A Framework For Human Resource Management 2nd Edition Gary Dessler - Solutions

Discover comprehensive resources for "A Framework For Human Resource Management 2nd Edition" by Gary Dessler. Access a wide range of solutions, including an online answers key, detailed solutions manual, and step-by-step answers. Benefit from solved problems and textbook questions and answers, all available in convenient solutions PDF format. Enhance your study experience with the test bank and instructor manual, ensuring thorough understanding of each chapter solution. Explore these resources for free download to simplify your learning journey and effectively tackle any challenge presented in the textbook.

What advice would you offer Carol for approaching Walter? (p. 18)
What is Carol's role in Walter's career development now?Should Larchmont have any such role? Why or why not? (p. 18)
Given these prospects and your own occupational inclina- tions, outline a brief, one-page career plan for yourself including current occupational inclinations, career goals, and an action plan listing four or five development steps you will need to take in order to get from where you are now
Based on research sources like those we listed in the appendix to this chapter, what are the prospects for these occupations? (p. 18)
What does your research suggest to you about what would your preferable occupational options? (p. 18)
Give several examples of career development activities that employers can use to foster employee commitment. (p. 18)
What are four specific steps employees can take to support diverse employees' career progress? (p. 18)
Describe the specific corporate career development initia- tives that an employer can take. (p. 18)
What is the employee's role in the career development process? The manager's role? The employer's role? (p. 18)
Develop a performance appraisal method for the workers and managers in each store. (p. 18)
Is Jennifer right about the need to evaluate the workers for- mally? The managers? Why or why not? (p. 18)
What performance appraisal system would you develop for the secretaries if you were Rob Winchester? Defend your answer. (p. 18)
Do you think that Vice President Winchester would be better off dropping graphic rating forms, substituting instead one of the other techniques we discussed in this chapter, such as a ranking method? Why? (p. 18)
Do you think that the experts' recommendations will be sufficient to get most of the administrators to fill out the rating forms properly? Why? Why not? What additional actions (if any) do you think will be necessary? (p. 18)
Every week, like clockwork, during the 2004 TV season, Donald Trump told another "apprentice," "You're fired." Review recent (or archived) episodes of Donald Trump's Apprentice show and answer this: What performance appraisal system did Mr. Trump use, and do you think it resulted in valid
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, develop, over the period of a week, a set of critical incidents covering the classroom performance of one of your instructors. (p. 18)
Working individually or in groups, describe the advantages and disadvantages of using the forced distribution appraisal method for college professors. (p. 18)
Working individually or in groups, develop a graphic rating scale for the following jobs: secretary, professor, directory assistance operator. (p. 18)
Which specific training techniques should Jennifer use to train her pressers, her cleaner-spotters, her managers, and her counterpeople, and why? (p. 18)
In the HR management course Jennifer took, the book suggested using a job instruction sheet to identify tasks performed by an employee. "Should we use a form like this for the counterperson's job, and if so, what would the filled- in form look like?" (p. 18)
Specifically what should the Carters cover in their new employee orientation program and how should they convey this information? (p. 18)
Explain in detail what you would do to improve the train- ing process at Apex. Make sure to provide specific sugges- tions, please. (p. 18)
What role should job descriptions play in training at Apex? (p. 18)
What do you think of Apex's training process? Could it help to explain why employees "do things their way" and if so, how? (p. 18)
By mid-2003, the U.S.-led coalition in Iraq was sending hundreds of trainers to that country to train new cadres of Iraqi workers, from teachers to police officers. Perhaps no training task was more pressing than that involved in creat- ing the country's new police force. These were the people who
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, develop an orientation program for high school graduates entering your university as freshmen. (p. 18)
Working individually or in groups, develop several specific examples to illustrate how a professor teaching human resource management could use at least four of the techniques described in this chapter in teaching his or her HR course. (p. 18)
Working individually or in groups, use the phone or the Web to contact a provider of management development seminars. Obtain copies of its recent listings of seminar offerings. At what levels of managers are the seminar offer- ings aimed? What seem to be the most popular types of development
