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managing human resources
Managing Human Resources 8th Edition Wayne Cascio - Solutions
1. What is sexual harassment in the workplace? Was Matt Owens guilty of sexual harassment?Erin Dempsey was working late trying to finish the analysis of the ticket report for her boss, Ron Hanson. The deadline was tomorrow, and she still had several hours of work to do before the analysis would be
2. If you were Erin Dempsey, what would you do?Erin Dempsey was working late trying to finish the analysis of the ticket report for her boss, Ron Hanson. The deadline was tomorrow, and she still had several hours of work to do before the analysis would be finished. Erin did not particularly enjoy
3. What is an organization’s responsibility with respect to sexual harassment among coworkers or supervisor-subordinate pairs? Do you think that Daryl Kolendich responded appropriately to the problem?Erin Dempsey was working late trying to finish the analysis of the ticket report for her boss,
4. Outline a brief policy that an organization could adopt to protect itself from sexual harassment lawsuits.Erin Dempsey was working late trying to finish the analysis of the ticket report for her boss, Ron Hanson. The deadline was tomorrow, and she still had several hours of work to do before the
3–2. As a manager, what steps can you take to deal with the organizational impact of the Family and Medical Leave Act?
3–4. What steps would you take as a manager to ensure fair treatment for older employees?
1. Are there business reasons I should pay attention to “managing diversity”?
2. What are leading companies doing in this area?
3. What can I do to reverse the perception among many managers that the growing diversity of the workforce is a problem?
4. How can I maximize the potential of a racially and ethnically diverse workforce?
5. What can I do to accommodate women and older workers?
1. Why do many companies find increasing and managing diversity to be difficult challenges?Is this situation uncommon? Not at all. In the last decade, however, it has become increasingly apparent that appropriate management of a diverse workforce is critical for organizations that seek to improve
2. What were the key elements in Blahna’s successful diversity strategy?Is this situation uncommon? Not at all. In the last decade, however, it has become increasingly apparent that appropriate management of a diverse workforce is critical for organizations that seek to improve and maintain their
3. Under what circumstances might the consulting pairs approach be most useful?Is this situation uncommon? Not at all. In the last decade, however, it has become increasingly apparent that appropriate management of a diverse workforce is critical for organizations that seek to improve and maintain
4. What steps should management take to ensure that the consulting pairs approach is working?Is this situation uncommon? Not at all. In the last decade, however, it has become increasingly apparent that appropriate management of a diverse workforce is critical for organizations that seek to improve
4–1. In your opinion, what are some key business reasons for emphasizing the effective management of a diverse workforce?
4–2. Why is there no simple relationship between diversity and business performance?
4–3. How would you respond to someone who has questions or concerns about diversity?
4–4. What would be the broad elements of a company policy to emphasize the management of diversity?
4–5. What are some possible sources of intergenerational friction? How might you deal with that?
1. How can business strategy be integrated with workforce planning?
2. How might job-design principles and job analysis be useful to the practicing manager?
3. What is workforce planning, and how should I begin that process?
4. How can organizations balance “make” versus “buy” decisions with respect to talent?
5. How should organizations manage leadership succession?
1. What factors are most important to consider in developing a recruitment policy?
2. Under what circumstances does it make sense to retain an executive search firm?
3. Do alternative recruitment sources yield differences in the quality of employees and in their “survival” rates on the job?
4. How can we communicate as realistic a picture as possible of a job and organization to prospective new employees? What kinds of issues are most crucial to them?
5. If I lose my current job, what’s the most efficient strategy for finding a new one?
1. What key differences seem to distinguish successful from unsuccessful leadershipsuccession processes?Merrill Lynch, like many other financial companies, was caught in a bad situation. Subprime lending woes and a downwardly spiraling housing market resulted in enormous financial losses. Merrill
2. If you were advising a firm on how to proceed in this area, what steps and priorities would you recommend?Merrill Lynch, like many other financial companies, was caught in a bad situation. Subprime lending woes and a downwardly spiraling housing market resulted in enormous financial losses.
3. If leadership succession is so important, how come more companies don’t do a better job of it?Merrill Lynch, like many other financial companies, was caught in a bad situation. Subprime lending woes and a downwardly spiraling housing market resulted in enormous financial losses. Merrill Lynch
5–1. How are workforce plans related to business and HR strategies?
5–2. Discuss the similarities and differences between job analysis and competency models.
5–3. For purposes of succession planning, what information would you want in order to evaluate potential?
5–4. Why are forecasts of workforce demand more uncertain than forecasts of workforce supply?
5–5. When is it more cost-effective to “buy” rather than to “make” competent employees?
5–6. Why should the output from forecasting models be tempered with the judgment of experienced line managers?
5–7. The chairperson of the board of directors at your firm asks for advice SWP.What would you say?
1. In what ways do business strategy and organizational culture affect staffing decisions?
2. What screening and selection methods are available, and which ones are most accurate?
3. What should be done to improve pre-employment interviews?
4. Can work-sample tests improve staffing decisions?
5. What are some advantages and potential problems to consider in using assessment centers to select managers?
1. Serious labor shortages exist in many places, but these are not the only reasons for the recruiting problems experienced by many small businesses. What are some others?More and more executives from large corporations are being lured to small companies.In terms of recruitment tactics, it’s
2. As a manager in such a small business, what sources might you use to find new workers?More and more executives from large corporations are being lured to small companies.In terms of recruitment tactics, it’s clear that small companies can’t compete with bigger rivals on compensation alone.
3. What special advantages does a small business have over a large one? How can you incorporate these into the recruitment process?More and more executives from large corporations are being lured to small companies.In terms of recruitment tactics, it’s clear that small companies can’t compete
6–1. What special measures might be necessary for a successful diversity-oriented recruitment effort?
