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human resources management
Human Resources Management For Public And Nonprofit Organizations A Strategic Approach 3rd Edition Joan E. Pynes - Solutions
=+ 2. In small groups, choose three volunteer programs that you are familiar with based on your own experience or Internet research, and evaluate their strengths and weaknesses. What challenges do the organizations face based on the types of services they provide?Which organization is likely to
=+1. Based on your reading, what are some of the organizational benefi ts associated with having volunteer programs? What are some of the organizational disadvantages associated with having volunteer programs? Do you believe the benefi ts outweigh the disadvantages?Explain your answer.
=+ 2. Do you think the new policy will be effective in screening out individuals and groups associated with terrorism activities? What might be some unanticipated HRM consequences? Explain your answer.
=+1. How might the new policy increase the recruitment, screening, and selection of employees and board members working for nongovernmental organizations that receive AID funding?
=+ 2. What strategies would you use to implement a program to recruit volunteers willing to pay for the privilege of volunteering?
=+1. Are there volunteer opportunities in your community where volunteers are already willing or might be willing to pay for the opportunity to volunteer? Describe them.
=+ 2. In small groups, have each individual take on the role of spokesperson for a specifi c interest group, such as senior citizens, working women, or gays and lesbians, and present the concerns of that group to an employer. Use the Web sites of organizations like the American Association of
=+1. Visit the U.S. Census Bureau Web site. Find a state profi le with Quickfacts, and identify the demographic trends in that state. What do the trends indicate? How should employers prepare for the future?
=+ 2. Can you think of an example when you might have possessed negative assumptions, attitudes, or stereotypes of coworkers or fellow students because they appeared to be different from you? Do you still feel that way today? If not, what changed?
=+1. In small groups, identify and discuss the signifi cant trends related to diversity that have affected your agencies. What SHRM initiatives have been established in your agencies to meet these challenges? Which agency has the most comprehensive initiatives?
=+ 3. What are some issues that employers should consider when developing general standards for appearance?
=+ 2. Does a public safety employer have a right to institute personnel policies in regard to standards for appearance? Should the standards for law enforcement be different from other occupations? Explain your answer.
=+1. Is the refusal to hire an applicant with visible tattoos a type of employment discrimination?
=+ 2. Should gender identity be protected under local, state, or federal nondiscrimination laws?
=+1. Why do you think Susan - Steve Stanton was fi red? Do you believe it was his attitude or his impending sex-change surgery?
=+ Understand why diversity efforts often fail
=+ Understand the types of sexual harassment
=+ Understand the less obvious types of differences that employees bring to the workplace
=+Discuss why managing diversity is important to strategic human resources management
=+ 3. Locate your state ’ s fair employment law Web site. Are there other kinds of employment discrimination that are unlawful in your state that are not covered under the federal laws?
=+ 2. Does the EEOC Web site provide comprehensive information on the types of discrimination that fall under its jurisdiction? If so, is the information written in a way that would be clear to individuals who are unfamiliar with the topic? What recommendations would you make to clarify the content?
=+1. Visit the U.S. Equal Employment Opportunity Commission (EEOC)Web site, and look under Enforcement Statistics. Compare and contrast the number of allegations received for fi scal year 2007 by age, race, sex, and disability. Which type of discrimination had the highest number of discrimination
=+ 2. In small groups, discuss the policies and training programs in your organizations that address equal employment opportunity. What recommendations would you make to improve the least successful training program?
=+1. If an employer asked you to review an adverse employment decision to determine if discrimination had occurred, what factors would you consider, and how would you evaluate them?
=+ 2. What are some other state laws or commission rulings that you are familiar with that go beyond the federal laws discussed in this chapter?
=+1. Do you support the laws outlined here? Provide an explanation. Are there any changes you would make? If so, what are they?
=+ 3. Should organizations have policies in place in regard to the wearing of religious dress or symbols? If so, what should they be?
=+ 2. If Webb was not a sworn police offi cer, do you think there would be a problem accommodating her wearing of the khimar ?
=+1. Do you agree with the city ’ s and the judge ’ s position? State your reasons.
=+1. Go to the U.S. Government Accountability Offi ce (Web site) and review two different reports on human capital. Develop a written proposal for strategies that should be implemented by the agency you work for, or one you have worked for in the past.
