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Part 2
Support Activities

Chapter 3:

Planning

McGraw-Hill Education

Copyright © 2015 by McGraw-Hill Education, All Rights Reserved.

 

Staffing Policies and Programs

Staffing System and Retention Management

Support Activities

Legal compliance

Planning

Job analysis

Core Staffing Activities

Recruitment: External, internal

Selection:
Measurement, external, internal

Employment:
Decision making, final match

Staffing Organizations Model

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Chapter Outline

  • Internal and External Influences
  • Organizational Strategy
  • Organizational Culture
  • Labor Markets
  • Technology
  • Human Resource Planning
  • Process and Example
  • Initial Decisions
  • Forecasting HR Requirements
  • Forecasting HR Availabilities
  • Reconciliation and Gaps
  • Staffing Planning
  • Staffing Planning Process
  • Core Workforce
  • Flexible Workforce
  • Outsourcing
  • Diversity Planning
  • Demography of the American Workforce
  • Business Case for Diversity
  • Planning for Diversity
  • Legal Issues
  • AAPs
  • Legality of AAPs
  • EEO and Temporary Workers

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Learning Objectives for This Chapter

  • Recognize external influences that will shape the planning process
  • Understand how strategic plans integrate with staffing plans
  • Become familiar with statistical and judgmental techniques for forecasting HR requirements and availabilities
  • Know the similarities and differences between replacement and succession planning
  • Understand the advantages and disadvantages of core workforce, flexible workforce, and outsourcing strategies for different groups of employees
  • Learn how to incorporate diversity into the planning process
  • Recognize the fundamental components of an affirmative action plan

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Discussion Questions for This Chapter

  • What are ways that the organization can ensure that KSAO deficiencies do not occur in its workforce?
  • What are the types of experiences, especially staffing-­related ones, that an organization will be likely to have if it does not engage in HR and staffing planning?
  • Why are decisions about job categories and levels so critical to the conduct and results of HRP?
  • What are the advantages and disadvantages of doing succession planning for all levels of management, instead of just top management?
  • What is meant by reconciliation, and why can it be useful as an input to staffing planning?
  • What criteria would you suggest using for assessing the staffing alternatives shown in Exhibit 3.14?
  • What problems might an organization encounter in creating an AAP that it might not encounter in regular staffing planning?

Ex. 3.1: Examples of External
Influences on Staffing

  • Organizational strategy
  • Current financial and human resources
  • Demand for products and/or services
  • Competitors and partners
  • Financial and marketing goals
  • Organizational culture
  • Expressed vision of executives
  • Degree of hierarchy and bureaucracy
  • Style of communication

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Ex. 3.1: Examples of External
Influences on Staffing

  • Labor markets
  • Labor demand
  • Labor supply
  • Labor shortages and surpluses
  • Employment arrangements
  • Technology
  • Elimination of jobs
  • Creation of jobs
  • Changes in skill requirements

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Exhibit 3.2 Internal Versus External Staffing

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Ex. 3.4: Major Workforce Trends

  • Continuing high cost of healthcare
  • Increased global competition for jobs, markets, and talent
  • Growing complexity of legal compliance
  • Large numbers of baby boomers leaving the workforce at around the same time
  • Economic growth of emerging markets
  • Greater need for cross-cultural understanding

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Discussion Questions

  • What are ways that the organization can ensure that KSAO deficiencies do not occur in its workforce?
  • What are the types of experiences, especially staffing-­related ones, that an organization will be likely to have if it does not engage in HR and staffing planning?
  • Why are decisions about job categories and levels so critical to the conduct and results of HRP?

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Overview: Human
Resource Planning

  • Process and Example
  • Initial Decisions
  • Forecasting HR Requirements
  • Forecasting HR Availabilities
  • Reconciliation and Gaps

Ex. 3.5: The Basic Elements
of Human Resource Planning

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Ex. 3.6: The Basic Elements
of Human Resource Planning

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HRP: Initial Decisions

  • Strategic planning
  • Linkages with larger organizational mission
  • Comprehensiveness
  • Planning time frame
  • Job categories and levels
  • What jobs will be covered by a plan?
  • Head count (current workforce)
  • Roles and responsibilities

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HRP: Forecasting HR Requirements

  • Statistical techniques
  • Exh. 3.7: Examples of Statistical Techniques to Forecast HR Requirements
  • Judgmental techniques
  • “Top-down” approach
  • “Bottom-up” approach
  • Scenario planning
  • Incorporating manager judgment of potential future outcomes into statistical models

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HRP: Forecasting HR Requirements

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HRP: Forecasting HR Requirements

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HRP: Forecasting HR Requirements

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HRP: Forecasting HR Availabilities

  • Approach
  • Determine head count data for current workforce and their availability in each job category/level
  • Statistical techniques
  • Markov analysis
  • Limitations of Markov analysis

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Ex. 3.9 Use of Markov Analysis to Forecast Availabilities

Exhibit 3.10 Replacement Chart

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Exhibit 3.11 Succession Plan

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Human Resource Planning

  • Reconciliation and Gaps
  • Coming to grips with projected gaps
  • Likely reasons for gaps
  • Assessing future implications
  • Action Planning
  • Set objectives
  • Generate alternative activities
  • Assess alternative activities
  • Choose alternative activities

Ex. 3.12: Operational Format for Human Resource Planning

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Discussion Questions

  • What are the advantages and disadvantages of doing succession planning for all levels of management, instead of just top management?
  • What is meant by reconciliation, and why can it be useful as an input to staffing planning?

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Staffing Planning Process

  • Staffing objectives
  • Quantitative objectives
  • Qualitative objectives
  • Generate alternative staffing activities
  • Staffing alternatives to deal with employee shortages and surpluses

Ex. 3.14 Staffing Alternatives to Deal With Employee Shortages

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Ex. 3.14 Staffing Alternatives to Deal With Employee Surpluses

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Discussion Questions

  • What criteria would you suggest using for assessing the staffing alternatives shown in Exhibit 3.14?

