Full file at http://TestbanksCafe.eu/Solution-Manual-for-Human-Resource-Management-13th-Edition-Mondy
Instructor’s Manual For
R. Wayne Mondy
Human Resource Management
Thirteenth Edition
Prepared by
R. Wayne Mondy
Full file at http://TestbanksCafe.eu/Solution-Manual-for-Human-Resource-Management-13th-Edition-Mondy
PREFACE
The 13th edition of the Instructor’s Manual was written with you, the human resource management instructor, in mind. In this manual my goal was to assist you in making class discussions more interesting and informative while helping reduce the amount of time you spend preparing for class sessions. No matter how much information is presented in a textbook, the instructor plays a crucial role in effectively discussing the concepts and theories and in building student enthusiasm for the subject matter. To my knowledge, this manual is one of the most comprehensive available for any human resource management textbook, and I believe that you will find it to be a valuable teaching aid.
R. Wayne Mondy
SPHR
TABLE OF CONTENTS
Topic Page
CHAPTER 1: STRATEGIC HUMAN RESOURCE MANAGEMENT: AN OVERVIEW
Chapter Objectives 11
Key Terms 11
Lecture Outline 12
Answers to Chapter Exercises 18
Answers to Chapter Questions for Review 20
Discussion of Chapter Incidents 25
CHAPTER 2:Business Ethics and Corporate Social Responsibility
Chapter Objectives 29
Key Terms 29
Lecture Outline 29
Answers to Chapter Ethical Dilemma 32
Answers to Chapter Exercises 33
Answers to Chapter Questions for Review 33
Discussion of Chapter Incidents 35
CHAPTER 3: WORK FORCE DIVERSITY, EQUAL EMPLOYMENT OPPORTUNITY, AND AFFIRMATIVE ACTION
Chapter Objectives 39
Key Terms 39
Lecture Outline 40
Answer to Chapter Ethical Dilemma 48
Answers to Chapter Exercises 49
Answers to Chapter Questions for Review 51
Discussion of Chapter Incidents 58
CHAPTER 4: JOB ANALYSIS, STRATEGIC PLANNING, AND HUMAN RESOURCE PLANNING
Chapter Objectives 61
Key Terms 61
Lecture Outline 62
Answer to Chapter Ethical Dilemma 69
Answers to Chapter Exercises 70
Answers to Chapter Questions for Review 71
Discussion of Chapter Incidents 76
CHAPTER 5: RECRUITMENT
Chapter Objectives 79
Key Terms 79
Lecture Outline 80
Answer to Chapter Ethical Dilemma 86
Answers to Chapter Exercises 86
Answers to Chapter Questions for Review 88
Discussion of Chapter Incidents 92
CHAPTER 6: SELECTION
Chapter Objectives 95
Key Terms 95
Lecture Outline 97
Answer to Chapter Ethical Dilemma 106
Answers to Chapter Exercises 106
Answers to Chapter Questions for Review 108
Discussion of Chapter Incidents 114
CHAPTER 7: TRAINING AND DEVELOPMENT
Chapter Objectives 117
Key Terms 117
Lecture Outline 119
Answer to Chapter Ethical Dilemma 127
Answers to Chapter Exercises 128
Answers to Chapter Questions for Review 129
Discussion of Chapter Incidents 134
CHAPTER 8: PERFORMANCE MANAGEMENT AND APPRAISAL
Chapter Objectives 137
Key Terms 137
Lecture Outline 138
Answer to Chapter Ethical Dilemma 144
Answers to Chapter Exercises 145
Answers to Chapter Questions for Review 146
Discussion of Chapter Incidents 150
CHAPTER 9: COMPENSATION
Chapter Objectives 154
Key Terms 154
Lecture Outline 156
Answer to Chapter Ethical Dilemma 163
Answers to Chapter Exercises 164
Answers to Chapter Questions for Review 165
Discussion of Chapter Incidents 171
CHAPTER 10: INDIRECT FINANCIAL COMPENSATION (Benefits) and Nonfinancial Compensation
Chapter Objectives 174
Key Terms 174
Lecture Outline 176
Answer to Chapter Ethical Dilemma 182
Answers to Chapter Exercises 183
Answers to Chapter Questions for Review 183
Discussion of Chapter Incidents 190
CHAPTER 11: A SAFE AND HEALTHY WORK ENVIRONMENT
Chapter Objectives 193
Key Terms 193
Lecture Outline 194
Answer to Chapter Ethical Dilemma 198
Answers to Chapter Exercises 199
Answers to Chapter Questions for Review 199
Discussion of Chapter Incidents 203
CHAPTER 12: LABOR UNIONS AND COLLECTIVE BARGAINING
Chapter Objectives 206
Key Terms 206
Lecture Outline 208
Answer to Chapter Ethical Dilemma 217
Answers to Chapter Exercises 218
Answers to Chapter Questions for Review 219
Discussion of Chapter Incidents 225
CHAPTER 13: INTERNAL EMPLOYEE RELATIONS
Chapter Objectives 228
Key Terms 228
Lecture Outline 229
Answer to Chapter Ethical Dilemma 233
Answers to Chapter Exercises 235
Answers to Chapter Questions for Review 235
Discussion of Chapter Incidents 238
CHAPTER 14: GLOBAL HUMAN RESOURCE MANAGEMENT
Chapter Objectives 241
Key Terms 241
Lecture Outline 242
Answer to Chapter Ethical Dilemma 246
Answers to Chapter Exercises 246
Answers to Chapter Questions for Review 247
Discussion of Chapter Incidents 249
TEACHING RESOURCES
Chapter Objectives
Chapter objectives are provided at the beginning of each chapter.
