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Human Resource Management 10th Edition Greg Cook, Gary Dessler - Solutions
Discuss the basic facts about OSHA-its purpose, stan- dards, inspections, and rights and responsibilities. (k. 19)
Describe at least five techniques for reducing accidents. part of your employees. (k. 19)
Explain how to reduce the occurrence of unsafe acts on the? (k. 19)
In addition to the grievance process, can you think of any- thing else that Carter Cleaning Company might do to make sure that grievances and gripes like this one get expressed and also get heard by top management? (k. 19)
Based on what you know about the Carter Cleaning Company, outline the steps in what you think would be the ideal grievance process for this company. (k. 19)
Do you think it is important for Carter Cleaning Company to have a formal grievance process? Why or why not? (k. 19)
If the union's opposition to the Quest for Quality program encouraged the employees not to participate, why shouldn't the union be held responsible for directing the employees to attend? (k. 19)
As the arbitrator, do you think the employer had just cause to discipline the employee? Why or why not? (k. 19)
In October 2003, 8,000 Amtrak workers agreed not to disrupt service by walking out, at least not until a court hearing was held. Amtrak had asked the courts for a temporary restraining order, and the Transport Workers Union of America was actually pleased to postpone its walkout. The workers were
The HRCI "Test Specifications" appendix at the end of this book (pages 685-689) lists the knowledge someone studying for the HRCI certification exam needs to have in each area of human resource management (such as in Strategic Management, Workforce Planning, and Human Resource Development). In
Working individually or in groups, use Internet resources to find situations where company management and the union reached an impasse at some point during their nego- tiation process, but eventually resolved the impasse. Describe the issues on both sides that led to the impasse. How did they move
You are the manager of a small manufacturing plant. The union contract covering most of your employees is about to expire. Working individually or in groups, discuss how to prepare for union contract negotiations. (k. 19)
Define impasse, mediation, and strike, and explain the techniques that are used to overcome an impasse. (k. 19)
What is meant by good faith bargaining? Using examples. explain when bargaining is not in good faith. (k. 19)
Explain in detail each step in a union drive and election. (k. 19)
Brietly illustrate how labor law has gone through a cycle of repression and encouragement. (k. 19)
Describe important tactics you would expect the union to use during the union drive and election. (k. 19)
Discuss five sure ways to lose an NLRB election. (k. 19)
Why do employees join unions? What are the advantages and disadvantages of being a union member? (k. 19)
How would you deal with the store manager? (p. 18)
If so, what should it cover, and how would you suggest it deal with a situation such as the one with the errant counter people? (p. 18)
Should a disciplinary system be established at Carter's Cleaning Centers? (p. 18)
What would you do if you were Jennifer, and why? (p. 18)
In a recent research study at Ohio State University, a pro- fessor found that even honest people, left to their own devices, will steal from their employers." In this study, the researchers gave financial services workers the opportunity to steal a small amount of money after participating in an
The HRCI "Test Specifications" appendix at the end of this book (pages 685-689) lists the knowledge someone studying for the HRCI certification exam needs to have in each area of human resource management (such as in Strategic Management, Workforce Planning, and Human Resource Development). In
Working individually or in groups, determine the nature of the academic discipline process in your college. Do you think it is effective? Based on what you read in this chapter, would you recommend any modifications? (p. 18)
Working individually or in groups, obtain copies of the stu- dent handbook for your college and determine to what extent there is a formal process through which students can air grievances. Based on your contacts with other students, has it been an effective grievance process? Why or why not? (p.