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Staffing Planning: Flexible Workforce

  • Advantages
  • Disadvantages
  • Two categories
  • Temporary employees
  • Independent contractors

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Exhibit 3.15: Factors to Consider When Choosing a Staffing Firm

  • Agency and its reputation
  • Types of workers
  • Planning and lead time
  • Services: recruiting, selection, training, wages and benefits, supervision
  • Worker effectiveness
  • Cost

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Staffing Planning: Outsourcing

  • Advantages
  • Disadvantages
  • Special issues
  • Employer concerns regarding working conditions
  • Loss of control over quality
  • Offshoring

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Diversity Planning

  • The American workforce is highly diverse
  • Women make up ½ the labor force
  • Immigration
  • Civil Rights Legislation
  • Age
  • Business case for diversity strategies
  • Expanded talent pools
  • Better understand diverse customer base
  • Enhance creativity of teams
  • Reduce turnover

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Exhibit 3.16: Making the Business Case for Diversity

  • Legal and policy compliance
  • Avoid lawsuits, operational disturbances, and negative press
  • Staffing levels
  • Broader base of candidates, diverse KSAOs, flexibility, and retention
  • Employee attitudes and behavior
  • Engagement, justice, and cooperation
  • Product/service market
  • Increased insight into diverse customers, sensitivity, and community relationships

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Diversity Planning

  • Planning for diversity
  • Recruiting activities
  • Selecting schools and colleges to recruit from
  • Show commitment to diversity in recruiting efforts
  • Selection activities
  • Eliminate requirements not related to job performance
  • Include objective standards for judging candidate qualifications

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Legal Issues

  • Affirmative Action Plans (AAPs)
  • Guidelines for AAPs
  • Purpose is remedying past discrimination.
  • Definite underutilization of women and/or minorities
  • Should not penalize majority group members
  • Should be eliminated once goals have been achieved
  • All candidates should be qualified
  • Include organizational enforcement mechanisms
  • EEO and temporary workers

Ex. 3.18 Comparing Incumbency to
Availability

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Discussion Questions

  • What problems might an organization encounter in creating an AAP that it might not encounter in regular staffing planning?

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Ethical Issues

  • Issue 1
  • Does an organization have any ethical responsibility to share with all of its employees the results of its forecasting of HR requirements and availabilities? Does it have any ethical responsibility not to do this?
  • Issue 2
  • Identify examples of ethical dilemmas an organization might confront when developing an affirmative action plan (AAP).
 
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Corrective Action Must Be Taken For A Project When: Question Options: The Technical Specifications Have Been Met. The Actual Cost Of The Activities Is Less Than The Funds Received For The Work Completed. Actual Progress To The Planned Progress Shows Th

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Question 1

Corrective action must be taken for a project when:

Question options:

the technical specifications have been met.

the actual cost of the activities is less than the funds received for the work completed.

actual progress to the planned progress shows the progress is ahead of schedule.

the actual progress is less than the planned progress.

Question 2

When establishing the project objectives, the objective must be agreed upon by the project:

Question options:

manager.

team.

sponsor.

supervisor.

Question 3

All the work involved with clearing a sidewalk after a heavy snow storm is an example of a project’s:

Question options:

outline.

scope.

timetable.

schedule.

Question 4

The types and quantities of resources to be used for the activities are the base for the estimated project:

Question options:

duration.

cost.

budget.

risk.

Question 5

If a project team is contacted by a stakeholder about a concern related to their project, the project team should:

Question options:

share the concern with all the other stakeholders to see if they agree.

send a mass email to all stakeholders to let them know the project is on time and under budget.

communicate with the stakeholder individually to deal with the concern.

ignore the concern because one stakeholder is not important.

Question 6

The list that includes key contact information, role or specific topics of interest, expectations, any known issues, and areas of potential influence for each stakeholder is known as the:

Question options:

list of prior projects.

project technical specifications.

stakeholder register.

lessons learned list.

Question 7

Which of the following is NOT an example of a project?

Question options:

Raising money for a disaster relief trip

Creating a website for a company

Starting-up a restaurant

Emptying the recycling everyday

Question 8

__________ changes the dynamics of the project and adds a layer of complexity that can adversely affect the project outcome if the project participants are not aware of what they might encounter regarding cultural differences and multinational economic transactions.

Question options:

Estimated duration

Globalization

Risk

Staffing

Question 9

The project objective requires completing the project __________ and producing all the deliverables by a certain time and within budget.

Question options:

schedule

timetable

outline

work scope

Question 10

The project budget is based on:

Question options:

the costs to do the resources before any indirect costs.

the estimated costs associated with the quantities of resources to be used.

how well the project manager can use accounting software.

the actual costs of the resources used for the project.

Question 11

If a stakeholder has concerns about a project, the project team should:

Question options:

write letters to all the stakeholders to not worry about the project.

be proactive and contact the stakeholder.

wait for the stakeholder to contact the project manager about the concern.

prepare a defense for their project decisions.

Question 12

The stakeholder register is a convenient tool to keep:

Question options:

stakeholders at a distance from the project.

all stakeholder information consolidated and up-to-date.

lessons learned.

all communications open to all stakeholders.

Question 13

The amount of estimated resources helps to determine the estimated:

Question options:

risk.

budget.

duration.

project scope.

Question 14

All the activities in the baseline plan must be performed in accordance to the project schedule and:

Question options:

list of project expectations.

technical specifications.

stakeholder register.

lessons learned list.

Question 15

If the organization decides to use external resources (a contractor) to perform the project, the organization will prepare a document called __________ that defines the project requirements.

Question options:

baseline plan

a request for proposal

a project scope document

project technical specifications

Question 16

Projects are identified and selected in the __________ phase.

Question options:

performing

closing

initiating

planning

Question 17

A risk __________ plan must be developed that identifies and assesses potential risks, determines the likelihood of occurrence and potential impacts of risks, and delineates responses for dealing with risks.

Question options:

development

management

avoidance

mitigation

Question 18

Project documents are organized and archived in the __________ phase.

Question options:

closing

performing

initiating

planning

Question 19

The __________ for a project specifies when each task should start and finish.

Question options:

schedule

list of expectations

technical specifications document

register

Question 20

A person or organization responsible for each work item should be identified to assign responsibility while __________ the project.

