Managing Human Resources Productivity, Quality of Work Life, Profits 11th Edition Wayne F. Cascio - Solutions

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In 2009, Comcast Cable announced it was buying NBC/Universal to combine its own cable delivery business with NBC’s content. Many thought the acquisition was ill conceived, in part because the “content” employees’ culture might differ from that of the cable employees’ culture. Some of the
What HR metrics could you use to evaluate the effectiveness of the employee engagement initiative?
What is a high-performance work system? Provide several specific examples of the typical components in a high-performance work system.
What are five things employers should keep in mind when using Internet sites to find job candidates?
Working individually or in groups, use O*NET to develop a job description for a position of your choosing—perhaps an accounting clerk, or your professor in this class. Based on that, use your judgment to develop a job specification. Compare your conclusions with those of other students or groups.
Do you think all companies can really do without detailed job descriptions? Why or why not?
How should Jennifer go about collecting the information required for the standards, procedures, and job description?
What are the pros and cons of five sources of job candidates?
What metrics would you use to analyze the effectiveness of the recruiting efforts of your current or previous employer? Why did you choose these?
What human resource management tools would you use to identify possible internal candidates for a job opening and to assess the candidates’ promotability?
Describe in one page or less with examples how you would use www.secondlife.comTo help orient or train employees in your company.
Discuss at least four basic types of personnel tests.
Use sites such aswww.HRDQ.comTo list three programs you could use to develop a project management training program for a company.
In groups, discuss and compile examples of “the worst interview I ever had.” What was it about these interviews that made them so bad? If time permits, discuss as a class.?
Based onhttp://www.cisco.com/c/en/us/products/index.html, How would you use Cisco products to build a worldwide training program for employees in a company?
Write a short (one-page, double-spaced) essay on the topic, “How Equal Employment Law Affects Employee Selection.” Please include at least five specific examples.
You own a small business. How would you go about finding a selection test for a job you want to fill, and what practical and legal issues would you want to keep in mind before choosing a test to use?
Explain the factors and problems that can undermine an interview’s usefulness and techniques for eliminating them.
The job of applications engineer for which Maria was applying requires(a) Excellent technical skills with respect to mechanical engineering,(b) A commitment to working in the area of pollution control,(c) The ability to deal well and confidently with customers who have engineering problems,(d) A
Set up groups of five or six students. Two students will be the interviewees, while the other students in the group will serve as panel interviewers. The interviewees will develop a form for assessing the interviewers, and the panel interviewers will develop a structured situational interview for a
Design an orientation/on-boarding program for new students at your school.
Share an example of an effective or ineffective training program or experience.
Your employee is only selling about half the items per week that he should be selling. How would you go about determining what the problem is and whether training is the solution?
Discuss the pros and cons of at least eight performance appraisal tools.
Give examples of five potential appraisal problems.
Provide an example of talent management-oriented appraisals.
Explain the purpose of performance appraisal.
To what extent do you believe that these changes increase the attractiveness of operational HR roles?
To what extent is strategy ‘as the art of war’ relevant to contemporary organisations? What other metaphors might you use to define strategy?What metaphor would best describe the ‘strategy-making’ process in your organisation or one with which you are familiar?
• In your own experience of being employed, however limited that might be so far, have you been aware of some of these tensions?• What were their effects upon you and your colleagues at work?• How did the management of the organisation respond to these tensions?• How has this affected how
This chapter has been written from a British perspective. If you were working from a different perspective – South African, perhaps, or Scandinavian – what elements of the context of HRM would you include?
What other distant socio-political events or developments have influenced or are influencing HRM?
Think about your own workplace.• What systems and technologies are in place to regulate your effort?• Have you noticed an increase or decrease in the intensity of your work over time?• Why do you think employees report job satisfaction despite recognising intensification?
Think of the organisation you work for now or an organisation have worked for in the past. What support is provided to help employees achieve a better work–life balance? Why do you think the organisation takes the stance it does on work–life balance?
Think about an organisation where you would like to work in future.• How would you describe its brand?• What is it about this brand that appeals to you?• How is this brand communicated to potential and existing employees?
Visit the websites of a number of organisations that appeal to you as potential future employers. Compare and contrast the different uses of social media in recruitment. Which approaches seem to you to be most effective? Why?
‘I don’t like to employ women because our customers are all local tradesmen and they prefer to deal with male staff because they understand the technical aspects of the products’. This statement was made by the manager of a small company that supplies building materials. Comment on the
• Evaluate this case from (a) the perspective of the owner and (b) the perspective of the applicant.• What arguments could you make to persuade the owner to take a different approach to recruitment in the future?
What is the purpose of equality and diversity policies? Why do they sometimes fail to live up to expectations?
Thinking about categorising equality approaches, look at Table 6.1.• In which category would you place the organisation where you study and where you work (or have previously worked)?• Explain your reasoning.
Using examples of recruitment and selection, explain how the different perspectives listed below might influence the practices that managers in an organisation might choose to adopt:(a) The sameness perspective;(b) The collectivist strand of the difference perspective;(c) The individualist strand
‘I treat everyone the same – so that’s how I ensure fairness’. This quote is from a section manager in a supermarket. Explain why such an approach can sometimes lead to unfairness.