Working individually or in groups, interview managers or administrators at your employer or college in order to determine the extent to which the employer or college endeavors to build two-way communication, and the spe- cific types of programs used. Do the managers think they are effective? What
What techniques would you use as alternatives to tradi- tional discipline? What do such alternatives have to do with "organizational justice"? Why do you think alterna- tives like these are important, given industry's need today for highly committed employees? (p. 18)
Why is it important in our highly litigious society to man- age dismissals properly? (p. 18)
Explain how you would ensure fairness in disciplining, dis- cussing particularly the prerequisites to disciplining, disci- plining guidelines, and the discipline without punishment approach. (p. 18)
Would you advise establishing some type of day care center for the Carter cleaning employees? Why or why not? (p. 18)
What would you tell Jennifer are the advantages and disad- vantages to Carter Cleaning Centers of providing its employees with health, hospitalization, and life insurance programs? (p. 18)
Draw up a policy statement regarding vacations, sick leave, and paid days off for Carter Cleaning Centers. (p. 18)
Similarly, from the point of view of the union, what are the downsides of having to represent two classes of employees, and how would you suggest handling the situation? (p. 18)
From the grocery chains' point of view, what is the down- side of having two classes of employees, one of which has superior health insurance benefits? How would you suggest they handle the problem? (p. 18)
Assume you are mediating this dispute. Discuss five creative solutions you would suggest for how the grocers could reduce the health insurance benefits and the cost of their total bene- fits package without making any employees pay more. (p. 18)
The HRCI "Test Specifications" appendix at the end of this book (pages 685-689) lists the knowledge someone studying for the HRCI certification exam needs to have in each area of human resource management (such as in Strategic Management, Workforce Planning, and Human Resource Development). In
You are the HR consultant to a small business with about 40 employees. At the present time the firm offers only five days of vacation, five paid holidays, and legally mandated benefits such as unemployment insurance payments. Develop a list of other benefits you believe it should offer, along with
Assume you run a small business. Working individually or in groups, visit the Web site www.dol.gov/elaws. (See the Small Business Retirement Savings Advisor.) Write a two- page summary explaining: (1) the various retirement sav- ings programs available to small business employers, and (2) which
Working individually or in groups, research the unem- ployment insurance rate and laws of your state. Write a summary detailing your state's unemployment laws. Assuming Company X has a 30% rate of annual personnel terminations, calculate Company X's unemployment tax rate in your state. (p. 18)
What are the provisions of the FMLA? (p. 18)
What is "portability": Why do you think it is (or isn't) important to a recent college graduate? (p. 18)
Explain how ERISA protects employees' pension rights. (p. 18)
What is unemployment insurance: Is an organization required to pay unemployment benefits to all dismissed employees? Explain how you would go about minimizing your organization's unemployment insurance tax. (p. 18)
You are applying for a job as a manager and are at the point of negotiating salary and benefits. What questions would you ask your prospective employer concerning benefits? Describe the benefits package you would try to negotiate for yourself. (p. 18)
A store manager's job is to keep total wages to no more than 30% of sales and to maintain the fuel bill and the sup- ply bill at about 9% of sales each. Managers can also directly affect sales by ensuring courteous customer service and by ensuring that the work is done properly. What sug- gestions
Is there another incentive plan you think would work better for the pressers? (p. 18)
Should other employees (cleaner-spotters, counter people) be put on a similar plan? Why? Why not? If so, how, exactly? (p. 18)
Should this plan in its present form be extended to pressers in the other stores? (p. 18)
Assuming the new pay plan were eventually accepted, how would you address the fact that in the new performance evaluation system, employees' input affects their peers' pay levels? (p. 18)
What mistakes did they make in adopting and communicat- ing the new salary plan? How might Sandy have approached this major compensation change a little differently? (p. 18)
What advice would you give Regina and Sandy as they consider their decision? (p. 18)
Does the pay-for-performance plan seem like a good idea? Why or why not? (p. 18)
Give four examples of when you would suggest using team or group incentive programs rather than individual incen- tive programs. (p. 18)
What is a Scanlon plan? Based on what you've read in this chapter, what features of an effective incentive program does the Scanlon plan include? (p. 18)
In this chapter, we listed a number of reasons experts give for not instituting a pay-for-performance plan (such as "rewards punish"). Do you think these points (or any of them) are valid? Why or why not? (p. 18)
What is merit pay? Do you think it's a good idea to award employees merit raises? Why or why not? (p. 18)
When and why would you pay a salesperson a combined salary and commission? (p. 18)