Question options:

designing

budgeting

planning

estimating

 
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Google Management

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Choose an organization and/or business and prepare an 8 -9 page paper on a “best” practice.  For instance, you could choose an organization that is well known for its employee training programs.  What makes this organization one of the best in the industry?  How does this training empower, motivate, and educate its employees?  How can another organization implement this practice?

In the past students have written on sports teams, car makers, on-line retailers, etc… any organization that has an organizational “best practice”.  Again, the practice can be employee rewards, motivation, feedback, culture, etc… something that is related to organizational behavior.

1) Identify the organization and talk about its mission and vision, who leads it?  Where is it located?

2) Discuss its best practice or practices (books, newspapers, etc… will write about these) — this can include sports teams, educational institutions, etc…

3) Tie this best practice into concepts that we have talked about in the course

4) How could another organization adopt this best practice?

Your paper should be NO LESS than 8 pages and NO MORE than 9 pages, double-spaced, Times New Roman, 12-point font and utilize at least 5 references (to include the textbook) to support your claims on the organization.  Please include a cover page and a bibliography/reference page using APA (these are not included in the page count).  Be certain to utilize the textbook to support your discussion within the paper.

 
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Please Answer The Questions

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28. True or False. Under U.S. law, any person who pays taxes can contribute to an IRA, and the contributions are tax-free.

 

44. True or False. Managers, executives, and lower level employees should all go through the same type of termination process.

 

49. True or False. If an organization offers leave benefits beyond those required by law, it should never make a declarative statement about this in its handbook

 

51. Which of the following assessments does not always need to be considered depending on the international assignment?

A. Person-organization fit

B. Personality-job fit

C. Language ability

D. Suitability of immediate family

 

52. The ERISA Act requires all of the following except:

A. All employees who have worked for more than one year and are over 21 years of age must be offered participation in any company-sponsored retirement plans.

B. Federal vesting rules must be followed, with a maximum vesting period of 100% at five years, or 20% per year from years 3 through 7.

C. Employee retirement accounts must be portable. When the employee changes jobs, their retirement funds can be transferred to their new employer or another qualified investment.

D. Fiduciaries who manage company retirement programs must act under the prudent man concept that says they should use care and diligence when investing retirement funds.

E. All employers must provide some form of employee retirement system for employees who are over the age of 21 and who request retirement accounts.

 

53. Maria is conducting a job evaluation in her organization by breaking each job down into component skills or abilities. After she completes that task, she will assign points to each skill or ability based on its difficulty. Maria is using the ________ method of job evaluation.

a. job ranking

b. point-factor

c. factor comparison

d. job hierarchy

 

54. Giorgio intentionally inserted an Internet worm into his company’s computer systems because he received low evaluation scores this period. Giorgio is guilty of:

A. Gross negligence

B. Just cause

C. A mistake

D. Employee resistance to change

E. Serious misconduct

 

55. Variable pay is:

A. compensation based on the reduction of the company’s variable costs.

B. compensation that varies based on the number of hours an employee works.

C. a payment made to a supplier in multiple installments.

D. compensation awarded on the basis of individual results or performance.

E. a payment made to employees based on willingness to work overtime.

 

56. John is always working to improve his cultural competence because his organization competes on a global scale with facilities in many different countries and no real “headquarters” in any country. John’s organization is in the ________ stage of corporate globalization.

a. domestic

b. international

c. multinational

d. transnational

 

57. Signs of potential violence include all but:

A. verbal threats

B. stalking and harassment

C. alcohol and/or drug abuse

D. employee cohesion

E. intentional property damage

 

58. Carl was dealing with a difficult employee problem. Doubting that he can remain objective in the situation, Carl asks Andrei to help him resolve the situation. It appears Carl is using the _________ ethical approach.

a. Golden Rule

b. four-way test

c. stakeholders’ approach

d. discernment and advice

 

59. Katrina’s organization is hiring for low-skilled jobs in an industry where unemployment is high and it is easy to find replacement workers. Adopting a(n) ________ organizational philosophy on compensation could allow her to hire plenty of workers.

a. wage compression

b. below-the-market

c. pay for longevity

d. competency-based pay

 

60. Management suspects it was Ramon who tipped off a safety inspector that one of the managers had hidden chemicals from the lab in the trunk of his car until the inspection was completed. After the inspection, managers began changing Ramon’s schedule and job duties daily. Ramon found that he could not plan for his children to be cared for while he was at work because his work schedule kept changing. Eventually, Ramon quit. It is likely Ramon experienced __________ discharge.

a. wrongful

b. constructive

c. economic

d. express

 

61. Wynona met an old friend for lunch. During the meal, Wynona mentioned that her company needed some help on their tax reporting. Wynona’s friend said that she was now an accounting consultant and had worked with many local organizations to streamline their tax reports. Wynona gave her a copy of the tax information for the company the next day and showed her friend what the issues were. A week later, Wynona’s friend brought completed copies of the tax forms necessary for Wynona’s company to her office. It would appear that Wynona created a(n) ________ contract when she gave her friend the tax forms.

a. express

b. implied

c. quasi

d. collective

 

62. ESOPs motivate employees because _______________.

a. employees will get something for nothing

b. employees will act more like owners

c. employees can reduce their work schedule

d. employees can expect higher base pay

 

63._____ organizations tend to believe that their values and culture are superior to others and they will therefore frequently choose to staff international facilities with home-country managers.

a. Ethocentric

b. Polycentric

c. Regiocentric

d. Geocentric

 

64. What mechanism is used to ensure that a company investigates any disciplinary action taken fully and fairly and makes sure that the disciplinary action fits the level of the offense?

A. The coaching model

B. The seven tests for Just Cause

C. Employee assistance programs

D. The discipline model

E. The code of conduct

 

65. Macy’s organization provides group health insurance to its employees. According to the ________, the organization must issue a “Summary Plan Description” that describes the plan and how it works in plain language.

a. Consolidated Omnibus Budget Reconciliation Act of 1985

b. Health Insurance Portability and Accountability Act of 1996

c. Employee Retirement Income Security Act of 1974

d. Social Security

 

66. Jacob’s manager asks him to organize a blood drive for the organization. The manager tells Jacob that if he accepts the assignment, he will be awarded Employee of the Month. Jacob has organized blood drives in the past and knows how much work is involved. He does not doubt that his manager can deliver on the promise of the award. However, Jacob has always thought that the award was silly. According to expectancy theory, Jacob is unmotivated to accept the assignment because _________ is lacking.

a. valence

b. instrumentality

c. expectancy

d. significance

 

67. Executive compensation in the form of a deferred contribution to the executive’s retirement accounts is one of the most common forms of _________ retirement funds.

