Human Resource Management Applications: Cases, Exercises, Incidents, and Skill Builders 7th Edition

INSTRUCTORS MANUAL APPLICATIONS IN HUMAN RESOURCE MANAGEMENT 7E 1PART 1 Human Resources Management in Perspec!ve: Environment and Legal Issues The HRM Funcon/Environment 1. CASE: THE NEW DIRECTOR OF HUMAN RESOURCES I. OVERVIEW: This case describes the creation of a human resource department in a young, rapidly growing company. The human resource director, Joyce Newcombe, faces a number

4. EXERCISE: HUMAN RESOURCE CHALLENGES DURING MERGERS I. OBJECTIVES: 1. To sensitize students to the actual and potential human resource challenges facing organizations contemplating or implementing a merger. 2. To familiarize students with various human resource strategies and tactics for managing a successful merger process. II. OUT-OF-CLASS PREPARATION TIME: 30 minutes III. IN-CLASS TIME SUGGESTED:

Table 1. Reduction in Turnover from Year One Personnel Category Year Two Year Three Year Four Rate Persons Rnd Rate Persons Rnd Rate Persons Rnd Executive 127 1.30 1.65 2 3.60 4.57 5 4.50 5.72 6 Physician 367 0.50 1.84 2 0.20 0.73 1 2.50 9.18 9 Other Professional 615 0.50

10. INCIDENT: THE CULTURAL DIVERSITY TRAINING PROGRAM I. OVERVIEW: Cultural diversity is a major human resource theme in most organiza,ons today. This emphasis re.ects an increasingly diverse labor force and the consequent necessity to be2er u,lize a wide range of heretofore underu,lized subgroups including racial and ethnic minori,es, women, elderly, handicapped, foreign-born,

14. CASE: LGA INDUSTRIES: EMPLOYING UNDOCUMENTED IMMIGRANTS I. OVERVIEW: This incident gives students an opportunity to discuss the requirements of the immigration and Control Act passed by Congress in 1986. At the same +me, it places students in an ethical dilemma in terms of Mar+ns suspicion about the behavior of the

17. EXERCISE: IS THIS UNLAWFUL DISCRIMINATION? I. OBJECTIVES: 1. To help students understand the application of the four major federal laws which regulate equal rights in employment. These laws are Title VII of the Civil Rights Act of 1964 as amended by EEO Act of 1972, Civil Rights Act of 1991,

19. EXERCISE: UNDERSTANDING THE AMERICANS WITH DISABILITIES ACT I. OBJECTIVES: 1. To help students understand the application of the Americans with Disabili(es Act (ADA). 2. To help students understand the interpreta(on of the ADA. 3. To help student understand the meaning of the terms disability, qualified individual and reasonable accommoda(on. II. OUT-OF-CLASS PREPARATION TIME:

INSTRUCTORS MANUAL APPLICATIONS IN HUMAN RESOURCE MANAGEMENT 7E PART 2 Meeting Human Resource Requirements: Job Analysis/Design, Planning, Recruitment, and Selection Analysis / Planning / Outsourcing / Mergers / Layotis 25. CASE: EMPLOYEE LAYOFFS AT ST. MARY'S HOSPITAL I. OVERVIEW: Sooner or later all ins tu ons and all industries face the necessity for retrenchment when revenues

29. EXERCISE: OUTSOURCING HUMAN RESOURCE MANAGEMENT FUNCTIONS I. OBJECTIVES: 1. To familiarize the student with the potential costs and benefit of human resource management outsourcing. 2. To familiarize the student with this degree to which various human resource management function are being successfully outsourced. II. OUT OF CLASS PREPARATION TIME: 50 minutes III. IN CLASS

33. SKILL BUILDER: PHASED RETIREMENT OPTIONS I. OBJECTIVES: 1. To give students practice in using the Internet to generate information relevant to solving human resource problems. 2. To familiarize students with various option to traditional employee retirement. II. TIME REQUIRED TO COMPLETE ASSIGNMENT: One or two hours. III. INSTRUCTIONS: See text. IV. POSSIBLE SOLUTION: Given the above

38. CASE: A SOLUTION FOR ADVERSE IMPACT I. OVERVIEW A federal government agency has recently had complaints regarding the selection procedures for one of its entry-level law enforcement jobs. Presently, applicants must successfully complete a written test and an unstructured interview. Although their current sta1ng practice had been adopted ten years ago, the agency had

42. EXERCISE: SELECTION INTERVIEW ROLE PLAY I. OBJECTIVES 1. To help students develop skills in conduc&ng selec&on interviews. 2. To provide students with prac&ce in the basic principles of e-ec&ve interviewing. II. OUT-OF-CLASS PREPARATION TIME: 30 to 90 minutes, depending on role played (students who play the interviewee will need to prepare a resume). III. IN-CLASS

47. INCIDENT: NEPOTISM I. OVERVIEW: This incident focuses on the topic of nepotism, the hiring or relatives within an organization. While large companies in the U.S. get most of the media attention, small firm far outnumber large ones and employ more workers. One of the problems that develop in some firm is

INSTRUCTORS MANUAL APPLICATIONS IN HUMAN RESOURCE MANAGEMENT 7E PART 3 Developing Eecveness in Human Resources: Training, Career Development, and Performance Appraisal Orientaon/Training/Career Development 51. CASE: CAREER DEVELOPMENT AT ELECTRONIC APPLICATIONS I. OVERVIEW: This situation at Electronic Applications is typical of fast-growth companies during their period of rapid growth. Human resource policies and procedures tend to lag behind other needs