Key Terms
All key terms used in each chapter are defined.
Lecture Outline
A comprehensive lecture outline is prepared for each chapter.
Ethical Dilemmas
A brief exercise called “Ethical Dilemma” is included in all except the first chapter. These exercises are designed to permit students to make decisions regarding situations that could occur in the real world. In all instances it should be readily evident what the ethical choice should be. Decisions are often nice and neat in an academic environment. Then, students should ask themselves if there are other factors that some would consider in making a decision. Often there are factors that might sway a person to make a less than ethical decision.
Discussion of Chapter Exercises
End of chapter exerciseshave been added as a new feature to the 13th edition. These exercises provide in-depth, thought-provoking questions to the material covered in the text.
Answers to Chapter Review Questions
Answers to each of the review questions at the end of the chapter are provided.
Discussion of Chapter Incidents
Possible answers to each of the HRM Incidents presented in the text are provided. Because there are few instances in human resource management where there is a perfect right or wrong way to accomplish a task, please remember that responses provide only a guide to the discussion of the cases. Instructors may wish to elaborate further in their discussion.
Sample Syllabus
C. MANAGEMENT 310 A
HUMAN RESOURCE MANAGEMENT
Spring 20XX
Catalog Description: Lec. 3 Cr. 3 Human resource management topics include staffing, human resource development, compensation, health and safety, employee and labor relations, and human resource research.
NOTE: IF A STUDENT DOES NOT HAVE THE REQUIRED PREREQUISITES, THEY MUST DROP THE COURSE OR THEY MAY BE DROPPED BY THE INSTRUCTOR.
Prerequisites: Junior standing
INSTRUCTOR: Professor OFFICE: BBC 218
OFFICE HOURS: Tuesday - 7:00 – 9:00
Thursday - 9:15 – 11:15
Wednesday - 2:55 – 5:25 PHONE: 555-5555
Virtual Office Hours—
Monday – 7:00 – 10:00 a.m.
Wednesday – 7:00 – 9:00 a.m.
I will respond quickly to your inquiries during these times. You will find that it is a very effective means of communicating with me. I also check my e-mail frequently and will respond to you as soon as possible.
TEXT: Human Resource Management 13th edition by R. Wayne Mondy
PLEASE NOTE: Any student with a disability is encouraged to contact the Office of Services for Students with Disabilities in Drew Hall, Room 200 (555) 555-5555. It is each student's responsibility to register with the Office of Services for Students with Disabilities when requesting a reasonable accommodation.
COURSE OBJECTIVES
- An insight into the evolving role of strategic HRM in today’s organizations, the strategic role of HR functions, and the impact of technology and global competition.
2. An awareness of the importance of business ethics and corporate social responsibility in HRM.
3. An insight into how workforce diversity provides an opportunity for management.
- Examine the legislation and regulations affecting staffing.
- Know the significant federal court decisions affecting staffing.
6. Understand the Uniform Guidelines, Adverse Impact, and Affirmative Action Programs that affect staffing.
- Understand the ethical, regulatory, environmental, social, political and technological issues of staffing.
- An understanding of job analysis, strategic planning, human resource planning, recruitment (including Internet recruiting), and selection.
- An awareness of the importance of training and developing for employees at all levels.
- An understanding of performance appraisal and its role in performance management.
- An appreciation of how compensation and benefits programs are formulated and administered.
- An understanding of safety and health factors as they affect the firm’s profitability.
- An opportunity to understand employee and labor relations.
- An appreciation of the global dimension of HRM.