=+ 3. Assume that as a result of HRM planning, you discover a shortage of direct service workers but a surplus of administrative workers. Discuss possible actions to address the imbalance, and explain why they must be approached carefully.
=+ 2. In a small group, compare and contrast similarities and differences in how employees are treated among the organizations you work for or have worked for in the past. What factors appear to infl uence how an organization perceives the value of its employees?
=+1. Assume the role of the director of human resources management for a public or nonprofi t agency you are familiar with. Prepare a written outline about why HRM planning must be a process fl owing from the organization ’ s strategic plan. Be prepared to present your outline to the class.
=+ 2. What steps should Travis County implement to be better prepared for the retirement of department heads and managers, and the four thousand employees eligible to retire within fi ve years?
=+1. Where do the responsibilities fall in addressing the impending retirements?
=+ 2. Do you think it is in the best interest of the Nature Conservancy to have McCormick stay on as a paid adviser to help the agency through the transition? Explain your reasoning.
=+1. What steps can agencies take to make sure they have a succession plan in place?
=+ 2. Visit the Monthly Labor Review Online. Review the two most recent editions, and select two articles from each edition. What topics are discussed, and why do the authors think they are important? Explain your answer.
=+1. Visit the U.S. Department of Labor, Bureau of Labor Statistics Web page and review Occupation Outlooks and Demographics Data. What additional workforce changes do you believe might take place in the next fi ve to ten years? What strategies will public and nonprofi t agencies need to implement
=+ 2. In your opinion, discuss why it is important for HRM to evolve from an administrative and operational role to a strategic one.
=+1. In a small group, each member should select three HRM challenges discussed in the chapter and describe how they are evident in a current or past employer. If you are unemployed at present, discuss how the HRM challenges might be affecting your university.
=+ 2. What about a different type of nonprofi t organization? Do you believe that fi nancial and management skills are as important as the knowledge an executive director has in the substantive area of the nonprofi t: for example, an educator leading a school, a social worker leading a social
=+1. Given the economic climate in the United States, if you are a member of a search committee looking to recruit an executive director for a museum, what knowledge, skills, abilities, and other characteristics would you emphasize?
What specific functions should an HR unit carry out? What HR functions would then be carried out by supervisors and other line managers? What role should the Internet play in the new HR organization? LO.1
Do you think setting up an HR unit in the main office would help? LO.1
What do you think is causing some of the problems in the bank’s branches? LO.1
What environmental influences will affect the role that human resources management could play within this organization? LO.1
What is human resources management and does it have a role to play in this organization? If so, in what ways specifically? LO.1
Exchange your completed set of measures with another pair. Compare and contrast your measures.Is one set “better” than the other? Why or why not?Debrief as instructed. LO.1
Using the sample balanced scorecard template provided by your professor, in pairs develop a balanced scorecard measure for a hypothetical company in the retail urban clothing sector. This company has many stores in large and small cities in your province. Be sure to take into consideration current
According to a 2013 study of the world’s most attractive firms (released by Universum), the top 10 employers for career seekers with a business background were (in priority order): Google, Ernst &Young, Goldman Sachs, PricewaterhouseCoopers, Microsoft, Apple, Deloitte, KPMG, Coca-Cola, and
Review job ads for five executive roles (such as CEO, vice-president, or president) on job posting websites or corporate websites. Identify common competencies required for those roles as per the ads.Contrast these required competencies (both implied and explicit) with the core HR professional
Review job ads for five senior HR roles on job posting websites or corporate websites. Identify common competencies required for those roles as per the ads.Contrast these required competencies (both implied and explicit) with the core HR professional competencies highlighted in this chapter.