A. governed

B. qualified

C. nonqualified

D. challenged

 

68. When a person does something because they like it, it is interesting and personally satisfying, and they want to do it, they are receiving _______________.

A. Intrinsic rewards

B. External rewards

C. Altruistic rewards

D. Autonomous rewards

E. Extrinsic rewards

 

69. Alexander did not make many sales this quarter. He considered adding a few fake entries to his quarterly report. However, he decided not to do so when the boss mentioned that the new computer software is designed to catch any inconsistencies. It appears Alexander is at the _________ of moral development.

a. preconventional level

b. conventional level

c. postconventional level

d. neoconventional level

 

70. OSHA cited a manufacturing company for a __________ violation for exposing workers to unguarded hazardous machinery. An inspection found that the company removed the machine guarding to increase the speed of product output and knowingly permitted workers to operate the machines in this unsafe manner.

a. willful

b. serious

c. other than serious

d. de minimis

 

71. Melissa’s boss told her to change the numbers on a balance sheet to make things look better for an upcoming board meeting. Melissa does not want to do it, but she really needs the job. She decides to go ahead and make the change. It appears Melissa’s justification for her unethical behavior is ________.

a. Disregard or distortion of consequences

b. I did it for the good of others or the company

c. I was only following orders

d. I’m not as bad as the others

 

72. Kyle is exhausted from working overtime to get his projects done. His manager asked another employee to help Kyle with his work so that Kyle can work regular hours with no overtime. According to learning theory, this is __________.

a. positive reinforcement

b. negative reinforcement

c. punishment

d. avoidance reinforcement.

 

73. Type A personalities experience ________________________.

A. the same amount of stress as Type B personalities

B. less stress than Type B personalities

C. more stress than Type B personalities

D. immeasurable stress

 

74. Acme Global is closing one of its plants immediately and laying off all 200 workers. As part of the closure, Acme Global will give each employee at the plant 60 days of pay and benefits. This will help Acme Global to be in compliance with the _________.

a. Railway Labor Act of 1926

b. National Labor Relations Act of 1935

c. Worker Adjustment and Retraining Notification Act of 1988

d. Labor Management Reporting Disclosure Act of 1959

 

75. Alfred has requested unpaid leave to care for his wife. She was injured while serving in the Army in Afghanistan. Alfred may be able to take this leave and return to his original job (or an equivalent one) under ________.

a. Social Security

b. the Affordable Care Act

c. the Family Medical Leave Act

d. Medicare

 

76. Under the idea of corporate social responsibility, companies must do the following:

A. provide employees with safe working conditions

B. provide consumers with safe products and services

C. compete fairly with competitors

D. all of the choices are correct

 

77. What percentage of international assignments fail mainly due to the inability to adapt to cultural differences?

A. 75%

B. 50%

C. 33%

D. 10%

 

78. Shannon is one of the best appliance repair people in her department. She can quickly disassemble appliances to diagnose and fix problems. However, her manager has noted that when other repair people ask her for help, she hesitates and seems unsure of herself. According to situational management, her manager should use a(n)________ management style to manage Maria’s performance problem.

a. autocratic

b. consultative

c. participative

d. empowerment

 

79. A mediator is a neutral third party who helps resolve a conflict ______________ to impose a solution to the conflict

A. and has jurisdiction

B. but has no authority

C. and will use consensus

D. and has some authority

 

80. Which of the following types of PTO is mandatory for U.S. employers?

A. Paid federal holidays

B. Paid annual leave

C. Paid sick leave

D. Paid personal leave

E. There are no mandatory PTO requirements for companies in the U.S.

 

81. Acme Global matches its employees’ contributions to charities. In other words, if an employee gives $100 to a non-profit agency, Acme Global gives $100 as well. It appears Acme Global is reaching the ________ level of corporate social responsibility.

a. legal

b. ethical

c. benevolent

d. social

 

82. Samantha’s organization keeps a large amount of raw materials in stock to guard against market fluctuations. It appears the ________ dimension of cultural diversity is high at Samantha’s organization.

a. assertiveness

b. power distance

c. in-group collectivism

d. uncertainty avoidance

 

83. One of the most common problems in incentive systems design is:

A. creating a set of goals instead of focusing on just one goal at a time.

B. picking an expedient goal that is easy to measure, but doesn’t aim at the company’s strategic goals.

C. designing incentive goals that are capable of being affected by the targeted employee or group of employees.

D. completely separating the incentives from base pay.

E. making the incentive goals difficult to achieve.

 

84. _______ contain information about the physical and chemical properties of hazardous products.

A. SDS

B. IEDI

C. PCPI

D. FMCS

E. AFUS

 

 

85. The first major provision of the FLSA concerns ____________________.

A. underage employees

B. the unskilled workforce

C. new hires

D. the federal minimum wage

 

86. _____ offer health, education, training, and fitness, weight and lifestyle management, and health risk assessment services to employees.

A. Employee assistance programs

B. Triple option programs

C. Employee caretaker programs

D. Health hybrid programs

E. Employee wellness programs

 

87. Angeline manages a group of employees who she knows have the ability to perform, but who also feel like their performance doesn’t matter much to the success of the company, and are therefore not concerned with doing a great job. Angeline may want to approach this group using a ______management style to improve their collective performance.

A. Participative

B. Results driven

C. Consultative

D. Empowering

E. Autocratic

 

88. What percent of employees in a bargaining unit must sign authorization cards for the NLRB to hold a union representation election?

A. 10%

B. 25%

C. 30%

D. 50%

E. 51%

 

89. At the beginning of the quarter, Marcus sat down with his manager and set three goals for the next three months. The achievement of each goal will depend on Marcus. No one else in his work group can affect the work toward the goal. Which advantage of individual incentives does this illustrate?

a. easy to evaluate employee’s affect on team

b. ability to match rewards to employee desires

c. promotes the link between performance and results

d. may motivate less productive employees to work harder

 

90. __________ is the right to give orders, enforce obedience, make decisions, and commit resources, toward completing organizational goals.