TENTATIVE SCHEDULE (Keep a few topics ahead because the schedule is only tentative)
Day 1 Introduction
Day 2 Overview of Human Resource Management
Day 3 Workforce Diversity
Day 4 Laws affecting Equal Employment
Day 5 Review for Exam One
Day 4 Exam 1
Day 5 Return and discuss Test 1
Day 6 Court Decisions Affecting Equal Employment
Day 7 Affirmative Action
Day 8 Job Analysis, Strategic Planning and Human Resource Planning
Day 9 Review for Exam Two
Day 10 Exam Two
Day 11 Recruitment
Day 12 Selection
Day 13 Training and Development
Day 14 Review for Exam Three
Day 15 Exam Three
Day 16 Performance Appraisal
Day 17 Direct Financial Compensation
Day 18 Indirect Financial Comp
Day 19 Nonfinancial Compensation
Day 20 Health and Safety
Day 21 Review for Exam Four
Day 22 Exam 4
Day 23 Labor Unions and Collective Bargaining
Day 24 Internal Employee Relations
Day 25 Business Ethics and Social Responsibility
Day 26 Global Human Resource Management
Day 27 Review for Exam Five
Day 28 Exam Five
Day 29 Makeup examination date
Day 30 Review for final
Day 31 Final Examination
Student Evaluation:
Five objective exams, in addition to a comprehensive final exam will be given. The final will count the equivalent of two tests. Test questions may come from your text, my lecture, or a combination. All tests are weighted 100 points each.
The following grading scale pertains: 90 - 100 = A; 80 - 89 = B; 70 - 79 = C; 60 - 69 = D; below 60 = F. I curve each test. Therefore, you must have a 90-grade average for an “A.” 89.99 is not an “A.”
Your grade for each test will be available to you in “Student Tools,” “Check Your Grade” in Blackboard. I will also return the test the next class period.
Testing Rules
No leaving the classroom after the test begins.
Bring a Scantron (two if you think you might have to erase)
Bring a number two pencil.
If you have a sinus problem, bring some tissues.
Keep your eye on your own paper.
I will put your name on the test. Find yours.
Nothing should be on your desk except, test, ID, pencil, and Scantron.
Mark your answer on your test first. When you are certain about your answers, put your answer on the Scantron. Do not erase on the Scantron. An incorrect answer because of poor erasure will count as an incorrect answer. Print your name on the Scantron.
Occasionally I will place selected information on Blackboard. Grades will be on Blackboard. I will also hand the tests back in class.
Attendance requirements for this class are the same as stated in the current Catalog. Attendance records will be maintained. All makeup examinations will be given on.
CHAPTER 1
STRATEGIC HUMAN RESOURCE MANAGEMENT: AN OVERVIEW
CHAPTER OBJECTIVES
1 Describe employer branding and define human resource management.
2 Identify the human resource management functions.
3 Identify the external environmental factors that affect human resource management and describe the trend for increased mobility of tasks performed by HR professionals.
4 Explain why corporate culture is a major internal environment factor.
5 Explain who performs human resource management tasks.
6 Describe how human resource management activities may be different for small businesses.
7 Describe the various human resource classifications, including executives, generalists, and specialists.
8 Describe the evolution of human resource management and explain the evolving HR organization.
9 Describe the professionalization of human resource management.
10 Explain the possible hurdles of managing human resources across different countriesand cultures.
KEY TERMS
Employer branding: Firm’s corporate image or culture focused on attracting the type of employees the firm is seeking.
Human resource management (HRM): Utilization of individuals to achieve organizational objectives.
Staffing: Is the process through which an organization ensures that it always has the proper number of employees with the appropriate skills in the right jobs, at the right time, to achieve organizational objectives.
Human resource development (HRD): Major HRM function consisting not only of training and development but also of individual career planning and development activities, organization development, and performance management and appraisal.
External environment: Factors outside an organization’s boundaries that affect a firm’s human resources make-up.
Union: Comprised of employees who have joined together for the purpose of dealing with their employer.
Shareholders: Owners of a corporation.
Human resource information system (HRIS): Any organized approach for obtaining relevant and timely information on which to base human resource decisions.
Corporate culture: System of shared values, beliefs, and habits within an organization that interacts with the formal structure to produce behavioral norms.
Human resource managers:Individuals who normally act in an advisory (or staff) capacity when working with other (line) managers regarding human resource matters.
HR <P<LINK LINKEND="MN2.01.015"<KT>outsourcing (HRO):</KT<SIDEIND NUM="15" ID="MN2.01.015"/</LINK> Process of hiring external HR professionals to do the HR work that was previously done internally.
Shared service center (SSC): A c<DEF<P>enter that takes routine, transaction-based activities dispersed throughout the organization and consolidates them in one place.
Professional employer organization (PEO): Company that leases employees to other businesses.
Line managers: Individuals directly involved in accomplishing the primary purpose of the organization are called line managers.
Executive: Top-level manager who reports directly to a corporation’s chief executive officer or to the head of a major division.
Generalist: Person who may be an executive and performs tasks in a variety of HR-related areas.
Specialist: Individual who may be a HR executive, a human resource manager, or a nonmanager, and who is typically concerned with only one of the five functional areas of human resource management.
Country’s culture:<INST</INST</KT<DEF<P>Set of values, symbols, beliefs, languages, and norms that guide human behavior within the country.
LECTURE OUTLINE
Employer Branding