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Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for

Managerial Success

Each year Google receives over 2 million job applications from around the world. Students

should write one or two paragraphs about what makes them uniquely qualified to work for a

company like Google. Do they have certain skills, characteristics, and/or knowledge that would

qualify them to work for an innovative tech company? If not, what should they develop, and

how?

Group Exercise #3: Providing Constructive Feedback to a Team Member

This Group Exercise is available at the end of this manual and provides students with the chance

to experiment with giving constructive feedback to a team member.

Exercise Objective:

9.6 Managing Promotions, Transfers, Disciplining

POWERPOINT SLIDES:

#32 Promotions, Transfers, Discipline, and Dismissals

#33 Exit Interview and Nondisparagement Agreement

Section 9.6 discusses managing employee replacement actions. These include promoting,

transferring, demoting, or dismissal. Exit interviews and nondisparagement agreements are also

discussed.

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learning about it through the grapevine, but you do want to have a plan for what you are

2. Describe the reasons a company might transfer an employee, and discuss the advantages

and disadvantages of using job transfers.

There are many reasons a company might transfer employees. The employees might be

3. What actions can managers take to deal with the stress and the layoff survivor sickness

that employees who kept their jobs after a downsizing may experience?

Employees whose companies have gone through a layoff process are likely to experience

a myriad of emotions. They may feel betrayed by the company and now distrust it. They

Section 9.6 Key Concepts:

Promotions

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● Promotion is moving an employee to a higher-level position.

● Three concerns of promotion are fairness, nondiscrimination, and others’ resentments.

o It is important that promotions be fair, not for reasons of nepotism or cronyism.

Transfers

● Transfer is movement of an employee to a different job with similar responsibility.

● Transfers may occur for four reasons:

o To solve organizational problems by having employees use their skills at another

location.

Disciplining and Demotions

● Poorly performing employees may be given a warning or a reprimand and then

disciplined.

Dismissals

● Dismissals are of three types:

o Layoffs suggest that a person has been dismissed temporarily and may be recalled

later if conditions change.

● In the past, managers could use their discretion about dismissals, but today an employer

must carefully document the reasons for dismissals to avoid employees suing for

“wrongful termination.”

Interactive Classroom Material:

PRACTICAL ACTION: The Right Way to Handle a Dismissal

This Practical Action gives advice on handling dismissals. Firing an employee is a difficult task,

one that managers generally dislike. Many will carry an employee longer than they should

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delay the dismissal and make sure it is defensible—make sure the steps taken are well

documented. 3) Be aware of the effect not only on the fired worker but on those still at the firm.

Exit Interviews and Nondisparagement Agreements

● An exit interview is a formal conversation between a manager and a departing employee

to find out why he or she is leaving and to learn about potential problems in the

organization.

9.7 The Legal Requirements of Human Resource

Management

POWERPOINT SLIDES:

#34 Legal Requirements of HRM: Labor Relations

#35 Legal: Compensation and Benefits

#36 Legal: Health and Safety

Section 9.7 discusses the four areas of human resource law about which any manager needs to be

aware. These are labor relations, compensation and benefits, health and safety, and equal

employment opportunity (EEO). Three important concepts covered by EEO laws are discussed:

workplace discrimination, affirmative action, and sexual harassment. The impact of bullying is

also discussed.

ARTICLE

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Client.” This article discusses how companies and employees struggle to find the best solution

when one of the firm’s clients is engaged in inappropriate behavior. For a supplemental activity,

you could have students discuss ways that employees can be exposed to sexual harassment with

people outside the company and discuss best practices companies should follow when the

harasser is a customer, a client, a patient, etc.

Topics and Tips for Discussion:

1. Discuss what organizations can do to foster an environment of equal opportunity.

A manager’s responsibility for fostering equal opportunity is to know the various

characteristics or “protected classes” on which an employer cannot discriminate based

2. Discuss best practices for sexual harassment prevention and for investigating claims of

sexual harassment.

Sexual harassment prevention begins with a sound anti-harassment policy and with anti-

harassment training. The firm’s policy should be easily accessible and widely distributed,

3. Have you or any of your co-workers been a victim of workplace bullying? If so, critique

how the employer addressed the situation. If not, how can you ensure that your

organization promotes a culture that does not condone bullying?

It is important that the company foster a workplace culture designed to support a bully-

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Managerial Success

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important for all managers to be good role models and not display any bullying behavior.

Encourage people to stand up for themselves if they are being bullied and require others

to report bullying if they see it.

Section 9.7 Key Concepts:

Labor Relations

● The Wagner Act passed in 1935 created the National Labor Relations Board, an agency

which enforces procedures whereby employees may vote to have a union and procedures

Compensation and Benefits

● The Social Security Act passed in 1935 established the U.S. retirement system.