A. Authority

B. Responsibility

C. Accountability

D. Ethics

 

91. _____________ is part of expectancy theory.

A. Goal-setting

B. Decision-making

C. Negotiation

D. Grievance

 

92. Since the Acme Global Corporation closed six of its plants last year, employees at the other plants have been feeling a great deal of stress. This type of stress falls into the _______ category of stress causes.

a. personality type

b. organizational culture and change

c. interpersonal relations

d. type of work

 

93. Executives at Acme Global are concerned that airline workers will go on strike and prevent shipments of products from reaching customers. However, the National Mediation Board is keeping airline management and labor in mediation to avoid a strike. The executives at Acme Global are relieved that the ________ limits the potential for strikes of airline workers.

a. Railway Labor Act of 1926

b. National Labor Relations Act of 1935 (Wagner Act)

c. Labor Management Relations Act of 1947 (Taft-Hartley Act)

d. Labor Management Reporting Disclosure Act of 1959

 

94. Employee rights under OSHA include all of the following except:

A. refusing to be interviewed by an inspector.

B. having a company representative present during any interview.

C. have working conditions free from unnecessary hazards.

D. file a complaint about hazardous working conditions.

E. reporting hazardous conditions to their supervisor.

 

95. Harold is paid based on a percentage of the value of the products and services he sells. He is being paid by:

A. bonus

B. base pay

C. value pay

D. commission

E. merit

 

96. Macy is English and works for a U.S.-based company in England. It appears the company has made a(n) ________ staffing choice.

a. ethnocentric

b. polycentric

c. geocentric

d. domestic

 

97. Which of the following is NOT a progressive discipline action?

A. oral warning

B. Termination

C. Informal coaching talk

D. Disciplinary suspension

E. Informal written warning

 

98. When Acme Global asked Tamera to relocate to the company’s newest foreign plant, it paid her a salary equal to what she was making in the United States and gave her an allowance for extra expenses. It appears Acme Global is using the _________ approach to expatriate compensation.

a. balance sheet

b. split-pay

c. negotiation

d. localization

 

99. A routine component of executive compensation, common “perks” include all of the following except:

A. stock options.

B. use of company cars and aircraft.

C. home security systems.

D. club memberships.

E. tax planning assistance.

 

100. Erin knows exactly what benefits she will receive when she retires. She has worked for the organization for 20 years and will receive 65 percent of the average of her two highest years of pay. Erin’s retirement plan is a ________ plan.

a. defined benefit

b. defined contribution

c. vesting

d. experience

 
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IHRM

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Case 2.2 Long-term development plans of a German multinational in the USA

A German firm had developed its activities in the electrical industry in the USA for two years and the Chief Executive Officer (CEO) Peter Hansen was happy with their current performance: market share for important products had increased significantly and progress was better than expected. The number of employees had increased, including quite a few local American managers in high-level management positions – a situation which was rather unusual for a subsidiary of a German multinational in its early stage of development. The CEO’s goal from the beginning was to avoid an ethnocentric approach to the American activities of his firm and to take a polycentric approach that supported recruitment of local managers.

One of these US local managers was John Miller, the marketing director of the company. During the last two years, he had been thoroughly prepared for his job. The company had sent him to various high-level training programs at top business schools and had provided him with a long-term career plan, which included short-term vertical career advancement. While Peter Hansen wanted to support the development of an American manage- ment style, he nevertheless tried to transfer some HR practices which are highly valued in Germany – particularly investing in training and taking a long-term intraorganizational career perspective. While some US firms took this approach, these ideas were not as widely accepted in the USA as in Germany. However, Peter Hansen assumed that these policies would be valued by the new US employees of the firm and would provide an important incen- tive for employee retention.

One morning, Peter Hansen was shocked to learn that John Miller was about to quit his job. A competitor had offered John a challenging position – in large part because he had systematically built up his knowledge and experience base, supported by his German employer. How can you interpret Peter Hansen’s surprise from a cultural point of view?

Discussion Questions:

1Relate the described situation to one of the cultural dimensions identified by Hofstede. Can you explain Peter Hansen’s surprise using this theory?

2How does this situation compare to comparable situations in your home country? What are the limits of a cultural explanation?

1. Case 2.3 Female careers in various environments

Elisabeth Harstad was employed as a trainee at the Norwegian risk management consultancy DNV when she realized that being a woman was a barrier. Although trainees were supposed to go abroad, the company had problems finding a job for Elisabeth in a foreign subsidiary: “I wanted to go to London, Houston, or Singapore. In the end I managed to get an international assignment from Oslo to Copenhagen”.

This was in the 1980s. However, Elisabeth Harstad did not give up and energetically pursued her career. She is now the manager of the research and innovation unit at DNV, and since 2006 a member of the board of directors of the large Norwegian chemical company Yara. When the new members of the board of directors were elected, for the first time it was an advantage for Elisabeth to be a woman. Since 2008, Norwegian companies are required by law to have 40 per cent female members of their board of directors. Thus, Elizabeth is part of an experiment – if women do not make it to the top on their own, politics support this process in Norway.

Discussion Questions:

1Relate the situation in Norway to one of the cultural dimensions identified by Hofstede. How can you explain it?

2Can the rules for quotas of female managers be applied in other countries as well? What are the advantages and disadvantages?

2. IHRM in Action Case 2.4 Meeting on a Friday in Kenya?

Our building company had finished an important project concerning a new major road in Kenya. However, the company had not been paid for all of the completed work. The managing director of the Kenyan subsidiary of the building corporation organized a meeting with a representative of the relevant Kenyan government agency.

The meeting started and the representative was very polite and friendly. However, at the same time he also seemed to be quite nervous. Every few minutes he received a telephone call or had to initiate a telephone call himself. All tele- phone discussions were carried out in the local language. Despite the interruptions, I tried to explain the reason for my visit – the outstanding account balance. Of course, the government representative apologized for every interruption. However, after 15 minutes we were both very tense because the conversation had not advanced at all.

