Bauer, Human Resource Management
SAGE Publishing, 2020
Answers to In-Text Questions
Chapter 8: Training, Development, and Careers
Using Training and Development to Drive Culture of Commitment: The Case of Igloo
Case Discussion Questions:
1. Igloo has developed its culture around associates who primarily work in manufacturing.
How effective would this approach to implementing culture be in other industries, for
example, commercial construction? A high-tech startup?
This approach seems like it could move across industry and skill set. Role reversal, practice,
2. What are some of the drawbacks to Igloo’s approach to managing its culture? Where
might HR or top management face some challenges in the organization?
There might be several drawbacks to this approach that are hard to identify based on the
information in the case. For example, if Igloo is a unionized environment, there is the
Bauer, Human Resource Management
SAGE Publishing, 2020
3. How would you decide what the appropriate culture is for an organization? How would
you use the company’s training and development function to help introduce and reinforce
a new culture?
Responses will vary widely here based on the student’s beliefs regarding the role of
leadership and managers, considerations for the size of the company, and how each student
4. How might training be used to introduce a culture focused on respect for diversity? On
employee safety?
A variety of training options can be used for both diversity training and employee safety.
5. What specific types of training content and exercises might you include if you were
rolling out a training program for Igloo that was focused on its culture of commitment?
Students will offer a variety of ideas here, but might include gamification, role reversal,
6. How would you assess the effectiveness of Igloo’s efforts to introduce the culture of
commitment? Consider (a) how you would know if the culture was actually adopted and
Bauer, Human Resource Management
SAGE Publishing, 2020
(b) what metrics you might use to know whether the culture is actually supporting the
success of the organization?
This commitment to culture seems to be meaningful and effective but more information is needed.
Spotlight on Ethics: The Training of Ethics in Organizations
Questions:
1. Do you think people violate ethics because they lack training (i.e., they don’t know what is
ethical and unethical), or because they see some advantage to their unethical behavior? Give
examples to support your opinion.
There may be a case where someone is unaware of what is ethical or unethical, but one
2. Find an example in the news or in the HR literature of an organization charged with ethics
violations.
Bauer, Human Resource Management
SAGE Publishing, 2020
There are many instances in the news and in HR literature where potentially unethical acts
Mini-Case Analysis Exercise: Evaluating Training Programs
1. Overall, based on these numbers, how effective would you say that the training program is?
Based on the numbers, it appears the training was successful. The scores of those in Atlanta
2. Based on these numbers, what would you say is the effectiveness of the training program
with regard to each of the training outcomes?
With regard to sales performance, the training seems to be very effective. With regard to
3. If the company wanted to adjust the training program, what would you recommend to
them?
Bauer, Human Resource Management
SAGE Publishing, 2020
3. A colleague argues that sales numbers seem to be up as a result of the training program, so it
doesn’t matter whether employees showed an increase in product knowledge. What would be
your response to that argument?
This might be true based on the Hawthorne effect, and more study might need to be done. I
HR Decision Analysis Exercise: Are Training Needs Assessments Necessary?
Please provide the rationale for your answer to each question.
Was Yuxin Zheng’s approach legal, ethical, and fair?
This approach might not be legal, ethical, or fair. The idea that Zheng is specifically targeting
younger employees is a concern and is illegal. This does not consider the needs of older employees
Bauer, Human Resource Management
SAGE Publishing, 2020
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Was his approach evidence-based/evidence-informed?
Zheng may have thought his approach was evidence based/evidence informed but it may not be.
Does his decision foster healthy employee–employer relationships?
This might foster a healthy employer–employee relationship for some, but overall, it could create
Are his recommendations for how to approach the choice of training programs time– and
cost-effective?
Bauer, Human Resource Management
SAGE Publishing, 2020
In the short term, they appear to be time- and cost-effective but in the long term, they might not be.
Does he take a systematic stakeholder perspective?
Zheng does not take a systematic stakeholder perspective. He has considered this training from the
Considering your analysis above, overall, what would be an effective decision? Why?
Student opinions will vary, but based on limited information, it is likely that many will suggest
Bauer, Human Resource Management
SAGE Publishing, 2020
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What, if anything, do you think should be done differently or considered to help make this
decision more effective?
Students might have a variety of opinions and ideas here. They might include identifying measure to
HR Decision-Making Exercise: Interpreting Training and Safety Knowledge Analytics
Questions:
1. These data indicate a slight increase in the employees’ mean performance on the emergency
safety procedures knowledge test at baseline and for the first 2 months after they are hired
(prior to the online safety training). What are some possible reasons for this effect?
Possible reasons might include a better understanding of the work, the culture of the
Bauer, Human Resource Management
SAGE Publishing, 2020
2. There is a “bump” in the employees’ performance on the knowledge test immediately after
they are trained. However, their knowledge then begins to decline over the next several
months. What are some possible reasons for this effect?
This is an interesting trend. One reason might be a lack of safety reinforcement on the job,
3. Why would employees’ knowledge in this particular domain decline, even though they are
on the job. Put differently, wouldn’t their working on the job continue to maintain their
knowledge of emergency safety procedures? Why or why not?
There may be a need for regular training here. If knowledge is not used regularly, the
4. Safety is a top priority in companies such as this one. If you were a manager, what could you
do to remedy this decline in knowledge level among employees posttraining?
Some possibilities include looking at the type(s) of tests given to measure this knowledge. Is