Working individually or in groups, develop a short, pro- grammed learning program on the subject "Guidelines for Giving a More Effective Lecture." (p. 18)
Pick out some task with which you are familiar-mowing the lawn, making a salad, or studying for a test-and develop a job instruction training sheet for it. (p. 18)
You're the supervisor of a group of employees whose task is to assemble disk drives that go into computers. You find that quality is not what it should be and that many of your group's devices have to be brought back and reworked; your boss says that "You'd better start doing a better job of train-
Do you think job rotation is a good method to use for developing management trainees? Why or why not? (p. 18)
One reason for implementing global training programs is the need to avoid business losses "due to cultural insensitiv- ity." What sort of cultural insensitivity do you think is referred to, and how might that translate into lost business? What sort of training program would you recommend to avoid
What are you looking for in the person who will fill this job! (p. 18)
Are employees afforded an opportunity for continuing education? (p. 18)
How would you define your management philosophy! (p. 18)
What can you tell me about the subordinates I would have? (p. 18)
What can you tell me about other persons in key positions? (p. 18)
Do you have any plans for new products or acquisitions! (p. 18)
What are their strengths and weaknesses! (p. 18)
Whom do you identify as your major competitors? (p. 18)
What authority would I have! How would you define its scope! (p. 18)
Why is it now vacant? (p. 18)
What other problems need attention now? (p. 18)
What is the first problem that needs the attention of the person you hire? (p. 18)
Should she implement a training program for her man- agers, and if so, specifically what should be the content of such an interview training program? In other words, if she did decide to start training her management people to be better interviewers, what should she tell them and how should she
In general, what can Jennifer do to improve her employee interviewing practices? Should she develop interview forms that list questions for management and nonmanagement jobs, and if so how should these look and what questions should be included: Should she initiate a computer-based interview
How would you suggest that owners get all employees to behave more safely at work?Also, how would you advise them to get those who should be wearing goggles to do so?
Would it be advisable for a firm to set up a procedure for screening out accident-prone individuals?
How should a laundry go about identifying hazardous conditions that should be recti- fied?
Answer the question, "Is there such a thing as an accident-prone person?"
Explain the supervisor's role in safety.
Discuss how you would go about minimizing the occurrence of unsafe acts on the part of your employees.
How would vou go about providing a safer work environment for your employees?
Given IBM's experience with avoiding dismissals, what do you think are the implications for other companies thinking of similar policies of their own?
What sorts of steps do you think IBM could have taken in order to continue to avoid lay- offs? If you don't think any such steps were feasible, explain why.
What do you think accounts for the fact that a company like IBM can have high job securitv but still lose market share, sales, and profitability? In other words, why do you think job security did not translate into corporate success as well as it might have at IBM?
Working individually or in groups, determine the nature of the academic discipline process in your college. Do you think it is an effective one? Based on what you read in this chapter, would you recommend any modification of the student discipline process?
Working individually or in groups, obtain copies of the student handbook for your col- lege and determine to what extent there is a formal process through which students can air grievances. Do you think the process should be an effective one? Based on your contacts with other students, has it been
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 builds two-way communications, and the specific types of programs (such as speak up!programs) that are used. Do the managers think
What techniques would you use as alternatives to traditional discipline? What do such alternatives have to do with "organizational justice"? Why do you think alternatives like these are important, given industry's need today for highly committed employees?
Why is it important in our highly litigious society to manage dismissals properlv 7
Explain how you would ensure fairness in disciplining, discussing particularly the prerequisites to disciplining, disciplining guidelines, and the discipline without punishment approach.
Describe the similarities and differences between a program such as FedEx's guaranteed fair treatment program and a typical union grievance procedure.
Describe specific techniques you would use to foster top-down communication in an organization.
