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Managerial Success
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Chapter 9
Human Resource Management
Getting the Right People for
Managerial Success
CHAPTER CONTENTS
Teaching Resource Manual: A Guide to Implementation ii
Career Readiness-Based Personal Development Plan viii
Classroom Outline 10
Management in Action Case 50
Legal/Ethical Challenge Case 50
Career Corner Group Exercises 80
Uber Continuing Case 83
Manager’s Hot Seat Videos 85
Application-Based Activity 88
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
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TEACHING RESOURCE MANUAL: A GUIDE TO IMPLEMENTATION
The purpose of the Teaching Resource Manual (TRM) is to support you in the delivery of your
chosen curriculum in either a face-to-face or online classroom formats. It also was created to
help you address some of the following challenges in higher education:
• Addressing the inability to measure student comprehension prior to major assignments
such as a midterm or project.
You will learn that we created many different teaching resources you can use either before,
during, or after class. Because of the quantity of options, the goal of this implementation guide is
to provide an overview of how you might select the many teaching resources at your disposal.
So What Assets Can I Choose From?
Generally, a typical class session for any course comprises three “touch points:” before, during,
and after class. For a face-to-face course, your class session would normally be the day you
lecture to students. For an online course, the class session would be when you recorded the
Assigning SmartBook 2.0 and Connect® Exercises
SmartBook 2.0, (In Connect®, click on Performance / Reports / Assignment Results. Here you
can choose SmartBook and choose the assignment you wish to view reports for.) The following
reports are available through SmartBook 2.0:
Instructor Dashboard. Click on one of the tiles from Assignment Completion, Time on
Task, Metacognition, Most Challenging Learning Objectives, and Individual Learners.
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
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Assignment Completion. Shows the total percentage of all learners in the class that have
completed the assignments at this point in time.
Time on Task. Provides the user with a class-level view of the estimated time in
comparison to the actual average time to completion across the entire class.
Individual Learner Report. System provides all the assignment data available for that
specific student at that point in time, showing a breakdown of all questions answered in
each of the following categories:
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
With Connect®, you can build your own course, make changes to the course throughout the
semester, and use auto-grading. Connect® integrates with other Learning Management Systems,
include Blackboard®, Canvas, and D2L. Students can study anytime with the free
ReadAnywhere app, create personalized study plans, and Connect’s Calendar and Report tools
will help keep them on track.
Connect® gives you a wide array of flexibility in making assignments and creating grading
policies. You may choose to:
• assign as many assignments as appropriate.
Some recommendations include:
• Before selecting the option for one attempt only, select unlimited or multiple attempts on
the first few assignments to allow students a chance to learn and navigate the system.
So When Do I Assign Each Type of Teaching Resource?
Wouldn’t it be wonderful if you could transition from simply assigning readings, lecturing, and
testing to actually adapting your teaching to student needs? By utilizing the teaching resources
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
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Before Class
The learning goals we have for students determines our assignments before, during and after
class. For example, you may want to focus on mastering content, applying content, or using
content to solve problems. Alternatively, you may want to achieve all three goals.
A reading assignment—typically a chapter from the product in use—is a student’s initial
exposure to course content. Requiring students to complete a SmartBook 2.0 module either prior
to class or an online lecture allows you to gauge their comprehension of the material. Having a
better sense before class of which concepts your students are “getting” and which ones they are
Finally, you can use iSeeIt Animated Videos to emphasize content we have found difficult for
students to understand. These animated videos were developed to further unpack in brief, yet
effective, fashion the course topics that most commonly challenge students. Each animated video
is accompanied by auto-graded multiple-choice questions that can be assigned to confirm student
comprehension.
During Class
The TRM offers a host of additional materials and experiential activities you can use to bring
chapter content to life.
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
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If your goal is content mastery and you are utilizing SmartBook 2.0, you can plan class activities
and lecture based on results from the general results report and the metacognitive skills report.
If your goal is to provide for additional application of material, the TRM breaks down the
textbook Management in Action cases and legal/ethical challenges by providing questions and
ideal responses. Connect® also has multiple-choice questions that can be assigned for the
Management in Action cases. Finally, the TRM has a selection of group exercises that allows
instructors to focus on team learning methods.
After Class
After the face-to-face class session, or online lecture, you can assign Connect® exercises as
homework to further reinforce the material covered in the textbook and lecture. You may also
want to assign an iSeeIt! Animated Video if you notice that students are struggling with a
particular topic, even after class. Students can also be assigned the continuing case for each
chapter, which includes assignable multiple-choice and essay-based questions. To further gauge
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
a student has had at least one pass at the chapter content as they do not introduce new material.
Rather, they encourage students to apply, analyze, and evaluate material they already understand.
A Special Focus on Career Readiness
The ninth edition has a new strategic focus on career readiness. The authors goal is to provide
you the information and teaching resources needed to develop students’ career readiness
competencies desired by employers. The authors provide you the following information and
resources:
• Chapter 1 introduces the concept of career readiness and identifies the competencies
desired by employers.
• Career Corner sections in each chapter link chapter content to career readiness
competencies.
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CAREER READINESS-BASED PERSONAL DEVELOPMENT PLAN
This ninth edition of Management: A Practical Introduction includes a new strategic theme
around the concept of career readiness in order to address the employers’ complaints of
graduating students not possessing the needed skills to perform effectively. We deeply care about
this issue and hope that this new feature will assist instructors develop their students’ career
readiness.
We believe that creation of the plan is the desired end result for this course. Working the plan is
expected to happen after your class is over.
It is strongly recommended that you grade students’ plans. This enables you to assess whether
The instructor’s and students’ instructions for drafting a personal development plan are
located in the Chapter 1 TRM.
