Human Resource Management, 17th
Edition by Gary Dessler
Complete Chapter Solutions Manual
are included (Ch 1 to 18)
** Immediate Download
** Swift Response
** All Chapters included
,Table of Contents are given below
1.Introduction to Human Resource Management
2.Equal Opportunity Law and Action
3.Human Resource Policy, Strategy, and Performance
4.Job Analysis and the Talent Management Process
5.Personnel Planning and Recruiting
6.Employee Testing and Selection
7.Interviewing Candidates
8.Training and Developing Employees
9.Performance Management and Appraisal
10.Managing Careers and Retention
11.Establishing Strategic Pay Plans
12.Pay for Performance and Financial Incentives
13.Benefits and Services
14.Building Positive Employee Relations
15.Labor Relations and Collective Bargaining
16.Safety, Health, and Risk Management
17.Managing Global Human Resources
18.Managing Human Resources in Small and Entrepreneurial Firms
, Solutions Manual organized in reverse order, with the last chapter displayed first, to ensure that all
chapters are included in this document. (Complete Chapters included Ch18-1)
Part Five
Enrichment Topics in Human Resource Management
Chapter 18
Managing Human Resources in Small and
Entrepreneurial Firms
Lecture Outline:
The Small Business Challenge
How Small Business Human Resource Management Is Different
Why Human Resource Management Is Important to Small Business
How Small Businesses Manage Human Resource Management
Using Internet, Government, and Other Tools to Support the HR Effort
Government Tools for Complying with Employment Laws
Online Employment Planning and Recruiting Tools
Small Business Employee Selection Tools
The Strategic Context: Everlane
Small Business Training Tools
Employment Appraisal and Compensation Online Tools
Employment Safety and Health Tools
Leveraging Small Size with Familiarity, Flexibility, Fairness, and Informality
Simple, Informal Employee Selection Procedures
HR Tools for Line Managers and Small Businesses: A Streamlined Interviewing Process
How to Organize the Interview
Flexibility in Training
Flexibility in Benefits and Rewards
Fairness and the Family Business
Using Professional Employer Organizations
How Do PEOs Work?
Why Use a PEO?
Managing HR Systems, Procedures, and Paperwork
Introduction
Basic Components of Manual HR Systems
Automating Individual HR Tasks
Human Resource Information Systems (HRIS)
Improved Transaction Processing
Online Self-Processing
Improved Reporting Capability
HR System Integration
HR Apps
Chapter Review
, Chapter 18: Managing Human Resources in Small and Entrepreneurial Firms 18-2
Where Are We Now…
The main purpose of this chapter is to help you apply what you know about human resource
management to running a small business. The main topics we’ll address include the small
business challenge; using Internet, government, and other tools to support the HR effort;
leveraging small size with familiarity, flexibility, fairness, and informality; using professional
employer organizations; and managing HR systems, procedures, and paperwork.
Learning Objectives:
18-1. Explain why HRM is important to small businesses and how small business HRM is
different from that in large businesses.
18-2. Give four examples of how entrepreneurs can use Internet and government tools to
support the HR effort.
18-3. List five ways entrepreneurs can use their small size to improve their HR processes.
18-4. Discuss how you would choose and deal with a professional employer organization.
18-5. Describe how you would create a start-up human resource system for a new small
business.
Annotated Outline:
I. The Small Business Challenge
Over half the people working in the United States work for small firms. Small businesses as a
group also account for most of the 500,000 or so new businesses created every year, as well
as for most of America’s business growth (small firms grow faster than big ones). And small
firms create about two-thirds of the net new jobs created in the United States every year.
A. How Small Business Human Resource Management Is Different—managing human
resources in small firms is different for four main reasons: size, priorities, informality,
and the entrepreneur.
1. Size—the general guideline is that it’s not until a company reaches the 100-employee
milestone that it can afford a human resource specialist. However, even five- to six-
employee organizations must recruit, select, train, compensate, and retain qualified
staff.
2. Priorities—it is not just size but business realities of the entrepreneur’s situation that
drive them to focus their time on non-HR issues.
3. Informality—human resources management activities tend to be more informal in
smaller firms. Entrepreneurs must be able to react quickly to changes in competitive
conditions.
4. The Entrepreneur—entrepreneurs are people who create businesses under risky
conditions, and starting new businesses from scratch is always risky. Entrepreneurs
therefore need to be highly dedicated and visionary and somewhat controlling.