Describe the nature of some important management incentives. (p. 18)
Explain five reasons why incentive plans fail. (p. 18)
Compare and contrast six types of incentive plans. (p. 18)
Specificallv, what would vou suggest Jennifer do now with respect to her company's pay plan? (p. 18)
Similarly, is Carter's male-female differential wise and if not, why not? (p. 18)
Is Jack Carter's policy of paying 10% more than the prevailing rates a sound one, and how could that be determined? (p. 18)
Is the company at the point where it should be setting up a formal salary structure based on a complete job evaluation? Why? (p. 18)
Why would you suggest Black pursue the alternative you suggested? (p. 18)
How do you think the company got into a situation like this in the first place? (p. 18)
What would you do if you were Black? (p. 18)
The HRCI "Test Specifications" appendix at the end of this book (pages 685-689) lists the knowledge someone studying for the HRCI certification exam needs to have in each area of human resource management (such as in Strategic Management, Workforce Planning, and Human Resource Development). In
Working indi\idually or in groups, access relevant online Web sites to determine what equitable pay ranges are tor these jobs: chemical engineer, marketing manager, and HR manager, all with a bachelor's degree and five years of experience in the following cities: New 'Nork. Now 'S^rkj San
Working individually or in groups, develop compensation policies for the teller position at a local bank. Assume there are four tellers: two were hired in May and the other two were hired in December. The compensation policies should address the following: appraisals, raises, holidays, vacation
Working individually or in groups, conduct salary survevs for the following positions: entry-level accountant and entr)'-level chemical engineer. What sources did vou use, and what conclusions did you reach? If you were the HR manager for a local engineering firm, what would you rec- ommend that
Do small companies need to develop a pay plan? Why or why not? (p. 18)
It was recently reported in the news that the average pay for most university presidents ranged around $250,000 per year, but that a few earned much more. For example, the new president of Vanderblit received $852,000 in 2003. Discuss why you would (or would not) univer- pay sity presidents as much
What are the pros and cons of broadbanding, and would you recommend your current employer (or some other firm you're familiar with) use it? Why or why not? (p. 18)
Compare and contrast the following methods of job evalu- ation: ranking, classification, factor comparison, and point method. (p. 18)
What is the relationship between compensable factors and job specifications? (p. 18)
Should the job evaluation depend on an appraisal of the jobholder's performance? Why? Why not? (p. 18)
What is the difference between exempt and nonexempt jobs? (p. 18)
How well do our current compensation programs match these requirements? (p. 18)
What measurable requirements should each compensation program meet to be deemed successful in fulfilling its purpose? (p. 18)
What compensation programs should we use to reinforce those behaviors? What should be the purpose of each program in reinforcing each desired behavior? (p. 18)
What are the employee behaviors or actions necessary to successfully implement this competitive strategy? (p. 18)
What are our company's key success factors? What must our company do, to be successful in fulfilling its mission or achieving its desired competitive position? (p. 18)
Now review all your answers carefully, as well as the descriptions for the five career anchors (managerial competence, technical/functional, security, creativity, autonomy). Based on your answers to the questions, rate, for yourself, each of the anchors from 1 to 5; 1 equals low importance, 5
Have you ever refused a job move or promotion? Why? (p. 18)
As you look back, identify some times you have not especially enjoyed. What was it about those times you did not enjoy? (p. 18)
As you look back over your career, identify some times you have especially enjoyed. What was it about those times that you enjoyed? (p. 18)
What was your next major change of job, company, or career? Why did you initiate or accept it? What were you looking for? (Do this for each of your major changes of job, company, or career.) (p. 18)
What was your first major change of job or com- pany? What were you looking for in your next job? (p. 18)
What were your ambitions or long-range goals when you started your career? Have they changed? When? Why? (p. 18)
What was your first job after school? (Include mili- tary if relevant.) What were you looking for in your first job? (p. 18)
What is (or was) your major area of concentration in college? Why did you choose that area? How did you feel about it? (p. 18)
What was your major area of concentration (if any) in high school? Why did you choose that area? How did you feel about it? (p. 18)
Outline and describe the career development program }ou would propose for the cleaners, pressers, and counterpeople and managers at the Carter Cleaning Centers. (p. 18)
Who should participate in the program? All employees?Selected employees? (p. 18)
What would be the advantages to Carter Cleaning of set- ting up such a career planning program? (p. 18)
Assume Carol has heard a rumor that Walter has consid- ered resigning. What should she do about? (p. 18)
If Carol has to dismiss Walter, how specificall}' would you suggest she proceed? (p. 18)
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