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human resource management
Strategic Human Resource Management 4th Edition Jeffrey A. Mello - Solutions
=3. Visit the Web site. www.aarp.org. 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 older workers?
=2. Select an organization of your choice and examine the extent to which it has established any processes or procedures to ensure knowledge retention of departing employees.
=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
=9. What are some of the techniques that employers can use to address the needs of senior workers, keep these individuals motivated, and also ensure effective knowledge retention and transfer from these employees?
=8. What are the most common misconceptions regarding employee turnover and how can an evidence-based perspective allow organizations to develop more effective retention strategies?Reading 13.2
=7. Discuss the ways an organization might attempt to retain its most valued employees.Reading 13.1
=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 HR?
=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?
=4. At the same Web site, click on “salary wizard.” Select a job category and then determine the median compensation figures for this position in eight different locations within the United States. Should an organization that operates in these different locations pay different salaries for
=3. Visit the Web site http://www.salary.com. Click on“salary trends” and then prepare a brief report on the latest developments in compensation practice.
=2. Is salary compression an issue at your college or university? If so, what are its effects, and how is it being handled? Interview administrators and individual faculty to gain a sense of the extent of the problem, how serious it is perceived as being, and how it is being managed.
=1. Briefly interview an employee in his or her 20s, 30s, 40s, 50s, 60s, and 70s. Determine what motivates workers from different generations and design compensation plans for each generation that would result in high performance.
=8. What obstacles exist to developing payfor-performance plans in the public sector? How can these obstacles best be overcome? Do public sector pay-for-performance plans differ from those found in the private sector?
=7. What are the advantages and disadvantages of organizational policies that mandate pay secrecy? Consider this question from the perspective of managers, employees, and owners. Is pay secrecy a good practice?Reading 11.2
=6. Is performance-based pay effective? Why or why not?How can performance-based pay systems be better designed to ensure optimal results?Reading 11.1
=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, motivation, 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 strategic 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?
=4. This chapter contained a description of a 360-degree performance management system at Otis Elevator that is administered electronically. 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,
=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 organization?
=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 determining and measuring important competencies?What benefits might such a system provide?
=1. Individually or in small groups, select one occupation from the following list and then design a performance management system for this position.• University professor• Convenience store clerk• Attorney• Marriage counselor• Software engineer• Clergy member
=10. What are the stages of a virtual team’s life cycle, and what performance issues arise during the life cycle stages?
=9. What are the most critical behaviors related to leadership? Are these behaviors equally important in all organizations or do certain industries or types of organizations need certain types of leaders?Reading 10.2
=8. How does performance appraisal differ from performance feedback?Reading 10.1
=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, behaviors, 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 the purposes be realized simultaneously?
=1. Identify the major strategic issues an employer faces in designing a performance management system.
=4. Visit the EEOC Web site at http://www.eeoc.gov. Identify current trends in complaints being filed with the EEOC and the processes by which claims are being resolved. Review the EEOC press releases posted on the site. What appear to be the agency’s current priorities, and how appropriate do
=3. Evaluate California law A.B. 2222. Does it go too far in protecting the rights of employees with disabilities?Break into two groups, with one arguing the need for the provision of the law and the other arguing against the law.
=2. You are an HR manager for a medium-sized financial services institution. You overhear an employee, Pat, tell a coworker, Chris, that a third employee, Jamie, told Pat about being the recipient of harassing behavior from Chris. How would you handle this situation?Role-play this with several
=1. In small groups, investigate any laws that prohibit employment discrimination in the European Union, Australia, Japan, or China. Note similarities and differences from American laws. What values or assumptions do the laws of these countries make about the employment relationship?
=9. Explain the different components of organizational justice and the outcomes of perceived organizational justice and injustice.
=8. Why is affirmative action such a controversial issue? Is society better served with or without affirmative action?In small groups, take a position either in favor of or against affirmative action and then debate the issue within your group.Reading 7.2
=7. What are the pros and cons of mediation for an employer? What factors might influence whether an employer agrees to the mediation of an employee charge? What can be done to make mediation more attractive to employers?Reading 7.1
=6. To what extent do cultural norms influence how other societies and cultures deal with the issue of sexual harassment in the workplace?
=5. What constitutes sexual harassment? What rights and responsibilities does an alleged recipient of sexual harassment have?
=4. Why does illegal discrimination persist nearly 40 years after the passage of Title VII?
=3. How can an employer lawfully respond to an allegation of employment discrimination?
=2. Explain the process under which an EEOC complaint is processed. To what extent is it more advantageous for an employee to file an EEOC complaint at the local or federal level?
=1. What is a protected class, and what laws exist that safeguard the rights of each protected class?
=1. Compare and contrast traditional and strategic HR. In what types of organizations might traditional HR still be appropriate?
=1. Why do senior managers often fail to realize the value of human assets vis-à-vis other assets?
=2. Why do line managers often fail to realize the value of human assets vis-à-vis other assets?
=3. Why and how might a line or an operating manager value specific metrics related to the unit’s employees?
=5. Why is a competitive advantage based on a heavy investment in human assets more sustainable than investments in other types of assets?
=6. Why can some organizations that fail to invest heavily in human assets still be financially successful? Why can some organizations that do invest heavily in human assets still be financially unsuccessful?
=7. What challenges exist relative to the valuation of human assets and measuring human capital?Reading 1.1
=8. Upon what cultural factors does the “Indian Way”depend upon for its success? To what extent can organizations from your country and culture adopt successful Indian practices, what obstacles exist to full implementation, which of these obstacles can be overcome, and specifically how can they
=9. Explain the ethical steward and transformative leader role as applied to HR professionals. Specifically how does each contribute to the practice of strategic HR management?