Eventually I said that I was sorry that my counterpart had so much to do and asked for another meeting next Tuesday. Instantly the government representative was relaxed again and happily confirmed the new meeting. Now he could finally concentrate on the preparation and organization of his big family meeting that weekend, which is typical for large Kenyan families.

Discussion Questions:

1Relate the described situation to one of the cultural dimensions identified by Hofstede. How can you explain it?

2How does this situation compare to comparable situations in your home country? What are the limits of acultural explanation?

3. Case 5.1 International headhunting

Peculiarities occur in the selection process when external service providers are assigned to undertake the search for international managers and are involved in the subsequent selection. Whereas in the scientific literature there are hardly any discussions or ideas presented addressing this topic, in practice headhunting is a commonly used method to fill international positions. According to Hewitt’s HR Outsourcing Survey, which includes more than 100 US companies, these companies pursue four central aims with the transfer of most (national and international) HR activities to external service providers. Accordingly, most of the companies surveyed (65 per cent) indicated they want to reduce costs by outsourcing activities. Furthermore, access to external expertise is attractive to many companies, as well as improved service quality and the possibility to more intensively direct internal resources to strategic HRM. With reference to outsourcing IHRM, the survey reveals that 43 per cent of the companies revert to the expertise of external service providers for expatriate management matters and 56 per cent in repatriation issues; 3 to 4 per cent of the companies even plan to outsource these areas in the near future. Concerning recruiting, 10 per cent of the companies surveyed indicated that they already assigned their recruiting to external service providers; an additional 6 per cent definitely plan to outsource their recruiting. As there are no explicit figures available, one can only speculate how many firms make use of outsourcing for their international employee selection as well. However, the specialization of numerous headhunting agencies and management consultancies in the area of IHRM and executive search for international managers indicates a high demand in these areas.

An example is the management consultancy ABC Asian Business Consultants from South Korea. Not only does it support companies from different branches in the search and selection of qualified managers, it also assists firms in organizing international management training or international career planning. Currently, seven employees and 15 trainers work on international projects at the company’s offices in Korea, China, India, and Germany. Every year, about 15 employee-selection projects are completed by ABC Asian Business Consul- tants. Headhunting selection criteria and job profiles are adjusted to the needs of the recruiting company and the requirements of the vacant position. Due to the high degree of candidates’ qualifications and confidentiality of information, the selection process is very complex. First of all, potential candidates must be identified and personally contacted. Alternative forms of HR Marketing (for example, activities involving Internet-based plat- forms or social networks) are not used because of the need for confidentiality. Often, a cover story is used to identify qualified candidates, seek further information and evaluate interest. Before the first contact between the candidate and the recruiting company takes place, the candidate’s curriculum vitae is evaluated, followed by two interviews with representatives of ABC Asian Business Consultants. Interviews via software programs such as ICQ, Skype or Windows Live Messenger may be used occasionally to bridge long distances and to conduct the interviews without national or international relocation. Based on the protocols of the interviews and the application forms, a short report on every candidate is compiled and a shortlist of the most qualified candi- dates is presented to the recruiting company. Ultimately, final interviews with the candidates are conducted by employees of the recruiting company, before a final decision on the filling of the international position is reached. The whole selection process may cover a period of several months. Occasionally, international assessment centers are organized using different methods such as individual presentations, role play, or presentations to the board of directors.

Based on his past experience, Dr Ulrich Hann, owner and Chief Executive Officer of ABC Asian Business Consultants, can identify cultural differences and differences in the qualifications of candidates from diverse inter- national backgrounds. Differences depending on the respective nationality appear, for example, in the personal contact during the selection interviews. There are also differences regarding the professional qualifications and skills of candidates. Many Indian candidates have a very high level of qualifications in natural sciences, while there is a strong demand for German candidates with a degree in mechanical engineering.

There are particular challenges for HR consultants in a dynamic international environment. Dr Hann notes: “Similar to the requirements for the candidates, the requirements and criteria for a qualified HR consultant in the international business environment are also high”. Notably, multilingualism is important to understand the needs of the customers and those of the candidates. In addition to a professional qualification, entrepreneurial thinking as well as international work experience are essential requirements to find a position in a recruiting company as an external service provider for IHR.

4. IHRM in Action Case 5.2 Role playing: Intercultural competence 

You have been assigned to Mexico for a two-year international assignment. Your task is to support the development of a new subsidiary. During the first weeks of your stay in Mexico you experience again and again that your Mexican employees as well as your suppliers and customers are never on time. Now you are sitting in a restaurant and waiting for the Sales Director of one of your Mexican suppliers. Your meeting was at 12.30, but it is already 13.00 and the person you were waiting for has not shown up. As you have another appointment at 13.30 you ask for the bill, still hungry! Exactly at this moment the Sales Director shows up – half an hour late. How do you react? What reaction do you expect from your Mexican partner? Which reactions would be interculturally competent and which would not be?

5. IHRM in Action Case 6.1 A rainy expatriate performance appraisal Richard Hoffman,

a Québécois chemical engineer working for a Canadian-based energy firm, was given a three- year expatriate assignment in Venezuela as a technical liaison and environmental protection project manager. His local project supervisor was Jean, a French engineer who had lived in French Guiana and then Venezuela for over 20 years. Richard thought that, as a Francophone from Quebec, he and Jean would be able to build a quick working relationship. Rich sent Jean an early email (in French, and not the usual corporate English) containing what he thought of as the five most significant goals associated with his assignment – similar to the management- by-objectives section of the more or less standard performance appraisal forms he had filled out for years during earlier assignments in Edmonton, Toronto and at corporate headquarters in Montreal. After several months with no response from Jean, Richard caught Jean in the hallway between meetings and asked him about the email and his progress to date. “Don’t worry about that”, Jean responded blandly. “Just keep working to the deadlines and I will check with your co-workers and the other project managers on your work. Where did you go to engineering school, by the way?”. Richard waited another six months and was becoming increasingly anxious as the firm’s annual review week approached. He finally caught up with Jean on a rainy Friday in the lobby of the office building as they both waited for their drivers to arrive. When asked about the upcoming performance review, Jean snorted and said, “C’est tout fini, it’s all been taken care of. Make an appointment with my assistant, Louisa, next week and we can go over the report we have sent to Montreal”. As Jean stepped gingerly into the rainy Caracas parking lot, Richard thought back to the last few weeks with his team, the sometimes loud disagreements with his fellow project managers, and wondered if it was too late in the day to call his old supervisor in Toronto.