Health and Safety

● Beginning with the Occupational Safety and Health Act (OSHA) of 1970, laws have been

Equal Employment Opportunity

● Title VII of the Civil Rights Act of 1964 began the move to reduce discrimination in

employment based on racial, ethnic, and religious bigotry and gender stereotypes.

Workplace Discrimination

● Workplace discrimination occurs when people are hired or promoted—or denied hiring

or promotion—for reasons not relevant to the job.

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● There are two types workplace discrimination:

● Those discriminated against can sue for back pay and punitive damages.

Interactive Classroom Material:

EXAMPLE: Sexual Harassment at Work

Sexual harassment is not new. However, in the last year with the advent of the #MeToo

movement, and the firings and resignations of many prominent men, it is necessary for

Affirmative Action

● Affirmative action focuses on achieving equality of opportunity within an organization.

● It tries to make up for past discrimination in employment by actively finding, hiring, and

Sexual Harassment

● Sexual harassment consists of unwanted sexual attention that creates an adverse work

environment.

● This includes not only unwanted touching but also obscene gestures, sex-stereotyped

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● There are two types of sexual harassment that violate Title VII of the Civil Rights Act:

o Quid pro quo occurs during hiring, when job benefits or opportunities are

● To prevent sexual harassment:

o Managers must make sure their companies have an effective sexual harassment

policy in place.

Connect® Exercise

CLICK AND DRAG: Preventing and Responding to Workplace Sexual Harassment

Summary of Activity:

In this Click and Drag exercise, students will match sexual harassment prevention and response

techniques to their appropriate workplace examples.

Bullying

● Bullying is repeated mistreatment of one or more persons by one or more perpetrators; it

is abusive physical, psychological, verbal, or nonverbal behavior that is threatening,

Connect® Exercise

CLICK AND DRAG: Employee Protection Laws

Summary of Activity:

In this Click and Drag exercise, students will match applicable employment laws with provided

situations.

9.8 Labor-Management Issues

POWERPOINT SLIDES:

#44 Labor-Management Issues

#45 Who’s in a Union (2017)?

Section 9.8 discusses the process by which workers get a labor union to represent them, how

unions and management negotiate a contract, and issues unions and management negotiate. This

section also discusses the types of union workplaces and right-to-work laws. Finally, grievance

procedures, mediation and arbitration are discussed.

Topics and Tips for Discussion:

1. Why do you think labor unions have lost some of their clout over the last few decades?

What should they focus on to make themselves more relevant?

There are several factors that have likely contributed to the decline of unions in the

United States. Globalization and new technology play a role. U.S. companies can use

automation to reduce the size of their workforce or they may shift operations to countries

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2. Assume you live in a non-right-to-work state and have just been offered a job with a

company that has a union shop, which will require you to join the union within 30 days of

beginning employment. Would you still accept the job? Defend your position.

3. Discuss how the shift to a “gig” economy is likely to impact unionization.

Barring changes in government regulations, the shift to a “gig” economy is likely to

negatively impact unionization. As independent contractors rather than employees,

Section 9.8 Key Concepts:

Forming Labor Unions

● Labor unions are organizations of employees formed to protect and advance their

members’ interests by bargaining with management over job-related issues.

● When workers in an organization decide to form a union, they first must get workers to

How Unions and Management Negotiate a Contract

● Once the union is recognized as an official bargaining unit, its representatives can then

meet with management’s representatives to do collective bargaining, the process of

negotiating pay and benefits and other work terms.

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● When agreement is reached, the union representatives take the collective bargaining

results back to members for ratification, the process of voting to accept or reject the

contract.

● If members vote yes, the union and management representatives sign a negotiated labor-

management contract.

The Issues Unions and Management Negotiate About

● Union Security

o A union security clause is the part of the labor-management agreement that states

that employees who receive union benefits must join the union or at least pay dues

● Compensation

o Unions negotiate wage rates, including overtime pay, different wages for different

shifts, and bonuses.

o The pressure of competition from abroad and deregulation at home have forced

Connect® Exercise

CLICK AND DRAG: Four Kinds of Workplace Agreements

Summary of Activity:

In this Click and Drag exercise, students will match workplace types with their correct

description.

Settling Labor-Management Disputes

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● A grievance is a complaint made by an employee that management has violated the terms

of the labor-management agreement.

o Grievance procedures are often handled initially by the union’s shop steward, an

official elected by the union membership who works at the company and

● Mediation is the process in which a neutral third party, a mediator, listens to both sides in

a dispute, makes suggestions, and encourages them to agree on a solution.

SELF-ASSESSMENT 9.4

Assessing Your Attitudes toward Unions

New Ways to Advance Employee Interests

● The modern U.S. economy increasingly relies on shift work and temporary employees,

and as a result, labor organizations have taken on new permutations.

