Managing Human Resources 8th Edition Wayne Cascio - Solutions

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"One of my employees asked for some time off, citing a 'serious health problem' under the Family and Medical Leave Act. I gave him the leave, but then I learned that his 'serious health problem' was a case of his ulcers acting up. Do ulcers entitle leave under the FMLA? After all, the employee's
How large is my recruiting budget? (If your recruiting budget is extremely small, you may be unable to hire intermediaries or offer inducements for employee referrals.)
How many employees do I need? Mow long can I wait to fill open positions? (If you need to hire many employees quickly, internal recruiting methods may not produce enough applicants in time.)
How important is it that I hire employees who are demographically diverse? (If you want to increase the diversity of your workforce, external recruiting methods may be more effective than internal methods.)
How much time and energy am I willing to invest in applicant screening? (If you want to limit your involvement in prescreening, using intermediaries or internal recruiting methods may be more efficient.)
Do new hires seem surprised about skill requirements, workload demands, or other aspects of the job? Are these surprises associated with employee dissatisfaction or attrition? (If your answer to both questions is yes, applicants may be receiving skewed information during the recruiting process.)
Have I encouraged recruiters, managers, and current employees to share accurate information (both positive and negative) with applicants? (If your answer is no, organizational members may be trying to "help" in the recruiting process by overemphasizing positive elements of the job.)
Have I'given applicants access to customers and employees who can provide accurate information (both positive and negative)about the job? (If your answer is no, applicants may not be able to gather enough information to develop an accurate picture of what their day-to-day life in the organization
have I been hiring a particular "type" of employee? (If your answer is yes, your recruiting strategies may be missing other viable segments of the labor pool.)
Can I supplement my regular recruiting channels with alternatives that will reach these underutilized segments of the labor pool? (The answer here is almost certainly yes!)
Am I currently offering benefits that might appeal to particular segments of the labor pool? If so, can I highlight these benefits in my recruiting practices? If not, are there benefits I would be willing to provide in order to attract additional applicants? (Again, the goal here is to match the
"I want to recruit a diverse workforce. How do I demonstrate a commitment to diversity during the recruiting process? And will an emphasis on racial and gender diversity turn off the White male applicants who make^' " " up t h e largest segment of my applicant pool?"
"I rely heavily on our company's recruiters to find job applicants at college campuses and community job fairs. But recently I'm finding that the applicants these recruiters send to me are not good fits to the company culture or to the requirements of my jobs. What can I do to increase the
"I finally convinced my boss that we should take the plunge into recruiting on the Internet. Any advice on doing this right?""" ' Take it slow! Start by using the Internet as a supplement to your traditional recruiting efforts, and systematically compare the yield ratios of Internet and
How many applicants do I expect to screen? (If you will be screening a large number of job applicants, you need a measure that is easy to administer and inexpensive. That suggests using a cognitive ability test rather than a work sample.)
How many different jobs am I trying to fill? (If you are filling one job, or a few jobs, you can consider designing work sample tests. But because a work sample has to be designed for each job, they probably are not a viable option if you are trying to fill many unique positions.)
To what extent does on-the-job performance depend on reading and writing abilities? (If reading and writing are not part of the jobs you are trying to fill, a work sample test may be more appropriate than a paper-and-pencil cognitive ability test.)
Am I experiencing problems associated with employee reliability—e.g., high absenteeism rates, high error rates? (If yes, then a measure of conscientiousness might be worth including in your selection procedures.)
• Am I experiencing problems associated with employee theft? (If yes, then a paper-and-pencil integrity test could be included in your selection procedures.)
• Am I currently having a hard time attracting qualified applicants?(If your applicant pool is very small, you may not want to risk the perception that your selection procedure is intrusive by including personality tests or integrity tests.)
"I know how important it is to check references before hiring a job applicant, but I never feel like I'm getting good information from applicants'former employers. I always get off the phone with a list of'bland strengths and weaknesses that tell me very little about the applicant's fit to the job."
"The job I'm trying to fill is a critical one in my organization—the employee will work in a very sensitive position, and we want someone who has an impeccable background. However, I've gotten a huge quantity of applications, and paying for a thorough background check on each one will break the
"My organization uses a huge battery of tests to screen job applicants. In fact, we've acquired a reputation in the community as a company that'over-tests.' I'd like to reduce the number of different tests we use—how I can identify which ones should be eliminated?"
