer that might be of value to various organizations.
1. Explain how the dean of your school would employ techniques of human resource planning to decide how many faculty and staff to employ in the coming academic year and which specific employees to retain, reassign, or release. What critical pieces of information would the dean need in order to
10.Compare and contrast the strategically reactive and strategically proactive approaches to managing HR. How does HR add value by being more strategi¬ cally proactive than reactive? Can/should HR be both strategically proactive and reactive?
that is consistent with the strategic objectives of your school, utilizing the four phases of the succession model presented in the reading.
9.Identify the positions within your school for which you feel succession planning is critical, such as deans, program directors, or department chairs. What critical skills or competencies are needed to perform these jobs? Design a succession planning program
8.What problems are demographic shifts and layoff practices causing for succes¬ sion planning? What role do competencies play in the succession planning initiatives of leading organizations?
7. Select three organizations in which a new CEO has assumed responsibility during the past year. Identify via news sources factors that may have led to the change at the top of the organization. What appears to be the reason for the succession and what was the general reaction to the succession?
6. Identify the steps you might take in consulting with the federal government about human resource planning. What factors would you suggest senior man¬ agers examine and what obstacles to implementing change might exist?
5. Discuss the pros and cons of informing employees that they have been targeted as part of the organization’s succession planning process. What particular business conditions and/or strategy might make telling or not telling the more advanta¬ geous option?
4. Discuss the implication and pros and cons for managing surpluses and shortages using the various strategies presented in Exhibit 5-3.
3. What role might human resource planning play in each of the following organi¬ zations?• A small, rapidly growing technology company• A medium-size nonprofit• A state government agency social services agency• A professional sports franchise• A company planning on acquiring or merging
2. Why are aggregate and succession planning of critical importance? Flow might failures in these areas impact an organization’s ability to compete?
1. What are the major objectives of human resource planning? Why are each of these objectives critical for an organization’s success? What benefits are provided by each that can result in a competitive advantage?
1. Visit the Web site for the Society for Human Resource Management (http: // www.shrm.org). SHRM is the largest professional association for HR practi¬ tioners in the world. Determine whether this organization encourages HR professionals to approach HR from a traditional or strategic standpoint.
2. Select a local organization and investigate these factors by interviewing selected key decision makers.
1. Assume the position of a consultant hired to assess the approach toward human resource management taken by a client organization. What factors might you evaluate in determining whether an organization uses a traditional or strategic approach to managing its human resources? Develop specific
8.This reading implies that HR programs and policies can influence or change an organization’s culture. Do you agree with this? Does an organization’s culture need to grow/evolve naturally or can it be “shaped” or “manipulated”? To what extent does an organization’s culture determine
7.Explain the components of a “strong” HRM system. How does a strong HRM system result in the attainment of strategic objectives?
6.Explain the process by which knowledge development results in organizational learning and provides a basis for competitive advantage.
5. To be a true strategic partner, does HR need to take on a more generalized or specialized approach to its work? Why?
4. Analyze the four HR roles presented by the Lengnick-Halls. How might the crit¬ icality of each of these roles be impacted by different strategies?
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