Human Resource Management 1st Edition D. Shivarudrappa; K. Ramachandra; K.S. Gopalakrishna - Solutions

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Will the employer provide assistance to ensure the adequacy/safety of the homework area?
Does the employer have the right to visit the home to see if it meets health and safety standards?
Who is responsible for home-related expenses (e.g., air conditioning, renovation)?
Will employees be expected to come into the office as requested when the workload requires it? Will employers provide the equipment required for the job?
Will employees divide their time between days at the office location and at home?
What are the results of the pilot program?15.Who is eligible to telecommute?
Comparable worth is an important issue in rank-in-job classification systems. Why is it irrelevant in rank-in-person systems (Chapter?
Discuss the following paradox. American employees work longer hours than they did a generation ago and work longer hours than employees in most other advanced nations, yet they are among the least protected and often the worst paid. The wages earned by the "working poor," in business and in
Your division has been selected as a federal "reinvention laboratory" to establish a pilot program to ensure individual equity. Top management has created an employee advisory committee to recommend how this can best be established. As its chair, which strategy would you recommend for first
There are many paradoxes in the compensation function of HRM. Identify at least three, and discuss ways to resolve them. To what extent do they relate to the fundamental paradoxes discussed in the Introduction?
Because managers typically lack flexibility to increase employee pay (except to a limited extent in performance appraisal, Chapter 9), they may resort to finding ways to upgrade jobs (Chapter 5) instead. Discuss the ethics of this tactic and whether or not pay banding is a genuine solution to low
Analyze the importance of and controversies surrounding benefits from the perspective of the employee (one team) and the employer (another team). If some governments use benefit programs to attract and retain employees, is this ethical?
Resolved: "If recruitment and placement functions of HRM are done well, then in- centive pay plans are irrelevant—even harmful." One team should argue the affirmative position, one the negative.
It was claimed that pay is important because it is vital, visible, and vicious in organizations. Divide into teams and analyze, from the perspective of the paradox of needs(Introduction), at least three strategies to ensure (a) external, (b) internal, and (c) in- dividual equity for employees.
At the end of the chapter, it was suggested that the number of work hours has been decreased in the name employee fairness. Actually, European economists have long claimed that organizational productivity increases as hours decrease (see Saltzman, 1997). Discuss how "less can be more."
To what extent do flexible benefit programs resolve individual-organization compensation dilemmas? Would it be better to abolish benefits altogether (Exhibit 6.6)}Identify the conditions necessary for that to occur.
If teamwork, process improvement, and citizen service are hallmarks of quality management, then discuss the most appropriate pay system for an agency pursuing quality.
"We need to pay people based on their value-added contributions to their organization as well as the nation." Discuss, employing da Vinci's "parachute" (Introduction).
If you were the analyst looking at the position reclassification request in Appendix A(for the equipment operator 2), what would the positive and negative points be?Would you grant the request?
What are the similarities and dissimilarities between broadbanding and rank-inperson systems?
The reform of civil service will be an important discussion and debate for the next several decades. What are the implications of the civil service reform initiative in Georgia? Do you think that the movement of replacing independent civil service commissions with executive branch personnel
You are a manager whose best worker has "topped out"; that is, the employee is at the top step of her pay grade. Furthermore, her job is properly classified. Unfortunately, the government jurisdiction for whom you both work is 20% to 30% below the market in most positions. You know that the person
As a class, determine which members are currently employed in the public sector, then select some of them to be interviewed in small groups. The small groups are to write a job description. The person interviewed should not do any of the writing, nor should he or she suggest the format to be used.
A large, growing county decides to place a new service center in another city. None of the current employees is interested in relocating. Furthermore, there is some concern that many of the offices are using outdated technology and old-fashioned methods of customer delivery. For example, services
Analyze a public sector organization's classification system. Determine the number of positions, classes, and pay plans. What are the number of elected, appointed, and merit appointees? Does the system "work" and does the checkerboard make sense to those using the system?
Does the position management function help or hinder in resolving the twin paradoxes introduced at the outset of the book?
There is perhaps no better example of the grand paradox of needs (Introduction)than position management. Discuss and seek pathways through the paradox as well as subparadoxes found in various position management techniques.
Ask those in the class who now work or have ever worked in the public sector what position management challenges they have experienced.
Canvass the class to determine if any members of the class have been a part of a re- classification effort or an organizationwide job evaluation. What happened? Was it successful or not?