• What is your ancestry? (could indicate national origin discrimination)
• How old are you? (could indicate discrimination against older job applicants)
• What religious holidays do you observe? (could indicate discrimination against members of certain religious groups)
• How is your health? (could indicate disability discrimination)
Do I have a clear sense of the skills required to do the job well?(Being very specific about the job requirements will help you to design questions that get directly at those requirements, rather than relying on vague impressions of the job applicant. Developing a complete list of job requirements
Have I developed a standard list of topics and starter questions that can be asked of every candidate? (Remember that you should address the same issues and topics with every candidate, in order to avoid impressions of disparate treatment.)
Am I asking predictive questions? (Predictive questions, whether they focus on an applicant's past experience or ask the applicant to respond to hypothetical scenarios, should be developed for each of the skill areas you are trying to assess.)
Am I primarily hiring people with experience in my particular industry, who are likely to be familiar with the job content? (If you hire from within the industry, applicants will understand the hypothetical situations and be able to respond to them effectively. If you are hiring from outside the
Do I need to screen a large number of job applicants? (As the number of applicants increases, it may be worth considering the use of computerized prescreening.)
Am I uncomfortable ashing some of the questions that would help me to identify qualified applicants? (If your answer is yes, you might consider delegating these "sensitive" questions to a computer.)
Has my organization had problems in the past with interviewers asking inappropriate or irrelevant questions in the job interview?(If your answer is yes, computerized or videotaped interviews can minimize these problems.)
Am I unfamiliar with some of the job requirements? Will the job applicant need to work closely with other people after hiring? (If your answer to either question is yes, you might want to consider involving other people in the interview process. For example, you could conduct panel interviews or
"I'm trying to fill a position that requires long hours and extensive travel. I don't see how anyone with small children or other family responsibilities could do the work. I want to address these concerns in my interviews with job candidates—how can I bring up these issues without being
"We've had a lot of trouble with employee theft at my company. Our employees are responsible for stocking expensive computer equipment, and our stores have experienced an increasing amount of inventory'shrinkage' that we attribute to employee theft. However, we'd like to avoid using standardized
"I interview prospective applicants at job fairs. I try to break up the interviews and allow a little recovery time between them, but often my schedule is packed solid. What can I do to make sure that my assessments of the candidates are accurate and not influenced by order effects?"You've already
"I supervise a team of people with highly technical skills. But I'm not a techie myself, and so I feel uncomfortable interviewing people for open positions. How can I effectively interview people whose technical skills far exceed my own?"Your problem is not unusual. Managers frequently have to hire
Will the performance evaluation system primarily be used for administrative decisions? (If you are using the performance evaluation system to distribute a limited bonus pool or training dollars, you need a comparative system that will identify the most deserving employees. Similarly, if you are
Is my primary concern employee development? (If your primary concern is developing employee potential, an MBO system can help you to identify each employee's strengths and areas in need of further development.)
Do my employees perform similar kinds of work or do they each perform unique idiosyncratic jobs? (If you supervise employees who do similar work, you can develop a behavioral system (BAR5 or BOS) that can be used across employees. If the employees you supervise are engaged in very dissimilar work,
Am I ready to perform as a judge? Have I compiled behavioral examples that illustrate both the positive and negative aspects of the employee's performance?
• Have I identified the one or two areas of the employee's performance that I want to focus our discussion on?
• Have I prepared the employee to be an active participant in the discussion (e.g., by asking the employee to conduct a self-appraisal before the meeting)?
"My organization uses graphic rating scales in its performance appraisal process. When an employee asks me to explain why he or she got a '4'on the 'dependability' scale instead of a '5,' I never know what to say."This is a common problem for managers, because most organizations continue to use
"I know I'm supposed to provide specific positive feedback. But in my job as manager, my attention is focused on the problems. How can I make sure that I remember specific examples of positive performance?"One strategy is to keep a performance journal for each employee—scheduling specific times
"Our organization uses a standard performance appraisal form for all lobs. One question asks about the employee's ability 'to work with others.' One of the employees I supervise works at night as a security guard—he doesn't interact with anyone except potential intruders. Should I just leave that
"My organization evaluates employees on a series of 7-point scales.This past year I gave ratings to my employees that I thought accurately reflected their performance. I gave a couple of employees an average score of 7.0, but I rated most of my employees as performing at a 5 or 6 level. Now the HR
Has the promotion rate for employees been slow or stalled? Are employees in the Establishment stage leaving the organization at an increased rate? (If your answer to these questions is yes, your organization may be experiencing a "brain drain" resulting from the plateauing of promising employees.