6–2. Discuss the conditions under which realistic job previews are and are not appropriate.
6–3. How would you advise a firm that wants to improve its unversity recruitment efforts?
6–6. You have just lost your middle-management job. Outline a procedure to follow in trying to land a new one.
7–1. Your boss asks you how she can improve the accuracy of pre-employment interviews.What would you tell her?
7–2. Why are reliability and validity key considerations for all assessment methods?
7–3. How does business strategy affect management selection?
7–4. Discuss the do’s and don’ts of effective reference checking.
7–6. There are many possible staffing tools to help forecast later job performance.How do you decide which ones to use?
1. Why should firms expect to expand their training outlays and their menu of choices for employees at all levels?
2. What kind of evidence is necessary to justify investments in training programs?
3. What are the key issues that should be addressed in the design, conduct, and evaluation of training programs?
4. Why should we invest time and money on new-employee orientation? Is there a payoff?
5. How should new-employee orientation be managed for maximum positive impact?
1. What is meant by the statement that training is extremely “faddish”?Hutchinson Inc. is a large insurance brokerage firm operating out of Seattle, Washington.The company was founded in 1922 by John Hutchinson, Sr., great-grandfather of the current president. Hutchinson offers a complete line
2. How can Hutchinson Inc. avoid becoming a victim of the faddishness of the training business?Hutchinson Inc. is a large insurance brokerage firm operating out of Seattle, Washington.The company was founded in 1922 by John Hutchinson, Sr., great-grandfather of the current president. Hutchinson
3. Develop a detailed training-evaluation strategy that Tom can present to Cathy, which would provide evidence of the effectiveness of a particular training technique.Hutchinson Inc. is a large insurance brokerage firm operating out of Seattle, Washington.The company was founded in 1922 by John
8–1. Would you be able to recognize a sound training program if you saw one? What features would you look for?
8–2. How does goal-setting affect trainee learning and motivation?
8–3. Outline an evaluation procedure for a training program designed to teach sales principles and strategies.
8–4. Why do organizations so frequently overlook new-employee orientation?
1. What steps can I, as a manager, take to make the performance-management process more relevant and acceptable to those who will be affected by it?
2. How can we best fit our approach to performance management with the strategic direction of our department and business?
3. Should managers and nonmanagers be appraised from multiple perspectives, for example, by those above, by those below, by co-equals, and by customers?
4. What strategy should we use to train raters at all levels in the mechanics of performance management and in the art of giving feedback?
5. What would an effective performance-management process look like?
9–1. What would an effective performance-management system look like?
9–2. What is the difference between performance management and performance appraisal?
9–3. You have been asked to design a rater-training program. What types of elements would you build into the process?
9–6. How is performance appraisal for teams different from performance appraisal for individuals?
9–7. How can we overcome employee defensiveness in performance-feedback interviews?
9–8. Should discussions of employee job performance be separated from salary considerations?
1. The president asks you for your general evaluation of this appraisal system. What is your response?Peak Power, a medium-size hydroelectric power plant near Seattle, Washington, has been having difficulty with its performance-appraisal system. The plant’s present appraisal system has been in
2. The president asks you for some suggestions for ways in which the present system can be improved. What would you say?Peak Power, a medium-size hydroelectric power plant near Seattle, Washington, has been having difficulty with its performance-appraisal system. The plant’s present appraisal
3. If you should be selected for this position, outline some steps you would take to ensure that a new performance-management system will be accepted by its users.Peak Power, a medium-size hydroelectric power plant near Seattle, Washington, has been having difficulty with its performance-appraisal
1. What strategies might employees use to self-manage their careers?
2. What can supervisors do to improve their management of dual-career couples?
3. Why are the characteristics and environment of an employee’s first job so important?
4. What strategies are available for dealing with “plateaued” workers?
5. What steps can managers take to do a better job of responding to the special needs of workers in their early, middle, and late career stages?
1. What are my three major career strengths?The class should now divide into groups of two (dyads). Each individual in turn should explain to the other what insights were gained about himself or herself from answering the questions in part A. Then the dyads should discuss appropriate career options
2. What characteristics of jobs are most important to me?The class should now divide into groups of two (dyads). Each individual in turn should explain to the other what insights were gained about himself or herself from answering the questions in part A. Then the dyads should discuss appropriate
3. What occupations, jobs, and types of organizations seem most suitable for me?The class should now divide into groups of two (dyads). Each individual in turn should explain to the other what insights were gained about himself or herself from answering the questions in part A. Then the dyads
4. What career goals should I set for myself, both long term and short term?The class should now divide into groups of two (dyads). Each individual in turn should explain to the other what insights were gained about himself or herself from answering the questions in part A. Then the dyads should
5. What steps should I take, and by when should I take them, to accomplish these goals?The class should now divide into groups of two (dyads). Each individual in turn should explain to the other what insights were gained about himself or herself from answering the questions in part A. Then the
1. It is frequently helpful in career planning to get others’ perspectives on you to compare with your self-perceptions. One way to do this involves interviewing one or two people who know you very well, such as a parent, spouse, or best friend. Ask them the same questions you asked yourself in
2. Another way to get a different perspective beyond your own is to take an interest inventory. Such questionnaires typically assess your career interests according to some underlying model of careers and compare your responses with those of individuals in a variety of career fields. Your career
3. It is also sometimes useful to keep a 24-hour diary. For one full school day, keep track of how you spend your time. Then repeat the process for a weekend day or some other day when you do no schoolwork. What did you learn about how you like to spend your time? What does this indicate about your
10–1. Why is the design of one’s first permanent job so important?
10–2. What practical steps can you suggest to minimize midcareer crises?
10–3. How can an organization make the best possible use of older workers?
10–4. Discuss the special problems faced by dual-career couples.
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