Equality and diversity initiatives.1. Draw up a list of the initiatives designed to address equality and diversity in your organisation (if you work full-time or part-time) or in an organisation with which you are familiar (if you are a full-time student). Your list does not need to be exhaustive,
If an organisation is accused of being institutionally racist, sexist and homophobic, what does it mean? How would you evaluate whether such a description was legitimate?
Reflecting on fairness:• Have you directly experienced or observed treatment you considered unfair?• If so, what did you do about it?• What other options did you have?
1. How can the learning theories described in the first part of the chapter explain how IT systems can be made effective?2. Which learning and development methods will be most appropriate for learning system updates?3. Which learning and development methods will be most appropriate for new starters
Identifying contextual changes leading to HRD:Before proceeding further, consider some of the changes taking place in organisations you know in response to changes in the operating environment. What are the implications for HRD and for the learning and development of individuals and teams?
On your own or in a group, go through this section on theories of learning and list what you consider to be the key components of learning that will be needed in designing and implementing the training of (i) IT technicians; (ii) care workers (iii) supervisory staff.
Revisit the earlier sections of this chapter that consider individual processes of learning. Which, for you, helps to explain the process of learning from the perspective of the elearner?Can the theories adequately explain experience in this new context?• What activities might the e-learner be
1. How can you use this model of benchmarking in your organisation to assess the effectiveness of HRD activity?2. Where can you find the information you need to answer the questions successfully?
Do you have a personal development plan?If you have not, make a mental note to discuss this with your boss at your next appraisal interview.If you have got a plan, when was it last reviewed?Is it still valid and up to date?
Identify a recent LMD initiative that you were involved in.• What were the desired outcomes of this initiative?• How could these be measured taking into account the criticisms made of most evaluations in the previous paragraph?• How would you account for these measurements to the stakeholders?
To what extent do you feel that LMD is ‘failing’ to deliver anticipated outcomes in your organisation?Given what you have read in this chapter, what can be done to improve the situation?
1. To what extent is OD culture-blind?2. What evidence can you find of approaches to OD that are NOT based in a UK or US tradition?
What do you consider to be the acceptable boundaries of political behaviour in organisations?
Which is ethically more acceptable, to attempt to change how someone behaves, or to attempt to change how someone thinks?
Their article contends that the differences between OD then and now lie in differences in ontological and epistemological perspectives, and not necessarily differences in values or viability. That is to say, where OD then – with positivistic orientations – saw differences in perspective as
You can use a force-field analysis to identify where conditions are supportive of a particular change or where there is resistance. If the driving forces outweigh the restraining forces, then the change can progress more easily. If the alternative is true, the change may have to be postponed or
• What activities might each of the following undertake at each stage of Lewin’s process to ensure that the process of change is achieved:– managers– HR professionals?• Who else would need to be involved to support the change process?• How far can Lewin’s model capture the processes
The CIPD’s toolkit ‘Approaches to change: Building capability and confidence’ is an example of a phase model of change.• Read the document and consider:– What benefits are suggested for you and your organisation in using the tool?– Examine the seven-part framework. What are its
What are the skills that an OD practitioner needs to manage the consultancy process?Consider each of Cheung-Young and Holbeche’s steps in turn:– Are they the same, or different, from those of other consultants?– How would the skills be different if the OD practitioner was an employee of the
Browse the resources available at https://appreciativeinquiry.case.edu/. How easy would it be for you to have the AI approach accepted in your organisation?
Visit www.theworldcafe.com, www.futuresearch.com and www.openspaceworld.org, where you can find detailed explanations, free resources and case studies.• Where could you use the World Café or Future Search approach in your organisation’s development?These approaches are particularly useful
How is OD integrated in to your organisation’s strategic activities?Is there an individual or group of individuals with OD explicitly within their role and responsibilities? What are they responsible for, and how are they held to account? Or are the activities of OD ‘taken for granted’?What
Schein’s typology raises our awareness of how visible aspects of culture can convey messages about the culture that, while helpful in interpretation, can be difficult to decipher. A common model that helps to access culture at this level is the ‘cultural web’ (Johnson and Scholes, 2006).By
In both analyses, the culture acts to adjust and change the intentions of senior managers and policy-makers. Can you think of any examples where the intentions of senior managers and policy-makers have changed the culture of an organisation?
1. Compensation in age discrimination cases is considerably lower than in other areas of discrimination. Why do you think this is so?2. Should the government permit organisations to reintroduce a default retirement age for their workers?3. Mark Cameron commented, ‘The City is getting far better
The key question for human resource managers revolves around the extent to which this symbolism, these laws, continue to provide support for the level of worker discipline that enables the continuation of capital accumulation at acceptable levels.Considering your organisation or one with which you
Look again at the introductory case study. How would you decide the case? Upon what legal principles?
To what extent is there equality of obligations within the principal ‘implied terms’ between the parties? Does this reflect contemporary views on issues such as the right to privacy, freedom of speech and a family life enshrined within the Human Rights Act 1998?How can employers use the
Would giving workers ‘property rights’ actually address the key issue in unfair dismissal, that is, reasonableness, or simply make it more difficult to dismiss workers? See the discussion on ‘employee shareholders’ before developing a response.