• Would my organization benefit from more generalists in upper level management positions? (The traditional promotion-based system encourages the development of functional specialists, while lateral and downward moves can encourage the development of generalists.)
Have I been promoting employees into management who might prefer to maintain hands-on involvement in technical work or sales? (If the answer is yes, you may have employees who would benefit from the development of a dual career track.)
Do I have a large proportion of employees in the Maintenance career stage who are not supervising other people? (Supervisory responsibilities give employees in the Maintenance career stage the opportunity to develop and mentor other people. Employees not in supervisory positions may need
Do I have more diversity (in terms of employee gender, racial or ethnic background, or other demographic variables) among my recent hires than among my long-term employees? (If yes, you may need to be concerned that informal mentoring relationships may not develop. A formal mentoring program may
Do employees in the Maintenance career stage seem "burned out" or bored with their current responsibilities? (If yes, employees may benefit from a sabbatical that gives them an opportunity to recharge and reevaluate their career goals. This respite may help the organization to retain a valuable
Do I have employees who are nearing retirement age and blocking the advancement of more junior people? What is the relative size of these two groups? (Employees who are nearing retirement age may be interested in an early retirement package that speeds up their disengagement. But watch out—if
Is my organization suffering from "pipeline" problems that will make it difficult to fill upper level positions? (If yes, a phased retirement program might help to keep senior employees in the job past traditional retirement ages.)
"My company has adopted a philosophy that emphasizes the role of the employee in career management. How can I encourage my employees to take responsibility for managing their own careers?"
"My company does a great job of recruiting college graduates. But lately I've noticed that my best performers don't stick around as long as I'd like.1 know that they are frustrated by a lack of advancement opportunities. 1 don't see a lot of opportunity for promotions for about 10 years, when many
"My problem's personal. I'm a department manager in a large manufacturing organization. I've been doing this job for about eight years, and frankly, I'm bored with it. I'm good at what I do—I just don't find it that interesting any more. I don't think I'm seen as having the potential to move into
"I was stunned when several members of my department left recently to work for a competitor. The other company offered higher salaries—but I know our benefits contribute to a better compensation package overall.How can I keep more people from leaving?"There are two issues to consider here. First,
"My organization frequently needs marketing and production to collaborate on new products, but members of these two divisions don't get along. We tried department-level performance bonuses, but that just seemed to increase the feuding and backbiting. How can I reduce the bickering and encourage
"My company uses an individual incentive system in which nonmanagerial employees can earn substantial bonuses for meeting production goals or sales goals. When I checked the payroll records recently, I realized that several of my employees will be making more this year than I do."Many managers who
"One of my best employees told me that he is considering another opportunity that offers a substantial increase over his current salary. He's already at the top of his pay grade. What can I do?"This is the basic problem underlying job-based salary systems. At some point, employees "top out" and the
Is my workforce fairly homogeneous, or is it diverse in terms of employee age and other demographics? (If your workforce is homogeneous, you may be able to identify a limited set of benefits that would appeal to employees. The more diversity in your workforce, the more you might want to consider
Can performance be objectively measured at the team or organizational level? Do employees have a clear sense of how their individual behavior influences these team- or organization-level outcomes? (If your answer to both questions is yes, you might want to consider incentive systems that rely on
Do I have objective, accurate ways to measure employee performance?(Remember that measurement and rewards go handin-hand. If you can't accurately measure performance at the individual level, you won't be able to establish clear individual-level goals or to reward employees for their achievements.)
