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Solution manual for Managing Human Resources 10th Canadian Edition by Monica Belcourt
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Solution Manual for Managing Human Resources 10th Canadian Edition by Monica Belcourt full download please contact
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full download please contact u84757@protonmail.com or qidiantiku.comChapter 1: The World of Human Resources Management
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If nothing else, my students should learn that…
Human resources management (HRM) involves a number of policies and practices
(e.g., recruitment, selection, training, health and safety) that are designed to provide
employees with the ability, motivation, and opportunity to perform their jobs well.
Effective HRM requires a consideration of the organization’s strategy, as well as the
social and political landscape. This requires the HRM department to be a strategic
partner and a champion of change. Further, human resources (HR) must partner with
line management (i.e., non-HR managers who are responsible for overseeing the work
of other employees), who are often the conduits of HR policies.
Learning outcomes
1. Explain how human resources managers and other managers have rewarding careers
through the strategic management of people.
2. Explain how good human resources practices can help a firm gain sustainable
competitive advantage and how COVID-19 may impact this relationship.
3. Describe how technology can improve how people perform their work and how they
are managed.
4. Explain the dual goals human resources managers have in terms of increasing
productivity and controlling costs.
5. Discuss how firms can leverage employee differences to their strategic advantage and
how educational and cultural changes in the workforce are affecting how human
resources managers engage employees.
6. Provide examples of the roles and competencies of today’s human resources
professionals.
Using MindTap to motivate students to read: Students regularly share that when the
readings are assigned for a percentage of their overall grade, they are more inclined to do this
work. The MindTap eReader features Concept Checks throughout the readings that act as
formative assessments and help the students improve metacognition. These concepts checks
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can be assigned for a grade, in addition to any assessment (end-of-chapter quizzes, for
example) featured throughout the resource.
Why is this chapter important?
The purpose of this chapter is to acquaint students with the importance of HRM and how it
contributes to the achievement of an organization’s overall objectives. COVID-19 has
changed the world in a dramatic manner. Almost everything has been impacted, including
how we manage people in organizations. In this chapter, we discuss the following topics: the
importance of people to organizations in a COVID-19 world, how people can be a source of
competitive advantage, the competitive challenges facing firms, and the concerns of
employees themselves. Students are made aware of some of the important efforts that small,
medium, and large companies are making to develop and utilize the talents of their people, as
well as the changes taking place in the work environment. We end the chapter with a
discussion of the competencies that HR managers and line managers need to possess to work
together to make the most of employees’ talents.
Why should students care?
The answer to this question is much the same, regardless of if students plan on a career in
HRM. Even if students are not interested in considering a career in HR, they will likely aspire
to be in management-level positions at some point in their career and thus HRM content will
also be highly relevant to them. Organizations compete through people. Studying HRM gives
students an understanding of the systems and processes needed to develop and utilize the
talents and energies of employees for the firm to gain a competitive advantage. Staffing the
organization, designing jobs and teams, developing skilful employees, identifying approaches
for improving employee performance, and rewarding employee successes—all typically
labelled HRM issues—are as relevant to line managers as they are to managers in the HR
department. The HR professional supports managers as they manage their employees to
achieve organizational goals. Because employee skills, knowledge, and abilities are among
the most distinctive and renewable resources on which a company can draw, their strategic
management is more important than ever.
What can I do in this class?
This section includes ideas for how to start and finish the class. It also contains information
from the text that can be used as a basis for a lecture. Moreover, it contains numerous
suggestions for student engagement. Depending on your class size, the nature of the students,
and your desire for classroom participation, choose from these activities to enliven the
classroom.
Getting started
Begin the class with a brief overview of the strategic role of the HRM function. For instance,
emphasize these points:
Studying HRM gives students an understanding of the systems and processes needed
to develop and utilize the talents and energies of employees for the firm to gain a
competitive advantage.
Staffing the organization, designing jobs and teams, developing skilful employees,
identifying approaches for improving their performance, and rewarding employee
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successes—all typically labelled HRM issues—are as relevant to line managers as
they are to managers in the HR department.
Explain that this is because organizations “compete through people,” and the success of doing
so depends on an organization’s ability to manage talent, or human capital, defined as the
economic value of employees’ knowledge, skills, and capabilities.
Some ideas for getting students energized at the beginning of class include the following:
Connectivity Activity: Ask students to think about a previous or current job. In small
groups, discuss their interaction with the HRM department. Note the activities
mentioned by students on the board or flip chart. Ask students if all the activities are
the sole responsibility of HR professionals. There are likely to be shared
responsibilities with management. Highlight some of the reasons why HRM is
important for those who wish to be HRM managers, but also for those who wish to
manage others, or even start their own business.
Connectivity Activity: Go to websites for HR professional associations, such as the
HRPA (https://www.hrpa.ca/), CIPD (https://www.cipd.co.uk/#gref), or SHRM
(https://www.shrm.org/). Collect information on each of the topics to be discussed
over the course of the semester (e.g., week-to-week breakdown of HRM activities,
such as recruiting and training). Have students get into small groups and give one
topic per group. Ask students to develop a presentation on three of the most important
or interesting elements from their assigned readings, and then present their findings to
one another. This can also be done at the end of the lecture as a preview for the rest of
the course.
Call-Out Question: Think of a firm you are familiar with that is facing dramatic
changes to survive. How do you think the firm’s personnel can help it adapt? What
role will the company’s HR staff play in helping with that goal?
Call-Out Question: Ask students whether they can think of a situation in which, if a
particular person left an organization, that organization’s expertise would drop
rapidly. There are many instances in which a single individual’s expertise has an
enormous influence on an organization. Some high-profile names will jump out. Mark
Zuckerberg of Facebook (recently renamed Meta Platforms, Inc.) and Elon Musk of
Tesla and SpaceX are highly recognizable executives. If students have a difficult time
coming up with easily recognizable people, ask them about small companies in their
hometowns. What would happen at a mom-and-pop store if Mom or Pop decided to
leave? In small businesses especially, the human capital may be almost completely
tied up in one or two key individuals. The talent, service, and/or reputation of those
key individuals “are” the business. Highlight that HRM programs are often the
conduit through which knowledge is developed and transferred among employees,
and that HRM can provide the systems and procedures so that if a star CEO leaves,
they do not take the success of the company with them. To go outside the bounds of
the text, it is possible to introduce “strong” cultures in this space (Bowen & Ostroff,
2004; see the full citation in the Recommended Reading section).
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