Explain the role of communications and guaranteed fair treatment in fostering employee initiative.
If you were advising AA's management, how would you suggest thev go about extricat- ing themselves from this situation and ensuing that it doesn't happen again? Is that feasi- ble?
Because pilots can't be replaced quickly, a strike by pilots can effectively shut down the airline immediatelv. How would vou handle the threat of a strike if vou were Crandall? Why?
Based on what you know from this chapter, what factors at AA do you think might encourage more pilots to join their union and become resistant to management's overtures?
Define impasse, mediation, and strike, and explain the techniques that are used to over- come an impasse.
What is meant by good faith bargaining? When is bargaining not in good faith?
Briefly explain why labor law has gone through a cycle of repression and encouragement.
Describe important tactics you would expect the union to use during the union drive and election.
Discuss the steps in an NLRB election.
Why would you suggest Blackenship pursue the alternative you suggested?
How do you think the company got into a situation like this in the first place?
What would you do if you were Blackenship?
What do you think accounts for any differences? You are the HR consultant to a small business with about 40 employees. At the present time the business offers only five days of vacation, five paid holidays, and legally mandated benefits such as unemployment insurance payments. Develop a list of
Working individually or in groups, compile a list of the perks available to the following individuals: the head of your local airport, the president of your college or university, and the president of a large company in your area. Do thev all have certain perks in common?
What are the potential advantages and pitfalls of such an incentive program How well do you think it was accepted by the faculty? Do you think it had the desired effect? What is merit pay? Do you think it's a good idea to award employees merit raises? Why or why not?
A state university system in the Southeast recently instituted a Teacher Incentive Program(TIP) for its faculty. Faculty committees within each university's college were told to award $5,000 raises (not bonuses) to about 40 of their faculty members based on how good a job they did teaching
Working individually or in groups, develop an incentive plan for the following positions:chemical engineer, plant manager, and used-car salesperson. What factors did you have to consider in reaching your conclusions?
Occupational Titles as an aid.) To what extent do the local area earnings for these jobs cor- respond to your evaluations of the jobs?
(You ma\ use the U.S. Government's Dictionary of
Working individually or in groups, use published wage surveys to determine local area earnings for the following positions: file clerk I, accounting clerk II, and secretary V. How do the published figures compare with comparable jobs listed in your Sunday newspaper? What do you think accounts for
Working individually or in groups, conduct salary surveys for the following positions:entry-level accountant and entry-level chemical engineer. What sources did you use, and what conclusions did you reach 1 If you were the HR manager for a local engineering firm, what would you recommend that you
What is the relationship between compensable factors and job specifications?
What is the difference between exempt and nonexempt jobs?
Next, have a spokesperson from each group put his or her group's appraisal tool on the board. How similar are the tools? Do thev all measure about the same factors? Which fac tor appears most often? Which do you think is the most effective tool on the board? Can you think of any way of combining
Next, your group should develop its own tool for appraising the performance of an instructor. Decide which of the appraisal tools (graphic rating scales, alternation ranking, and so on) you are going to use and then design the instrument itself.
First, based on what you now know about performance appraisal, do you think Figure 6.1 is an effective scale for appraising instructors? Why? Why not?
What would you do if confronted during an appraisal interview by someone who began making threats regarding his or her use of firearms?
What safeguards would you build into your appraisal process to avoid missing such potentially tragic signs of instability and danger?
Could a company with an effective appraisal process have missed so many signals of instability over several years? Why or why not?
Explain how to conduct an appraisal interview.
Discuss the pros and cons of using different potential raters to appraise an employee's performance.
Explain the problems to be avoided in appraising performance.
Working individually or in groups, develop, over the period of a week, a set of critical incidents covering the classroom performance of one of your instructors.

Showing 1000 - 1100 of 5174

First
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
Last

A Framework For Human Resource Management 2nd Edition Gary Dessler - Solutions

Step by Step Answers