Is my primary concern employee attraction, motivation, or retention?(All three goals are important, but with limited resources you need to make some tough choices about whether your compensation package should maximize attraction and retention by devoting more dollars to salary and benefits, or
What are some common factors—such as education, responsibility, or physical demands—that reflect the relative value of jobs in my organization? (Identifying these compensable factors will help you to position firm-specific jobs in relation to firm-general jobs that are tied to the market rate.)
how widely do I recruit to fill firm-general jobs in my organization?Do we attract job applicants only from the local metropolitan area, or do we draw applicants from other areas of the state, or the nation? (Answering these questions will help you identify the relevant market comparison.)
Are most of the jobs in my organization firm-general or firm-specific?(The more firm-general jobs, the more you can rely on the market as an indicator of the appropriate wage, however, firmspecific jobs require more of an internal assessment. Firm-specificjobs are more likely to be found in
1. What will 21st-century corporations look like?
2. What people-related business issues must managers be concerned about?
3. Which features will characterize the competitive business environment in the foreseeable future, and how might we respond to them?
4. What people-related problems are likely to arise as a result of changes in the forms of organizations? How can we avoid these problems?
5. What are the HR implications of our firm’s business strategy?
1. How can HR measures improve talent-related decisions in organizations?
2. If I want to know how much money employee turnover is costing us each year, what factors should I consider?
3. How do employees’ attitudes relate to employee satisfaction, customer satisfaction, and employee retention?
4. What’s the business case for work-life programs?
1. Are there trade-offs in implementing a ROWE culture?One afternoon last year, Chap Achen, who oversees online orders at Best Buy Co., shut down his computer, stood up from his desk, and announced that he was leaving for the day. It was around 2 p.m., and most of Achen’s staff were slumped over
2. Can ROWE work with managers?One afternoon last year, Chap Achen, who oversees online orders at Best Buy Co., shut down his computer, stood up from his desk, and announced that he was leaving for the day. It was around 2 p.m., and most of Achen’s staff were slumped over their keyboards, deep in
3. Is ROWE all or nothing? Might there be other options?One afternoon last year, Chap Achen, who oversees online orders at Best Buy Co., shut down his computer, stood up from his desk, and announced that he was leaving for the day. It was around 2 p.m., and most of Achen’s staff were slumped over
4. What types of employees might find ROWE most/least appealing?One afternoon last year, Chap Achen, who oversees online orders at Best Buy Co., shut down his computer, stood up from his desk, and announced that he was leaving for the day. It was around 2 p.m., and most of Achen’s staff were
1–1. What are the HRM implications of globalization, technology, and e-commerce?
1–5. How can effective HRM contribute to improvements in productivity and quality of work life?
1. What figure will Cal Jenson report to Fred Donofrio for the amount that absenteeism cost ONO last year?ONO Inc. is an auto-supply company with 11 employees. In addition, there are two supervisors and Fred Donofrio, the owner and general manager. Last year, ONO did $5 million in business and
2. Is absenteeism a serious problem at ONO? Why or why not?ONO Inc. is an auto-supply company with 11 employees. In addition, there are two supervisors and Fred Donofrio, the owner and general manager. Last year, ONO did $5 million in business and earned $250,000 in profits ($375,000 before taxes).
3. What recommendations for action could Cal Jenson make to Fred Donofrio?ONO Inc. is an auto-supply company with 11 employees. In addition, there are two supervisors and Fred Donofrio, the owner and general manager. Last year, ONO did $5 million in business and earned $250,000 in profits ($375,000
1–1 What are the key elements of the LAMP model? What does each contribute?
1–2 Given the positive financial returns from high-performance work practices, why don’t more firms implement them?
1–3 Why is management interested in the financial effects of employee attitudes?
1–4 Discuss three controllable and three uncontrollable costs associated with absenteeism.
1–5 Why should efforts to reduce turnover focus only on controllable costs?
1–6 In making the business case for work-family programs, what points would you emphasize?
1. How are employment practices affected by the civil rights laws and Supreme Court interpretations of those laws?
2. What should be the components of an effective policy to prevent sexual harassment?
3. What obligations does the Family and Medical Leave Act impose on employers? What rights does it grant to employees?
4. When a company is in the process of downsizing, what strategies can it use to avoid complaints of age discrimination?
5. What should senior management do to ensure that job applicants or employees with disabilities receive “reasonable accommodation”?

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Managing Human Resources 8th Edition Wayne Cascio - Solutions

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