Working alone or with a small group of classmates, interview an HR manager and prepare a short essay regarding his or her role in strategy formulation and implementation. LO.1
Choose a non-HR role you have had in your previous jobs. Identify how you used the core competencies of HR professionals in that role and how it affected your job performance. LO.1
A firm has requested your assistance in ensuring that its multigenerational workforce functions effectively as a team. What strategies or programs would you recommend? Why? LO.1
Explain how changing economic and competitive pressures have had an impact on the organization in which you are working or one in which you have worked. How has your business responded to these pressures? LO.1
Working individually or in groups, develop outlines showing how trends like workforce diversity, technological innovation, globalization, and changes in the nature of work have affected the college or university you are attending now. Present in class. LO.1
Explain how HR has become professionalized and describe the value of this professionalization. LO.1
Give examples of how HR management concepts and techniques can be of use to all managers. LO.1
Describe the multiple jurisdictions related to employment legislation affecting HRM in Canada. LO.1
Differentiate between organizational culture and organizational climate. LO.1
Describe how the external environment influences HR. LO.1
Describe the role of HR in strategy formulation and strategy implementation. LO.1
Describe the transformation that HR underwent over the years. Discuss how changes in internal and external factors contributed to the evolution in HR. LO.1
=+1. Before hiring a new general manager and chief executive, a job analysis should be conducted. What job analysis method or methods would
=+you recommend to identify the most important KSAOCs for the position at the Washington Convention Center?
=+1. Based on a job analysis, develop the job specifi cation for a Washington, D.C., caseworker. What are the qualifi cations a caseworker needs to perform the job effectively?
=+ What are some of the KSAOCs needed?Include in your analysis the following items:Education, degrees, or certifi cates Skill requirements Experience Personal requirements Mental and physical requirements Working conditions Job hazards
=+1. Visit the O * Net Web site ( http://online.onetcenter.org/ ) and conduct a skills search for your position. Are the skills identifi ed by O * Net similar to the skills you possess?
=+ 2. Identify fi ve job titles and their job descriptions that are used for classifying positions in your agency or an agency you are familiar with.Visit the Dictionary of Occupational Titles Web site. Are the job titles and descriptions for the positions you identifi ed consistent with the
=+How are they different? Which title and description appears to be most accurate?
=+Do you have a disability that would interfere with your ability to perform the job?
=+ How many days were you sick last year?
=+ Have you ever been treated for mental health problems?
=+ Have you ever fi led for workers ’ compensation?
=+Can you perform the essential functions of this job with or without reasonable accommodation?
=+ Please describe how you would perform these functions.
=+ Can you meet the attendance requirements of this job?
=+ Do you have the required licenses to perform this job?
=+1. Which of the recruitment strategies noted above would be most attractive to you as a prospective employee? Identify any risks associated with these strategies.
=+ 2. What other organizational factors would you want to consider before implementing the recruitment strategies in the exercise?
=+1. How would you integrate the recruitment of retirees back into service with an agency or department SHRM strategy?
=+ 2. What are some additional strategies that public and nonprofi t organizations can implement to recruit retirees to work for their organizations?
=+1. What are some of the risks associated with not staffi ng an organization correctly?
=+ 2. Devise a recruitment and selection system for the following positions, and identify the considerations that need to be taken into account:Executive director of a human services nonprofi t Budget analyst for a local government City manager Police offi cer Social worker for a public or nonprofi
=+ 3. Visit the Web sites of the Chronicle of Philanthropy , idealist.org, Action Without Borders, and the Job Corner Alert, Foundation Center. Are there any patterns in regard to the types of positions that are advertised? Compare the advertisements on the Web sites. Are there differences in the
=+VHow can your agency effectively involve employees and their representatives in redesigning performance management to promote the credibility and acceptance of the system? Have you identifi ed your mutual interests?
=+Does your performance management system include effective performance planning, goal setting, and communications processes that link to your strategic objectives?
=+Should you be developing measures of customer service and group or team performance outcomes that can be used for planning performance and for distributing rewards based on improved performance?
=+Have you given enough attention to planning, measuring, and rewarding internal customer service for your various staff operations and administrative functions?
=+Have you developed collateral processes for establishing performance goals and monitoring performance, and established how these might be integrated into the formal appraisal and reward process?
=+Do you provide ongoing performance monitoring and feedback to employees about their individual and group performance?
=+Are the people who have the best knowledge of the quality and effectiveness of employee performance providing feedback, either for developmental purposes or as input to a performance appraisal?
=+ Should you explore using 360 - degree assessment where it is appropriate?
=+Do the elements and standards of your employee performance plans capture the results and accomplishments you expect, or do they merely describe the same tasks and process inputs year after year?
=+Are the distinctions you make among levels of performance credible to internal and external stakeholders?
=+ How many distinctions can be made credibly, given your culture and the nature of your work?
=+1. What performance management processes would you implement to prevent similar problems applicable to all department directors?
=+ 2. What additional issues should be addressed?
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