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Chapter 16 - Strategically Managing the HRM Function
IV. Discussion Questions:
The References and related Discussion Questions may be found in PowerPoint slides 6-1 to
6-9 on the instructor’s side of the text’s Website.
Learning Objective #1: To assess students’ understanding of change concepts and the
challenges of change management.
1. Refer to “Concepts in Change” (PPT 6-3). What stage of change is this
organization in? How do you know?
At this point the merger has already occurred and employees are performing in
2. Which strategy would be the most effective in merging these company’s
organizational cultures (see PPT 6-4)? Provide justification for your answer based
on information from the scenario.
The separation strategy would be the least appropriate because we know that
From the conversation, it seems that Franklin/Warner had a positive culture in
Given the fact that MediaWorld is a much larger company than
Franklin/Warner was, assimilation may work well depending on how strong
1. Why does Rita mention feeling alone?
A. Assert control
B. Win sympathy
C. Reprimand him
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Chapter 16 - Strategically Managing the HRM Function
Learning Objective #2: To identify ways to decrease resistance to change.
1. Refer to “Forces Resisting Change” (PPT 6-6). Which of these factors are most
strongly affecting Rita and Juan? Support your answer with examples from the
scenario.
Clearly, incongruent team dynamics are seriously affecting Juan and Rita’s
Breaking routines is another major factor for Rita and Juan because they now
Having to share responsibilities with someone else also creates resistance
because the employees want to “save face”. They may feel belittled and
denigrated by now having to share the jobs they used to do alone.
4. Why does Carlos share his perspective?
A. Create camaraderie
B. Persuade them
C. Assert power
Learning Objective #3: To analyze and evaluate change leadership behaviors.
1. How effective is Carlos in decreasing Juan and Rita’s resistance to change? (see PPT
6-8)
It’s not clear what he has done prior to their meeting. Presently, he seems to
During the conversation, he does not attempt to negotiate with them to make
2. What is Carlos’ goal?
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Chapter 16 - Strategically Managing the HRM Function
A. Calm them
B. Get clarification
C. Redirect responsibility
3. Carlos’ response demonstrates:
A. Complacency
B. Empathy
C. Attempt to intimidate
5. How should Carlos respond?
A. Win them back
B. Fire the other two
C. Say goodbye
Given that Juan and Rita have been long-time effective employees,
6. Carlos’ response to their proposal is:
A. Appropriate
B. Short sighted
C. Premature
Acting as an agent of the company in his managerial role and change
Teaching Suggestions
Five options for activities are described next. First, short group presentations are suggested as
a method for providing the class with detailed examples of companies that have implemented
various organizational change processes. Secondly, there is a short case that asks the students
to describe appropriate security measures for an HRIS, as well as to describe how the system
can be used to help improve quality throughout the organization. A third activity is discussion
of an article that can be used very effectively with the first case. The fourth activity can be
used as a type of integrating mechanism for the course. Students are asked to design an
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Chapter 16 - Strategically Managing the HRM Function
evaluation system for the HRM function and to describe the information that should be
collected in an HRIS so that the evaluation can be done efficiently. Finally, suggestions are
made for outside speakers associated with this chapter.
1. Students may be assigned in groups and be asked to research a topic related to this
chapter and to make a two-part presentation on it. For example, process reengineering
could be assigned to a group. In the first part of the presentation, students could
provide an overview of process reengineering, while in the second portion they could
provide a fairly detailed company example of the concept's application.
2. Security Case: Tellabs, Inc. manufactures and sells over $155 million in
telecommunications systems a year. Its product line includes equipment for sending
digital signals over telephone lines, making it possible to send voice data and video
information simultaneously through a telephone system. The products have a major
impact on the future of communications around the world.
