New Semester
Started
Get
50% OFF
Study Help!
--h --m --s
Claim Now
Question Answers
Textbooks
Find textbooks, questions and answers
Oops, something went wrong!
Change your search query and then try again
S
Books
FREE
Study Help
Expert Questions
Accounting
General Management
Mathematics
Finance
Organizational Behaviour
Law
Physics
Operating System
Management Leadership
Sociology
Programming
Marketing
Database
Computer Network
Economics
Textbooks Solutions
Accounting
Managerial Accounting
Management Leadership
Cost Accounting
Statistics
Business Law
Corporate Finance
Finance
Economics
Auditing
Tutors
Online Tutors
Find a Tutor
Hire a Tutor
Become a Tutor
AI Tutor
AI Study Planner
NEW
Sell Books
Search
Search
Sign In
Register
study help
business
managing human resources
Human Resource Management 10th Edition Greg Cook, Gary Dessler - Solutions
What basic HR policies and procedures would you recommend to Jennifer and Pierre?
Would a company like this with just a few employees and independent contractors have any HR tasks to address? What do you think those might be?
Identify a company that is known for being both ethical and socially responsible. What types of behaviour and activities typify this organization? How has this behaviour affected the achievement of its corporate strategy?
A firm has requested your assistance in ensuring that its multigenerational workforce functions effectively as a team. What strategies and/or programs would you recommend? Why?
Explain how changing demographics and increasing workforce diversity have had an impact on the organization in which you are working or one in which you have worked.
If the executive team in your organization was not convinced that the senior HR executive should participate in the strategic planning process, what would you do to try to convince its members?
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
In June 2003, Lockheed Martin Corp. sued the Boeing Corp. in Orlando, Florida, accusing it of using Lockheed's trade secrets to help win a multibillion-dollar government contract. Among other things, Lockheed Martin claimed that Boeing had obtained those trade secrets from a former Lockheed Martin
Some firms swear by unorthodox interview methods. For example, Tech Planet, of Menlo Park, California, uses weekly lunches and "wacky follow-up sessions" as substitutes for first-round job interviews. During the informal meals, candidates are expected to mingle, and they're then reviewed by the
In groups, prepare an interview (including a sequence of at least 20 questions) you'll use to interview candidates for the job of teaching a course in Human Resources Management. Each group should present their interview questions in class. (Q. 18)
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. (Q. 18)
Use the Internet to find employers who now do prelimi- nary selection interviews via the Web. Print out and bring examples to class. Do you think these interviews are useful? Why or why not? How would you improve them? (Q. 18)
Prepare and give a short presentation titled, "How to Be Effective As an Employment Interviewer." (Q. 18)
Briefly discuss what an interviewer can do to improve his or her performance. (Q. 18)
Briefly discuss and give examples of at least five common interviewing mistakes. What recommendations would you give for avoiding these interviewing mistakes? (Q. 18)
Similarly, how would you explain the fact that structured interviews, regardless of content, are more valid than unstructured interviews for predicting job performance?
Why do you think "situational interviews yield a higher mean validity than do job-related or behavioral interviews, which in turn yield a higher mean validity than do psycho- logical interviews"? (Q. 18)
For what sorts of jobs do you think computerized inter- views are most appropriate? Why? (Q. 18)
Briefly describe each of the following possible types of interviews; unstructured panel interviews; structured sequential interviews; job-related structured interviews. (Q. 18)
Explain and illustrate the basic ways in which you can clas- sify selection interviews. (Q. 18)
Can you perform the essential functions of the job for which you have applied? (Q. 18)
Do you have any questions about the duties of the job for which you have applied? (Q. 18)
Do you consider your progress on that job representative of your ability? Why? (Q. 18)
What motivated you to do better at your last job? (Q. 18)
Which do you prefer, working alone or working with groups? (Q. 18)
What are some of the things about which you and your supervisor disagreed? What did you do! (Q. 18)
What did you do the last time you received instructions with which you disagreed? (Q. 18)
How will working for this company help you reach those goals? (Q. 18)
What are your career goals during the next 1-3 years? 5-10 years? (Q. 18)
In what ways would you change your last supervisor? (Q. 18)
How did your supervisor rate your job performance? (Q. 18)
How can your supervisor best help you obtain your goals? (Q. 18)
What are your major strengths? (Q. 18)
What would your last supervisor say your three weaknesses are! (Q. 18)
What are three things you will not do in your next job? (Q. 18)
What do you expect from this employer? (Q. 18)
Why should we be hiring you? (Q. 18)
Did you give notice! (Q. 18)
What were the circumstances surrounding your leaving your last job! (Q. 18)
What are some of the pluses and minuses of your last job? (Q. 18)
What has been your greatest frustration or disappointment on your present job! Why! (Q. 18)
What did you like least about your last job? (Q. 18)
What did you enjoy most about your last job? (Q. 18)
How did you choose this line of work? (Q. 18)
How should her company terminate employees caught stealing, and what kind of procedure should be set up for handling reference calls about these employees when they go to other companies looking for jobs? (Q. 18)
Specifically, what other screening techniques could the company use to screen out theft-prone and turnover-prone employees, and how exactly could these be used? (Q. 18)
What would be the advantages and disadvantages to Jennifer's company of routinely administering honesty tests to all its employees? (Q. 18)
Where do you think we went wrong? (Q. 18)
How should we have gone about recruiting and screening for this position? What selection tools, specifically, would you use? (Q. 18)
What are the ideal job specifications for the person in this position? (Q. 18)
What should this position's job description look like? (Q. 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 cach area of human resource management (such as in Strategic Management, Workforce Planning, and Human Resource Development). In
Working individually or in groups, contact the publisher of a standardized test such as the Scholastic Assessment Test and obtain from it written information regarding the test's validity and reliability. Present a short report in class discussing what the test is supposed to measure and the degree