=1. Obtain the annual report for a Fortune 500 company of your choice. Review the material presented and the language used in the text. Write a one-page memo that assesses how investment-oriented the organization appears to be toward its human assets.
=2. Arrange yourselves in small groups of four or five students and compare and contrast the similarities and differences among the organizations you investigated.Can you isolate any factors that appear to influence how an organization perceives the value of its employees?
=3. How might different HR metrics be best employed in (1) a nonprofit organization, (2) a professional sports organization, (3) a healthcare facility, (4) a small technology-based startup, and (5) a large Fortune 500 company?
=4. Consider your current or most recent employer. Does the organization employ any human capital metrics or key performance indicators? If so, which ones, how are they used, and are they appropriate given the organization’s strategy? If not, suggest some appropriate human capital metrics or key
=1. Determine why diversity is important for the organization.
=2. Articulate how diversity relates to the mission and the strategic objectives of the organization.
=3. Define diversity and determine how inclusive its efforts will be.
=4. Make a decision as to whether special efforts should be extended to attract a diverse workforce.
=5. Assess how existing employees, customers, and other constituencies feel about diversity.
=6. Determine specific types of diversity initiatives that will be undertaken.
=1. What are the most important societal trends affecting HR today?
=2. What are the most important workplace trends affecting HR today?
=3. How well do you feel HR as a profession responds to these trends?
=4. Predict societal changes that you believe might take place within the next 10 years. What challenges will these changes present to organizations?
=5. Predict workplace changes that you believe might take place within the next 10 years. What challenges will these changes present to organizations?
=6. How will HR be impacted by these changes? How can HR help organizations become more effective in meeting the challenges these changes present?Reading 2.1
=7. Should managers promote open discussion of stereotypes as part of a strategy for managing diversity?What risks and potential advantages and disadvantages are inherent with such a strategy?Reading 2.2
=8. What involvement should HR have with organizationwide ethics initiatives? What organizational decisions or policies might challenge the professional ethics of an HR professional? What day-to-day challenges do line managers face relative to HR-related ethical issues?Reading 2.3
=9. Identify obstacles that may prohibit the potential“win-win” outcomes (the simultaneous pursuit of social and environmental goals and financial performance) associated with sustainability. How can HR be involved with sustainability issues? Identify the benefits, costs, and challenges
=1. In small groups, identify and discuss the significant trends related to diversity, ethics, and sustainability that impact your college, university, or employer.What challenges do these trends present? What initiatives have been established thus far to meet these challenges?
=2. List various groups who are often stereotyped in society or school (i.e., members of religious and racial groups, individuals with disabilities, athletes, sexual minorities, etc.), the stereotypes associated with each group, and the basis for the formation of these stereotypes. For individuals
=3. Visit the Web site of the U.S. Bureau of Labor Statistics(http://www.bls.gov). What trends do you see taking place in the data presented? What information at the site is most useful for organizations in assessing workforce trends?
=4. Develop a code of ethics for students at your institution as well as one for your faculty. What institutional values are embedded in these codes? How can these codes by developed and implemented most effectively?
=5. What are the main arguments against sustainability and corporate social responsibility initiatives? Is resistance to such activity more prevalent in certain sectors of the economy?
=1. Compare and contrast the premises and assumptions of the I/O and resource-based models of strategic planning. What benefits does each model offer that aid in strategic planning?
=2. Identify the HR challenges associated with each of the three major corporate strategies.
=3. Identify the HR challenges associated with each of the three major business unit strategies.
=4. Critique the model presented in Exhibit 3.1. What benefits can be gained from this process? What shortcomings exist within the model?
=5. Examine your current organization’s process of strategic management. How effective is this process relative to the organization’s performance? What factors contribute to its effectiveness or ineffectiveness?Reading 3.1
=6. Explain how the five elements of strategy portrayed in the reading relate to either the I/O or RBV traditional models of strategy.Reading 3.2
=7. What role does the HR function play with the strategic planning process? What unique value and perspectives does the HR function bring to strategic planning?
=1. Obtain a copy of a publicly held organization’s most recent annual report. To what is its performance for the past year attributed? What strategy does it seem to be following and how integrated with this strategy do the operating units appear to be?
=2. Select an organization of your choice and apply the five major elements of strategy from the Hambrick reading to explain its success, failure, or stagnation.
=3. Apply the I/O and RBV models of planning to your college or university. What are the key factors in the environment that impact the school’s performance?What are its key resources, and how can they best be deployed?
=4. Select a particular industry (i.e., pharmaceuticals, shipping, auto, or manufacturing) and identify at least three major competitors in that industry. Visit their Web sites and identify key strategic issues within the industry as well as key strategic issues for the individual firms.
=3. Visit the Web site for Bright Hub (ww.brighthub.com)and click on the “Business” link. How useful might this Web site be for organizational training and development issues?
=2. Trace the growth and evolution of the corporate university of your choice. Share your findings with classmates and determine specifically how each CU contributes to its organization’s strategy.
=1. In small groups, develop a tool to evaluate the learning/training taking place in the course in which you are enrolled. Be sure to consider the needs of the organization, task, and individuals; specific objectives; and design and delivery issues.
=8. What specific and distinct challenges do new leaders face in organizations? How can employers best address these challenges?
=7. What criticisms have been levied against online learning? What strategies can be employed to increase the acceptance of online learning?Reading 9.2
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