The company has production facilities in Illinois, Texas, Puerto Rico, and other
facilities in Canada. The company employs 1,500 people, with manufacturing being
the largest group. Production workers build electronic components. In 1986, in
response to the need to increase margins, the company changed its management
philosophy to total quality commitment (TQC). The company defines TQC as a
commitment to excellence in which all functions focus on continuous process
improvement, resulting in increased customer satisfaction. A key indicator of
performance in TQC is the achievement of a zero defect rate in the product and in each
process of the organization.
As a result of the TQC program, the need to improve the data management system in
HR was recognized. The company decided to purchase a microcomputer-based
system, HR 1. Individual personnel information is used for the traditional payroll
through a link with the payroll processing computer. The system is routinely used for
reporting information required by the EEOC, OSHA, and immigration agencies. The
system is also being used for organizational performance information and traditional
reports such as employee master lists, hiring and termination, turnover, and
absenteeism reports. Temporary staff is being used to input information needed for the
skills bank and training modules that are not yet functional.
Discussion Questions
a. What security procedures would you implement for this micro-based system?
Why?
b. What processes will the new system help improve? In what ways?
3. With the above case, you may wish to assign the following article. It may be assigned
for discussion by itself.
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Chapter 16 - Strategically Managing the HRM Function
"Lead Report, Privacy, and Electronic Mail," BNA's Employee Relations Weekly 10
(November 16,1992).
Ask students how they feel about and how they would evaluate the "policy for
privacy."
4. Have student groups design a plan for evaluating the effectiveness of a company's
HRM department. Students might first have to state goals and objectives for the
department in each of the major areas: compensation and benefits, employee
development, work-force diversity, recruitment and selection, and so on. Next,
students would draw up a plan that would state what data would be examined and for
what purpose (i.e., to answer what specific questions about the function). From these
plans, students could also be asked to list the data field labels for a master HRIS,
which would support the evaluation process.
5. In-class speakers may be invited from such local organizations as the American
Society for Quality Control to talk about applications of process reengineering or the
relationship of HR to quality programs, for example.
Additional Activities
In-Class Activity 1
Ask for student volunteers to assume the roles of management and labor during contract
negotiations for a major automotive manufacturer. Instruct the students to role-play following
the traditional adversarial format of "us against them." Try to set the stage by having four
representatives from management and four from labor to meet at a large table, with the rest of
the class remaining as quiet observers. For interest or, if necessary, the instructor could enter
the negotiations as an arbitrator.
Issues to be resolved could include pay, insurance coverage for retirees, early retirement
packages, quality control, training, safety measures, and so on.
In-Class Activity 2
Ask for different student volunteers to assume the roles of management and labor during
contract talks for a major automotive manufacturer. This time, however, instruct the students
to role-play modeling the living agreement format in place at Saturn Corporation. Tell them to
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Chapter 16 - Strategically Managing the HRM Function
eliminate the familiar confrontational approach in favor of a spirit of constructive cooperation.
(The issues could remain as above.)
The ultimate goal is to have all students, especially the observers, note and discuss their
findings on the two approaches to resolving workplace issues facing both management and
labor in today's competitive business environment. What are the pros and cons of each
approach? Which approach is most effective and why?
Top
Case 16: Human Resources to the Rescue?
India is making its mark in the global marketplace—but not without a few stumbles. Recently,
Satyam Computer Services saw its share price—and its reputation—plummet after company
As India works to burnish its position in the international marketplace, the issue of corporate
In the past, when most of India’s industries were state run, matters of corporate governance
Now, in the face of a global economic meltdown, the time may be right for HR practitioners
Question
If you were Director of Human Resources at Satyam Computer Services, what
recommendations would you provide to prevent problems in the future?
Possible answers
Create checks and balances in the company’s accounting and financial reporting
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Chapter 16 - Strategically Managing the HRM Function
Articulate a policy of transparency in all financial and operational matters. This policy
Communicate the organization’s policies and protocols regularly and frequently to all
Source: Jeremy Smerd, “Indian Outsourcer’s Woes May Open Doors for HR There,”
Workforce Management, January 9, 2009, http://www.workforce.com.
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