CAREER
READINESS
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SUGGESTED RESOURCES ACROSS TEACHING TOUCH POINTS MATRIX
Type of Asset
Before-Class/Lecture
During-Class/Lecture
After-Class/Lecture
SmartBook 2.0
Click and Drag Exercises
iSeeIt! Animated Videos
Self-Assessments
Case Analyses
Video Cases
Example and Practical
Action BoxesM
Group Exercises/Career
Group ExercisesM
TRM Discussion StartersM
TRM Follow-up activities for
Case Analyses, Video Cases,
Self-Assessments, and
Example/Practical Action
BoxesM
Quizzes/Tests
Uber Continuing Case
Management in Action
CaseM
Legal/Ethical Challenge
CaseM
Manager’s Hot Seat Videos
Application-Based Activities
CAREER
READINESS
CAREER
READINESS
CAREER
READINESS
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
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Copyright © 2020 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
Note: The above-mentioned assets are generally assignable and auto-gradable, except for those listed with an M as
those require manual grading. Also, some resources will require a paid subscription.
A Week at a Glance
When creating a syllabus and schedule for students, you can utilize the above-mentioned matrix
Before Class (before Wednesday)
• Assign Chapter 9 in SmartBook 2.0, making it due Tuesday evening so that reporting can
be reviewed prior to the lecture on Wednesday. The lecture can be customized based on
what concepts in the chapter students are struggling most with, as can be seen in the
READINESS
READINESS
During Class (on Wednesday)
• You can deliver a short, yet effective, lecture and focus on areas that students are really
struggling with. This can be done by reviewing the reporting from SmartBook 2.0 and
any assigned Connect® exercises, such as the recommended Click and Drag Exercise
CAREER
READINESS
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• A Manager’s Hot Seat video can be utilized to open up class discussion. Many of these
videos cover frequent, yet controversial topics, and they ask students to describe what
After Class (after Wednesday)
• You can assign a Connect® exercise, such as the continuing case on Uber, to reinforce
student comprehension of material and to also test application of concepts.
• You can also assign an online quiz or test on the material.
If you are teaching a completely online course asynchronously, then the in-person class above
can be substituted for a recorded online lecture that is customized based on SmartBook 2.0
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
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9–1
LEARNING OBJECTIVES
9.2 Discuss ways to recruit and hire the right people.
9.4 Describe the processes used for orientation and learning and development.
9.6 List guidelines for handling promotions, transfers, discipline, and dismissals.
9.8 Describe labor-management issues and ways to work effectively with labor unions.
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
TEACHING RESOURCES
Section
Title
9.1: Strategic Human
Resource Management
Are Companies to Blame for Not
Retaining Millennials?
with Supplemental Activity
with Self-Assessment Activity
Selection: Putting the Right
People into the Right Jobs
with Supplemental Activity
(3 minutes)
Internal and External Recruiting
Connect® Click and
ONLINE
VIDEO
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
The Ten Best Sites to Find Gig Jobs
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
What Is the Big 5 Personality
Test?
9.3: Managing an Effective
Workforce: Compensation
& Benefits
Amazon Raises Minimum Wage
to $15 an Hour
Amazon to Raise Its Minimum
U.S. Wage to $15 an Hour
with Supplemental Activity
9.4: Orientation and
Learning and Development
ONLINE
VIDEO
ONLINE
VIDEO
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
6 Different Types of Employee
Training Programs
Professional Training Courses
with Supplemental Activity
Is a Career in HR Right for You?
with Self-Assessment Activity
9.5: Performance Appraisal
Performance Anxiety: Revamping
Traditional Annual Reviews
with Supplemental Activity
The Performance Management
System
Objective and Subjective
Performance Appraisals
Google’s Success Builds from Its
Progressive Approach toward
Human Resource Management
Providing Constructive Feedback
to a Team Member
9.6: Managing Promotions,
Transfers, Disciplining, &
Dismissals
Thin Ice at Work
with Supplemental Activity
Magma Games Inc.
with Supplemental Activity
CAREER
READINESS
ONLINE
VIDEO
9.7: The Legal
Requirements of Human
Resource Management
Fixing Silicon Valley
Difficult Conversation: When the
Harasser Is a Client
with Supplemental Activity
How Can We End Sexual
Harassment at Work?
with Supplemental Activity
Preventing and Responding to
Workplace Sexual Harassment
Employee Protection Laws
9.8: Labor-Management
Issues
Beer Truck Drivers Union
Members Go on Strike
with Supplemental Activity
Four Kinds of Workplace
Agreements
Assessing Your Attitudes Toward
with Self-Assessment Activity
Freeman uses Union Labor
Connect® Video Case
9.9 Career Corner:
ONLINE
VIDEO
ONLINE
ARTICLE
ONLINE
VIDEO
ONLINE
VIDEO
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
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Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
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9–8
OVERVIEW OF THE CHAPTER
9.1 Strategic Human Resource Management
9.2 Recruitment and Selection: Putting the Right People into the Right Jobs
Qualified applicants for jobs may be recruited from inside or outside the organization. The
9.3 Managing an Effective Workforce: Compensation & Benefits
9.4 Orientation and Learning and Development
9.5 Performance Appraisal
9.6 Managing Promotions, Transfers, Disciplining, & Dismissals
9.7 The Legal Requirements of Human Resource Management
9.8 Labor-Management Issues
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
9–9
Copyright © 2020 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
negotiate, such as compensation, cost-of-living adjustments, two-tier wage systems, and
givebacks. It concludes by describing mediation and arbitration.
9.9 Career Corner: Managing Your Career Readiness
Our focus here is to help you become a better receiver of feedback because it is essential