 
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True / False Questions

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True / False Questions
1. Managers and economists traditionally have seen human resource management as a source of value to their organizations.
z

2. The concept of “human resource management” implies that employees are interchangeable, easily replaced assets that must be managed like any other physical asset.
True    False

3. Human resources cannot be imitated.
True    False

4. No two human resource departments will have precisely the same roles and responsibilities.
True    False

5. Today, greater concern for innovation and quality has shifted the trend in job design to an increased use of narrowly defined jobs.
True    False

6. An organization makes selection decisions in order to add employees to its workforce, as well as to transfer existing employees to new positions.
True    False

7. In the context of performance management, when the person evaluating performance is not familiar with the details of the job, outcomes tend to be easier to evaluate than specific behaviors.
True    False

8. The pay and benefits that employees earn play an important role in motivating them, except when rewards such as bonuses are linked to the individual’s or group’s achievements.
True    False

9. Maintaining positive employee relations includes preparing and distributing employee handbooks that detail company policies and, in large organizations, company publications such as a monthly newsletter or a Web site on the organization’s intranet.
True    False

10. Establishing and administering personnel policies allows the company to handle problematic situations more fairly and objectively than if it addressed such incidents on a case-by-case basis.
True    False

11. Currently, no federal laws outline how to use employee databases in order to protect employees’ privacy while also meeting employers’ and society’s concerns for security.
True    False

12. Human resource management is increasingly becoming a purely administrative function.
True    False

13. Evidence-based HR refers to the practice of initiating disciplinary action against employees only in the presence of clear and demonstrable proof of undesirable behavior.
True    False

14. Corporate social responsibility describes a company’s commitment to meeting the needs of its stakeholders.
True   False

15. To carry out the functions of talent manager/organizational designer effectively, an HR manager must possess knowledge of how the organization is structured and how that structure might be adjusted to help it meet its goals for developing and using employees’ talents.
True    False

16. All HR skills require some ability as operational executor.
True    False

17. In contrast to those in smaller organizations, supervisors in larger firms need not be familiar with the basics of HRM.
True    False

18. Recent surveys indicate that managers have largely positive perceptions of the ethical conduct of U.S. businesses.
True    False

19. According to the right of privacy, employers can conceal the nature of the job before hiring an employee.
True    False

20. Mimi feels that her being denied promotion has more to do with her being a woman than with her performance. However, her supervisors and the HR department are refusing to hear her case. This indicates that Mimi has been denied her right to due process.
True    False

21. In ethical, successful companies, the owners, not the employees, assume responsibility for the actions of the company.
True    False

22. For human resource practices to be considered ethical, they must result in the greatest good for the largest number of people.
True    False

23. The role of HR generalist is mostly limited to recruitment and selection.
True    False

24. The vast majority of HRM professionals have a college degree.
True    False

25. Some HRM professionals are members of professional associations, but many more have a professional certification in HRM.
True    False

 
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Rebekah Was Hired Soon After Graduation And Assigned To Complete A Management Trainee Program.

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Lesson 3

Question 1 0 / 5 points

A successful orientation should achieve which of the following?

Question options:

The new employee should feel welcome. (Incorrect)

The new employee should understand the organization in a broad sense.

The new employee should have clear understanding of what is expected.

All of the above

Question 2 5 / 5 points

In __________, trainees learn by making realistic decisions in simulated situations.

Question options:

improvisation

management games

case studies

action learning

Question 3 5 / 5 points

Performance analysis means __________.

Question options:

verifying that there is a performance deficiency.

determining whether a deficiency should be rectified through training or some other means.

conducting a detailed study of the job to determine what specific skills are required.

only A and B

Question 4 5 / 5 points

The methods used to give new or present employees the skills they need to perform their jobs are called __________.

Question options:

orientation

training

development

appraisal

Question 5 5 / 5 points

On-the-job training can be accomplished through the use of all of the following techniques except __________.

Question options:

coaching

programmed learning

understudy

job rotation

Question 6 5 / 5 points

Rebekah was hired soon after graduation and assigned to complete a management trainee program. She will move to various jobs each month for a nine-month period of time. Her employer is utilizing the __________ form of training.

Question options:

job rotation

understudy

coaching

special assignments

Question 7 5 / 5 points

Any attempt to improve managerial performance by imparting knowledge, changing attitudes, or increasing skills is called __________.

Question options:

diversity training

on-the-job training

performance improvement programs

management development

Question 8 5 / 5 points

Employee __________ provides new employees with the basic background information required to perform their jobs satisfactorily.

Question options:

recruitment

selection

orientation

development

Question 9 5 / 5 points

__________ training is a method in which trainees learn on actual or simulated equipment but are trained away from the job.

Question options:

Vestibule

Apprenticeship

Cubicle

Job instruction

Question 10 5 / 5 points

In the __________ method, a manager is presented with a written description of an organizational problem to diagnose and solve.

Question options:

case study

diagnose and learn

action learning

job rotation

Question 11 5 / 5 points

Which form of on-the-job training usually involves having a learner study under the tutelage of a master craftsperson?

Question options:

job instruction training

understudy training

programmed learning

apprenticeship training

Question 12 5 / 5 points

__________ is a special approach to organizational change in which the employees diagnose, formulate, and implement the change that’s required.

Question options:

Managerial development

Action research

Succession planning

Organizational development

Question 13 5 / 5 points

__________ is the continuing process of instilling in all employees the attitudes, standards, and values that the organization expects.

Question options:

Socialization

Training

Development

Orientation

Question 14 5 / 5 points

What percentage of learning on the job comes from informal learning?

Question options:

80

75

90

45

Question 15 5 / 5 points

Which of the following characterizes training today?

Question options:

Training is increasingly more strategic.

Training is more prevalent in the higher levels of an organization.

Training is developing a great reputation for getting results.

Training is being evaluated extensively.