For the CIPD-qualified, ethical HR manager, the challenge will be to implement and apply internal mechanisms that meet the organisation’s business needs while retaining the dignity, respect and security required by employees. What policy options are available in this quest and what additional
Which of the different definitions resonates most with your own thoughts and why?Are there other aspects not covered in the definitions that you would like to have seen included?Do you agree with the view of Alcoa Power and Propulsion in the opening case study that employee engagement is a journey,
1. How did disengagement manifest itself at 'Tasty Catering' prior to the transformation?2. Read the section in the chapter concerning employee engagement as an exchange process. What aspects of the actions taken by 'Tasty Catering' can be seen to be informed by the notion of exchange?3. To what
The CIPD and Gallup both identify key characteristics of an ‘engaged employee’:Think about when you felt engaged at work. What factors contributed to that feeling?Can you think of incidences when you ‘went the extra mile’ as a result of being an engaged employee?Do you think you could
Have you ever participated in an engagement or attitude survey at work?If so, did you feel it was really measuring valuable constructs and that it would enable the organisation to make effective changes to levels of employee engagement?Did you answer it with complete honesty or were you somewhat
1. The case study above suggests that the introduction of the National Living Wage in April 2016 has prompted some organisations to trim staff benefits and alter terms of employment in relation to overtime and weekend and bank holiday rates in an effort to cushion the impact of a higher wage bill
Consider the sector you work in or are most familiar with. Which types of benefits are predominant? Why do you think this is the case?Reflecting on the findings of the 2014–15 CIPD Reward Management Survey, noted above, consider why the provision of free drinks in the workplace and a Christmas
Is it possible to legislate for equal pay reporting successfully without including clear penalties for organisations which dodge or fail to comply with the requirements?The responsibility for this task should lie with the CEO rather than any member of the HR team or a non-executive director.
Is there a grading structure within your organisation?How many grades/bands exist within your own organisation?Would you classify your own organisation’s pay structure as broad-graded, broad-banded or traditional (narrow-graded)?What advantages and disadvantages are associated with the pay
1. What are the strengths of TRW’s approach to widespread organisational change aimed at performance improvements?2. What are the limitations of this approach?
What, if any, are the ethical implications of wireless real-time production and employee performance measurement?
Why is employee involvement described as unitarist?
1. Why do critics argue that employee involvement as part of a wider HRM approach represents ‘pseudo-participation’?2. Do employees in British workplaces have the ability to influence key strategic decisions?
Do organisations make most use of formal or informal modes of voice?Might the balance be related to the size of the organisation?What are the advantages of each?
Consider an organisation with which you are familiar. To what extent is there evidence of the use of HPM practices?
If HRM genuinely seeks to empower workers, why should it be associated with ‘employee involvement rather than participation’?
Trade union membership has declined significantly over the last 30 years or so. Does this indicate that unions no longer have an important role to play in the workplace?
How might the collapse in trade union membership best be explained? Is the form of ‘voice’ provided by the presence of strong and autonomous trade unionism always compatible with organisational efficiency?
Does the collapse of collective bargaining in the private sector indicate that workers have ‘lost their voice’ or are there effective alternatives?
1. Was New Labour’s ‘third way’ (1997–2010) a genuine departure from Conservative policy (1979–97)?2. Did New Labour adopt a ‘unitary’ or ‘pluralist’ approach as the basis for their dealings with the unions? How did this manifest itself?
Do the data on trade union membership indicate that the unions are in terminal decline? What opportunities exist for the rejuvenation of their fortunes?
Do workers in non-union organisations have the same ability to influence their terms and conditions of employment as their unionised counterparts?
1. Are EWCs likely to result in European level collective bargaining?2. Does the evidence suggest that the EWC directive has significantly increased the degree of employee influence in MNCs? If not, why not?
1. Why might employers object to employees having legally mandated rights to consultation?2. How might consultation improve the quality of the decision-making process?3. Could the ICE directive form part of a strategic approach to HRM?
1. What does Toyota’s commitment tell us about the embeddedness of the Japanese Business and HR model in some Japanese Firms?2. What is it that enables Toyota and other firms such as Honda and Nissan to retain a significant level of domestic production and more localised production in Europe and
1. Why is it necessary for Mercedes to do this in its global operations?2. Does the global rollout of a German approach to VET represent a strong country-of-origin effect or Mercedes’s aspiration to become a global firm?
1. How are informal workers defined? What are the different categories of informal workers?2. Why are the informal workers so ‘visible’ in the region? Where does their dissatisfaction stem from? How does it manifest?3. Why have formal unions failed to address the concerns of informal workers?4.
To what extent are the growth trajectories of China and India sustainable in the face of rising inequalities?
1. How did the negotiations begin? Which side talked the most in the beginning? Does each side have a clear understanding of the purpose of the negotiations?2. What behaviors of the negotiators seem either to bring the parties closer together or to drive them further apart?3. How does the climate

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