55. EXERCISE: DESIGN AND EVALUATION OF TRAINING PROGRAMS I. OBJECTIVES: 1. To help students determine which training methods are most appropriate for achieving particular objective. 2. To show students the linkages between training objective, training methods, and training evaluation. 3. To help students learn how to iden-fy and write training objective. 4. To

Performance Appraisal 59. CASE: THE SELF-APPRAISAL PROBLEM I. OVERVIEW Traditionally, performance appraisal systems consisted of having a supervisor evaluate subordinates. More recently, firm have expanded their systems to include self- appraisals and even 360-degree appraisals. This case focuses on the problems associated with asking employees to complete a self-appraisal. Most HR texts will spell

EMPLOYEE ROLE SHEET You have been working at the Tri-City Health Services Center as a junior assistant in the department of Fund Raising and Grants for about 2 years since your gradua#on from college with a bachelor's degree in human services administration. You have been assigned to work on the children's health care program

INSTRUCTORS MANUAL APPLICATIONS IN HUMAN RESOURCE MANAGEMENT 7E PART 4 Implementing Compensation and Security: Compensation, Incentives, benefit, and Safety and Health Compensaon 65. CASE: THE OVERPAID BANK TELLERS I. OVERVIEW: This case points out the problems that can develop if an organization overpays its employees. Students often hear about the problems which surface as a result of underpaying

68. EXERCISE: EXECUTIVE BONUSES AND INCENTIVES I. OBJECTIVES: 1. To help students understand the complexi&es involved in designing an execu&ve compensa&on system that will reward execu&ve performance in ways that lead to long term organiza&onal success and sustainability. 2. To demonstrate the necessity to balance financial and non financial criteria for execu&ve

VII. ANALYSIS OF DILEMMAS: DILEMMA 1: Based on an evaluation of SKA's, a company has determined that two jobs (job A and job B) are equal. However, when the firm studies the labor market, it /nds that applicants for job A are plentiful whereas those for job B are very scarce. Should

73. INCIDENT: MERIT INCREASES I. OVERVIEW: This incident focuses on the uses and abuses of "merit" as a criterion for salary increases. While most organization give "lip service" to "merit" as the principle criteria for wage and salary adjustments, the term is subject to many meanings and interpreta'ons. In this incident, Dean

77. CASE: CONTROLLING EMPLOYEE HEALTHCARE BENEFIT COSTS I. OVERVIEW: This case focuses on the problem of rapidly rising employee health benefit costs. This problem appears to be universal. The gap between health-care in/a0on and general in/a0on which appeared to be widening in the early 1990s is now narrowing as corporation pressure health

80. EXERCISE: EXECUTIVE PERKS I. OBJECTIVES: 1. To familiarize students with the wide variety of perks often given to top executive. 2. To familiarize students with the arguments for and against various execu-ve perks. II. OUT-OF CLASS PREPARATION TIME: none III. IN-CLASS-TIME SUGGESTED: 30-40 minutes IV. PROCEDURES: See Text V. DISCUSSION In recent years, considerable attention has

84. INCIDENT: THE MEDICAL LEAVE PROBLEM (FMLA) I. OBJECTIVES: 1. To familiarize students with the provisions of the Family and Medical Leave Act of 1993. 2. To familiarize students with a major dilemma facing managers and organization - how to satisfy company and employee needs simultaneously. II. OVERVIEW: This incident focuses on a typical issue

INSTRUCTORS MANUAL APPLICATIONS IN HUMAN RESOURCE MANAGEMENT 7E 1PART 5 Enhancing Employee Rela!ons: Mo!va!on, Employee Rights and Discipline, Labor Rela!ons, and Collec!ve Bargaining Motivation and Discipline 88. CASE: THE DRUG TESTING PROBLEM AT STANDARD CHEMICAL I. OVERVIEW This case focuses on the termina%on of an employee for alleged viola%on of the company's drug and alcohol policy. The case

91. EXERCISE: DEVELOPING AN EMPLOYEE DRESS CODE I. Objectives: A. To develop your skills in developing a new dress code. B. To familiarize you with the reasons why firm develop dress codes. C. To make you aware of the wide variety of dress codes that firm have. D. To familiarize you with the content of

Motivation 96. INCIDENT: MOTIVATING AND MAINTAINING MORALE DURING DOWNSIZING I. OVERVIEW: This incident focuses on the issue of how to motivate employees during downsizing. In the case, most of the clerical sta. position are being eliminated, but not for at least a year. The firm apparently has not decided which employees to retain

99. CASE: THE GIVE BACK: A CASE OF UNION BUSTING I. OVERVIEW Three years ago, Local 974 of the United Tireworkers of America made signi,cant contract concessions to the North American Tire plant in Bailey, Georgia. The union concessions were made for the companys economic survival and for the plant to remain

INSTRUCTORS MANUAL APPLICATIONS IN HUMAN RESOURCE MANAGEMENT 7E International HR Issues 103. CASE: SELECTING A MANAGER FOR A NIGERIAN FACILITY I. OVERVIEW: This case is designed to examine the international dimensions of human resources administration as they relate to the recruitment and selection process. When analyzing this case, students often conclude that no one candidate