Question 16 5 / 5 points

The first step in creating a training program is to __________.

Question options:

assess the program’s successes or failures

design the program content

analyze employees’ training needs

train the targeted group of employees

Question 17 5 / 5 points

Who performs the initial orientation?

Question options:

an HR specialist

the supervisor

neither A nor B

both A and B

Question 18 5 / 5 points

__________ is a section of an employer’s website that offers employees online access to many or all of the training courses employees need to succeed at their jobs.

Question options:

Videospace

A learning portal

A training portal

none of the above

Question 19 5 / 5 points

The __________ process includes improving the firm’s future performance and making sense of terms of the firm’s strategy and goals.

Question options:

management development

management skills inventory

action planning

performance support

Question 20 5 / 5 points

__________ is a form of management training in which trainees to learn by making realistic decisions in simulated situations.

Question options:

Developmental solutions

Improvisation

Spontaneity

Quick time

 
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MM255 Ch12

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. Critique the use of bank debit cards. Bank debit cards are becoming a popular alternative to using checks or credit cards. Investigate the advantages and disadvantages of using a bank debit card and answer the questions below.
Here are some ideas to consider in your investigation:
o convenience to account holders
o “float” time
o record of transactions
o financial privacy/safety
o card loss/theft liability
o checkbook balancing
o vendor acceptance
o usage fees by banks
o usage fees by vendors
o ease of administration by banks
o ease of administration by vendors
a. Where did you get your information?
o Was it the most reliable resource? Why or why not?
o How could you have improved the reliability of your resource?
o How has technology, such as online banking, affected these aspects? Pros and cons?
2. Your textbook defines an installment loan as a “loan with regular payments” on page 426. Search the internet to find an article or application of a type of installment loan that you find interesting, that you encounter on a daily basis or that you find in your profession. Present this article or application to the class and explain why you chose the example. Find the amount financed, the installment price, and the finance charge of the installment loan. Include the URL for the site you used. Do not copy the text in the site verbatim. You should summarize your findings

 
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CS/12

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Part I – Case #12, “Analyzing Promotion Data: Applying the 80% Rule”, page 41 – we will consider the legal and regulatory environment by examining a  case that addresses requirements to avoid EEOC issues with disparate impact. You may want to google “disparate impact” for a full explanation, before starting this case. This is a very challenging case, so spend at least 10 hours on this case. Use the same process to analyze this case. You will need to answer the questions on page 43 and you should have at least 2 full pages in MLA 7th edition format with references listed on page 3.

 

The third case looks at disparate impact and you will utilize the 80% rule. As a refresher, you need to view the powerpoint labeled disparate treatment and disparate impact under the “course resources” tab. Understanding how to apply the 80% rule will support you in defending an EEOC claim of discrimination, but you must know how to determine if disparate treatment has occurrd and if so, against whom and why is this an issue?

 

·         Grading Rubric for Cases

 

Your grade is a combination of the following elements:

 

1. Appropriate length of answer. One paragraph per question answered. Individual question minimum of 3 well-structured sentences in 12 point font.

 

2. Identification of correct human resource or management topic.

 

3. Full quality answers which include research to determine how to apply standards, regulations, or laws covering human resources. These cases require you to research current federal employment law, regulations, and issues in order to answer them correctly.  Review “Website resources” tab. Also you can google topics, laws, cases, etc.

 

4. Correct notation of sources listed at the bottom of each answered case. You should list the textbook and any websites or other resources you used; cite direct quotes from sources in parathesis and put (author’s last name, page #).

 
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Human Resources

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EASTERN WASHINGTON UNIVERSITY                    HUMR 328

Posting Information and Comments on the Discussion Board (Rubric)

When you put up information on the discussion board, there is not a length requirement but a content requirement.   The length of most initial posts are suggested to be about 3 ‐4 paragraphs.  The length of a reply post is not likely to be  more a than 1‐2 paragraphs.  Think of the posts as a response to an in class questions and you are talking with your  peers.    1. Submit a thoughtful post early in the timeline and by the due date.  This post should show knowledge and

understanding of the course content and subject being discussed.  2. Post a response to at least 2 other learners – this should be an extension of the community learning and applicable

to the discussion.  You can ask questions, refer to other learner’s comments and relate to your own experiences.   These posts should be done within the time frame given.

3. Read as many posts/responses as you can.  This is a great way to extend your learning and understanding of the  topic.

Criteria  Exemplary  Satisfactory  Unsatisfactory    Quantity and timeliness

Submits 2 or more  thoughtful posts early in  the session and more than  2 Responses to other  learners at various times  during the week.

Submits at least 1 thoughtful  post early in the session and  at least 2 responses to other  learners at various times  during the session.

Does not submit at least one  post early in the session  and/or does not submit at  least 2 responses to during  the week.

Demonstrates  knowledge & under‐ standing of content and  applicability to  professional practice

Posts & responses show  evidence of knowledge and  understanding of course  content & applicability to  professional practice &  include other resources  that extend the learning of  the community.

Posts and responses show  evidence of knowledge and  understanding of course  content and applicability to  professional practice.

Posts and responses show  little evidence of knowledge  and understanding of course  content and applicability to  professional practice.

Generates learning  within the community

Posts elicit responses &  reflections from other  learners & responses build  upon & integrate multiple  view from other learners to  take the discussion deeper.

Posts attempt to elicit  responses and reflections  from other learners and  responses build upon the  ideas of other learners to  take the discussion deeper.

Posts do not attempt to  elicit responses &  reflections from other  learners & responses do not  build upon the ideas of  other learners to take the  discussion deeper.

Language Usage  Uses lively and descriptive  language. Uses precise  verbs. Writing has lively  voice that engages the  reader.

Provides basic information  with adequate details and  varies sentence length and  structure.

Provides basic information  with few details or sentence  variety, & uses simple  sentences &vocabulary.

Mechanics  No errors in basic grammar  or format.

Makes few errors in basic  language conventions.  Uses  capital letters, question  marks, and periods  appropriately. Errors do not  interfere with  comprehension.

Uses capital letters,  question marks, and periods  inconsistently.  More than 2  spelling errors‐grammar  may be incorrect.

 

 
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