You are the hiring supervisor for a junior management position in the city manager's office that would largely be responsible for special projects—both analysis (requiring strong quantitative skills) and implementation (mandating interpersonal and coordination skills). The three candidates
Team members should investigate three organizations to determine the virtual nature of their recruitment and selection process. Compare as well as contrast your findings, and report them to the entire class.
If obvious selection techniques did not exist (recall the story of the apple in Exhibit 0.3), then how would you choose employees?
You are on the search committee for a public information officer (in your organization, this is a non-civil service, exempt position). The last incumbent, although a friend of the agency director and a former reporter, was a disaster. Most of the time, people did not know what he did, and when he
Assume that you are on the search committee for a new management intern program.It has been determined that interns will be paid in the mid-20s, will have 1-year appointments, and may apply for permanent positions if they receive good evaluations.The recruitment is to be announced nationally, but
Discuss what you would do if, in an interview for a merit position, you were asked your party affiliation? What would you do if a little while later you were asked when you graduated from college? If you refused to answer either of these questions, and subsequently you were not hired, would you do
Who has conducted interviews? What were some of the interviewee "mistakes"?Among the finalists, what was the determining factor: technical competence or inter- personal skills?
Has anyone in class taken a civil service examination? What was it like?
What is the "best" balance of selection strategies? Should all civil service jobs be purely merit? Should seniority be a major factor in all promotional hiring? Should representativeness (both affirmative action and veterans' points) be phased out?Should the number of patronage appointments be
The paradox of freedom (Introduction) looms over the selection function, most notably in areas in such as drug, lie, and genetic testing. Using dialectic reasoning, stalk this paradox using Einstein's famous dictum: "You cannot solve the problem with the same kind of thinking that created it."
Clip some job advertisements for public sector jobs from several sources, including the local paper. What are the variations in format and style that you notice? Howmight the advertisements be improved?
In the previous example, if you believed that there was only one well-qualified inter- nal candidate, the only white male in the unit, would you recruit internally or exter- nally? What would your goal be? How would you use recruitment to achieve that goal? How would you publicize that goal to the
Identify and discuss some paradoxes from your own recruitment experience.1 1 . Rate each of the following factors, by percentage, in terms of importance in recruit- ing a social service case management supervisor. The unit is predominantly white fe- males, characterized by lower pay, low morale,
Using the "25 in 10" technique (Exhibit 0.3), what would agencies have to do to at- tract the most outstanding university students?
Find out from group members what recruitment strategies they have personally experienced, as well as their perceptions of those sources (posting vs. newspapers vs. the Internet).
To what extent would you emphasize future potential over current skills in each of the following jobs: office manager, police recruit, division director, and agency direc- tor (appointive but nominated by a committee)?
Divide the websites listed on page 85 and in Exhibit 0.2 among yourselves. Which ones are the most helpful in thinking about recruitment? Which provide the best links to other sites?
What is the typical size of the applicant pool for jobs in your organization (be it a public agency, university, or nonprofit organization)? Typically, how many appli- cants are minimally qualified? Well qualified? Are job searches ever canceled for lack of qualified applicants?
What internships are available in the state, county, and cities in your area? Which are paid? How does one apply? Are there any fellowship programs?
What examples have class members witnessed, if any, of shoddy or inappropriate re- cruitment practices? How should those practices be modified or improved?
How broadly should members of the hiring unit participate in the staffing process?Does the nature of the position (entry vs. mid-level, technical vs. administrative)make a difference? When should a hiring unit vote on the best candidate (such as is common for state university faculty positions)?
In your area, identify some of the factors affecting recruitment, excluding the recruit- ment process itself. That is, discuss the labor pool, pay and benefits, images of public sector organizations, and perceptions of jobs in government as they affect local agencies' recruitment capacity.
Roman playwright and carpenter Plautus (254-184 B.C.E.) offered the advice that one should "Practice what you preach." Discuss this advice in the context of this chapter.
Based on your experience, give an example of the paradox of freedom or needs as it applies to this chapter.
What accommodations must employers make for disabled persons?
Which substantial interests do public employees have in their jobs?
Define and explain the 80% rule.
For what actions can public employees be sued?
Explain employees' rights to free speech. Are there any limits?
A person with a mobility disability applies for a job in your office. Which interview questions can be asked about this disability without violating ADA provisions?Which questions should not be asked?
An employee requests a leave of absence to observe a religious event. He is critical to the success of an effort that you are undertaking as a manager, and the employee's leave is likely to cause some delay and cost. What do you do?