Connect® Exercise

VIDEO CASE: Freeman Uses Union Labor

Summary of Activity:

Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for

Managerial Success

The goal of this Video Case is to apply students’ knowledge of labor relations theory to Freeman

Audio-Visual, which heavily utilizes labor unions. After watching the video, students will

respond to four multiple-choice questions

Follow-Up Activity:

9.9 Career Corner: Managing Your Career Readiness

POWERPOINT SLIDES:

#50 Model of Career Readiness

#51 Managing Your Career Readiness

Section 9.9 discusses steps for becoming a better receiver of negative feedback: (1) identify your

tendencies, (2) engage in active listening, (3) resist being defensive, (4) ask for feedback, and (5)

practice being mindful. Developing key skills of the career readiness model will improve your

ability to receive negative feedback.

Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for

Managerial Success

Step 1 is to identify your tendencies of how you respond to feedback. If you are not open

to receiving negative feedback, you are unlikely to change your behavior. Step 2 is to

3. What is the best way to ask your manager for feedback?

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Career Corner Group Exercise: Becoming a Better Giver and Receiver of Feedback

Exercise Objectives:

1. Students will develop their ability to give and receive feedback.

CAREER

READINESS

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MANAGEMENT IN ACTION

DIFFICULTIES ATTRACTING AND RETAINING HUMAN CAPITAL IN THE NURSING PROFESSION

Problem-Solving Perspective

1. What is the underlying problem in this case from the perspective of a hospital

administrator?

2. What role do you believe hospital administrators have played in contributing to nursing

shortages and high nurse turnover?

3. What can hospitals do to increase nurse supply and retention rates?

Regarding nurse supply, hospitals must work to create a more positive public image of

the nursing profession. When unions strike or major neglect by hospitals toward nurses is

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demonstrated by the actions of the California Nurses Association, the hospitals must then

respond to the feedback in order to prevent large-scale strikes and backlash.

Application of Chapter Content

1. What could hospitals do to create a realistic job preview before new nurses accept a

position? How do you think this might help with nurse retention?

Hospitals could create a realistic job preview for candidates that has at two components.

One component should be the opportunity to shadow nurses in similar positions for

multiple shifts (Note: One possible barrier to being more involved on-the-job than simply

2. What type of training or development might hospitals offer to help reduce nurse

turnover?

The first piece of training that should be strengthened is the onboarding process. During

this time, work-role expectations and responsibilities are set for employees, and in the

3. What steps could hospitals take to ensure male and female nurses are given equal

opportunities in compensation and promotion decisions?

It’s important to first note that compensation is not simply wages, but also includes

incentives and bonuses. One step a hospital could take would be to base compensation

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strictly on years of experience and/or other objective factors. This can eliminate bias in

the decisions by hiring managers and administrators. Additionally, setting strict

compensation guidelines not allowing for negotiation, while possibly limiting in other

ways, can alleviate some of the inequality (Although some research suggests women are

at least equally as likely as men to negotiate when given the opportunity, other research

suggests that women are also less likely to be given as much as men out of the

negotiations). Similarly, for promotions, taking steps to reduce the amount of bias that

goes into decisions, such as using more objective standards (e.g., number of hours/shifts

worked) can help to increase equality for these decisions.

4. Do hospitals have a legal and/or ethical responsibility to invest more money in equipment

to prevent work-related nursing injuries? Why or why not?

According to the Occupational Safety and Health Act (OSHA) of 1970, hospitals are

required to provide nurses (and other employees) with a nonhazardous work

5. What do you think are the primary reasons nurses experience so much mistreatment on

the job, and what can hospitals and nurses do to decrease these incidents?

One possible reason is that a majority (91 percent) of the nurse workforce is made up of

female employees, and female employees are more commonly the victims of workplace

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6. Why do you think some nurses are resorting to collective action, and what do you think

hospitals might do to proactively advance nurses’ interests and avoid nursing strikes?

Nurses are resorting to collective action because they see that hospitals are not taking

their proposals and negotiations seriously. An additional factor may be how widespread

Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for

Managerial Success

LEGAL/ETHICAL CHALLENGE

SHOULD NONCOMPETE AGREEMENTS BE LEGAL?

Solving the Challenge

1. Of course. Every company needs to protect its proprietary and confidential information.

Noncompete agreements play an important role for organizations that do not want their

2. In moderation. I agree that it makes sense to protect proprietary information like

formulas, equations, trade secrets, and intellectual property for certain occupations or

industries. But this should not apply to all jobs, such as working in a sandwich shop.

3. No. They should be against the law because they prohibit people from finding

employment.

This is the other extreme side of the argument. A blanket prohibition probably would not

4. Invent other options. Explain.