Working individually or in groups, develop a list of specific selection techniques that you would suggest your dean use to hire the next HR professor at your school. Explain why you chose each selection technique. (Q. 18)
Write a short essay discussing some of the ethical and legal considerations in testing. (Q. 18)
How can employers protect themselves against negligent hiring claims? (Q. 18)
Explain how you would get around the problem of former employers being unwilling to give bad references on their former employees. (Q. 18)
Why is it important to conduct preemployment back- ground investigations? Outline how you would go about doing so. (Q. 18)
Give some examples of how to use interest inventories to improve employee selection. In doing so, suggest several examples of occupational interests that believe might you predict success in various occupations, including college professor, accountant, and computer programmer. (Q. 18)
Explain why you think a certified psychologist who is specif- ically trained in test construction should (or should not) always be used by a small business that needs a test battery. (Q. 18)
Explain how you would go about validating a test. How can this information be useful to a manager? (Q. 18)
What is the difference between reliability and validity? In what respects are they similar? (Q. 18)
Provide a detailed hst of recommendations concerning how we should go about increasing our pool of acceptable job applicants so we are no longer faced with the need of hiring almost anyone who walks in the door. (Your recommendations regarding the latter should include completely worded onUne and
First, how would you recommend we go about reducing the turnover in our stores? (Q. 18)
What suggestions would you make to Trilogy for improv- ing its recruiting processes? (Q. 18)
Would Trilogy be an appealing employer for you? Why or why not? If not, what would it take for you to accept a job offer from Trilogy? (Q. 18)
What particular elements of Trilogy's culture most likely appeal to the kind of employees it seeks? How does it con- vey those elements to job prospects? (Q. 18)
Identify some of the established recruiting techniques that underlie Trilogy's unconventional approach to attracting talent. (Q. 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 individually or in groups, interview a manager between the of 25 and 35 at a local business who man- ages ages employees age 40 or older. Ask the manager to describe three or four of his or her most challenging experi- ences managing older employees. (Q. 18)
Working individually or in groups, find at least five employ- ment ads, either on the Internet or in a local newspaper, that suggest that the company is family-friendly and should appeal to women, minorities, older workers, and single par- ents. Discuss what they're doing to be family-friendly. (Q.
Working individually or in groups, visit the local office of your state employment agency. Come back to class pre- pared to discuss the following questions: What types of jobs seem to be available through this agency, predomi- nantly? To what extent do you think this particular agency would be a
Working individually or in groups, develop a five-year fore- cast of occupational market conditions for five occupations such as accountant, nurse, and engineer. (Q. 18)
Working individually or in groups, bring to class several classified and display ads from the Sunday help wanted ads. Analyze the effectiveness of these ads using the guidelines discussed in this chapter. (Q. 18)
What are the five main things you would do to recruit and retain a more diverse workforce? (Q. 18)
What are five things employers should keep in mind when using Internet sites to find job candidates? (Q. 18)
How, specifically, do equal employment laws apply to per- sonnel recruiting activities? (Q. 18)
What are the four main types of information that applica- tion forms provide? (Q. 18)
What are the pros and cons of five sources of job candidates? (Q. 18)
Do not terminate a contingent worker directly. Contact the agency to do so. (Q. 18)
Do not discuss job opportunities and the contingent worker's suitability for them directly. Instead, refer the worker to publicly available job postings. (Q. 18)
Do not let managers discuss harassment or discrimination issues with contingent workers. (Q. 18)
Do not let managers issue company business cards, nameplates, or employee badges to contingent workers without HR and legal approval. (Q. 18)
Do not allow contingent workers to utilize facilities intended for employees. (Q. 18)
Do not routinely include contingent workers in your company's employee functions. (Q. 18)
Do not negotiate a contingent worker's vacations or personal time off. Direct the worker to his or her agency. (Q. 18)
Do not coach or counsel a contingent worker on his/her job performance. Instead, call the person's agency and request that it do so. (Q. 18)
Do not negotiate the pay rate of your contingent workers. The agency should set pay. (Q. 18)
Do not train your contingent workers. Ask their staffing agency to handle training. (Q. 18)
What, in your opinion, should the store manager's job description look like and contain? (Q. 18)
How should Jennifer go about collecting the information required for the standards, procedures, and job description? (Q. 18)
Is it practical to specif)' standards and procedures in the body of the job description, or should these be kept separate? (Q. 18)
What should be the format and final form of the store manager's job description? (Q. 18)
How would you have conducted the job analysis? What should Phil do now? (Q. 18)
Should Phil and Linda ignore the old-timers' protests and write up the job descriptions as they see fit? Why? Why not? How would you go about resolving the differences? (Q. 18)
Finally, within each of these new combined groups, compare and critique each of the two sets of job descriptions and job specifications. Did each job analysis method provide different xypts of information? Which seems superior?Does one seem more advantageous tor some tj^pes of jobs than others? (Q.
Next, each group should choose a partner group, one that developed the job description and job specification using the alternate method. (A group that used the job analysis questionnaire should be paired with a group that used the job description questionnaire.) (Q. 18)
Based on this information, each group will develop its own job description and job specification for the instructor. (Q. 18)
Each group should do a job analysis of the instructor's job: half the groups will use the Figure 4-3 job analysis ques-tionnaire for this purpose, and half will use the Figure 4-9 job description questionnaire. (Q. 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
Showing 1400 - 1500
of 5174
First
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
Last
Step by Step Answers
Get 50% OFF
Claim Now