A coworker informs you that she feels attracted to another coworker in your office. What legal or policy advice would you give the coworker(s)?
Design a workgroup seminar to inform employees about their rights and limits when using e-mail and the Internet. What paradoxes protrude, and how can they be dealt with?
Many people are increasingly conducting part of their work at home, through telecommuting. Which privacy rights and responsibilities, if any, does this activity raise?
Some employees in government offices are asked to work on the weekends to satisfy the needs of appointed and elected officials. Discuss how managers should address the privacy expectations of these employees.
Some departments in universities believe that their faculty should mirror the demographic composition of the student body and that faculty recruitment should use"diversity" policies to pursue this objective. Assess the merits of this proposition.
Within the context of the human needs paradox, discuss the definition of sexual harassment and procedures that managers should follow in dealing with charges of sex- ual harassment.
Select one of the four "tides" of reform and (a) identify a public organization that demonstrates the characteristics of this reform philosophy, and (b) describe these characteristics and their consequences for government performance.
Has the public service been significantly affected by reinvention and NPR initiatives? How? Why?
Interview a public manager and ask him or her to describe the most difficult human resource issues he or she has had to deal with. What areas of human resource management do they fall into? How were they handled?
What is the purpose of a value statement, and how does it further the goals of an organization?
Identify several trends that will affect public managers and show how the seven principles of human resource management might influence the way you respond to the trend.
Evaluate the Miami VAMC values statement. Does it communicate the values of the city or department adequately? How would you modify the statements to make them better?
Which ethics management strategies do you think are most effective? Why?
What are the human resource management consequences of different levels of value consciousness?
Discuss the lessons from each of the four historical tides of reform and how they can inform human resource management decisions today.
Employing the "25 in 10" technique (Exhibit 0.3), brainstorm the types of ethical dilemmas related to human resource management you think line and staff managers are likely to encounter at work.
Identify the "tides of reform." What are the implications of these four philosophies for human resource management? Evaluate the "tides"—which do you consider to be the most valuable philosophy for human resource management?
Using "da Vinci's parachute" (Introduction, Exhibit 0.3) as inspiration, which trends in the government environment are likely to continue in the future? Why? How will future trends influence human resource management?
What are some fundamental differences between the public and private sectors that influence how human resources are managed?
Identify and discuss some paradoxes and contradictions in the public service heritage.Why are they significant? To what extent do they reflect the two underlying paradoxes discussed in the Introduction?
Do you think Maria Hernandez is an example of a good human resource director?Why? What advice would you give her? Explain.
What changes would you suggest that would improve the organisation's drawbacks.
If you feel that your stay in the organisation brought development in you, please assign reasons.
Group related tasks should come under prescriptive headings to enable a quick appreciation of the range of activities. For example, all the work a manager does in connection with manpower and facilities planning could be placed under the heading "planning".
Amplify with appropriate examples and details of any quantitative measures of the amount of work involved.The frequency with which the work is carried out, the point of time at which it can be estimated and the proportion of time involved should also be stated whenever possible.
Describe each main task separately in short numbered paragraphs. No more than one or two sentences should be used for the description, but, if necessary, any separate tasks carried out within the task should be tabulated under the overall description of the activity.A typical sentence describing a
Decide on the order in which tasks should be described.The alternatives include:• frequency with which they are carried out(continually, hourly, daily, weekly, monthly, intermittently) .• chronological order• order of importance• the main processes of management that are carried out; for
Analyse the initial list of tasks and, as far as possible, simplify the list by grouping related tasks together so that no more than about seven or eight main activity areas remain.
Identify and list the tasks that have to be carried out.No attempt should be made to describe how they are carried out; but some indication should be given of the purpose or objectives of each task.
Analyse the problems in relation to transnationals and multinationals with respect to HRM.
Define knowledge management. Explain its need, resources and benefits.
Explain the different stages involved in managerial training.
Discuss how the managerial training is the core in HRD.
Define HRD? Explain how HRD is a process indicating the need for HRD.
What is the impact of globalisation of HRM? Discuss.
What benefits can companies expect from KM?
What constitutes intellectual or knowledge based assets?
Why we need knowledge management?
Discuss how business strategies are related to knowledge management.
Analyse any four tools and techniques of managerial training.

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Human Resource Management 1st Edition D. Shivarudrappa; K. Ramachandra; K.S. Gopalakrishna - Solutions

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