5. Implications—the differences listed above result in potential implications:
a. Inadequate human resource practices may put small business owners at legal risk.
b. Not having a dedicated HR person can slow company decisions and overwhelm
its managers.
c. Without human resource information systems, paperwork is time consuming, and
Edition by Gary Dessler
Complete Chapter Solutions Manual
are included (Ch 1 to 18)
** Immediate Download
** Swift Response
** All Chapters included
,Table of Contents are given below
1.Introduction to Human Resource Management
2.Equal Opportunity Law and Action
3.Human Resource Policy, Strategy, and Performance
4.Job Analysis and the Talent Management Process
5.Personnel Planning and Recruiting
6.Employee Testing and Selection
7.Interviewing Candidates
8.Training and Developing Employees
9.Performance Management and Appraisal
10.Managing Careers and Retention
11.Establishing Strategic Pay Plans
12.Pay for Performance and Financial Incentives
13.Benefits and Services
14.Building Positive Employee Relations
15.Labor Relations and Collective Bargaining
16.Safety, Health, and Risk Management
17.Managing Global Human Resources
18.Managing Human Resources in Small and Entrepreneurial Firms
, Solutions Manual organized in reverse order, with the last chapter displayed first, to ensure that all
chapters are included in this document. (Complete Chapters included Ch18-1)
Part Five
Enrichment Topics in Human Resource Management
Chapter 18
Managing Human Resources in Small and
Entrepreneurial Firms
Lecture Outline:
The Small Business Challenge
How Small Business Human Resource Management Is Different
Why Human Resource Management Is Important to Small Business
How Small Businesses Manage Human Resource Management
Using Internet, Government, and Other Tools to Support the HR Effort
Government Tools for Complying with Employment Laws
Online Employment Planning and Recruiting Tools
Small Business Employee Selection Tools
The Strategic Context: Everlane
Small Business Training Tools
Employment Appraisal and Compensation Online Tools
Employment Safety and Health Tools
Leveraging Small Size with Familiarity, Flexibility, Fairness, and Informality
Simple, Informal Employee Selection Procedures
HR Tools for Line Managers and Small Businesses: A Streamlined Interviewing Process
How to Organize the Interview
Flexibility in Training
Flexibility in Benefits and Rewards
Fairness and the Family Business
Using Professional Employer Organizations
How Do PEOs Work?
Why Use a PEO?
Managing HR Systems, Procedures, and Paperwork
Introduction
Basic Components of Manual HR Systems
Automating Individual HR Tasks
Human Resource Information Systems (HRIS)
Improved Transaction Processing
Online Self-Processing
Improved Reporting Capability
HR System Integration
HR Apps
Chapter Review
, Chapter 18: Managing Human Resources in Small and Entrepreneurial Firms 18-2
Where Are We Now…
The main purpose of this chapter is to help you apply what you know about human resource
management to running a small business. The main topics we’ll address include the small
business challenge; using Internet, government, and other tools to support the HR effort;
leveraging small size with familiarity, flexibility, fairness, and informality; using professional
employer organizations; and managing HR systems, procedures, and paperwork.
Learning Objectives:
18-1. Explain why HRM is important to small businesses and how small business HRM is
different from that in large businesses.
18-2. Give four examples of how entrepreneurs can use Internet and government tools to
support the HR effort.
18-3. List five ways entrepreneurs can use their small size to improve their HR processes.
18-4. Discuss how you would choose and deal with a professional employer organization.
18-5. Describe how you would create a start-up human resource system for a new small
business.
Annotated Outline:
I. The Small Business Challenge
Over half the people working in the United States work for small firms. Small businesses as a
group also account for most of the 500,000 or so new businesses created every year, as well
as for most of America’s business growth (small firms grow faster than big ones). And small
firms create about two-thirds of the net new jobs created in the United States every year.
A. How Small Business Human Resource Management Is Different—managing human
resources in small firms is different for four main reasons: size, priorities, informality,
and the entrepreneur.
1. Size—the general guideline is that it’s not until a company reaches the 100-employee
milestone that it can afford a human resource specialist. However, even five- to six-
employee organizations must recruit, select, train, compensate, and retain qualified
staff.
2. Priorities—it is not just size but business realities of the entrepreneur’s situation that
drive them to focus their time on non-HR issues.
3. Informality—human resources management activities tend to be more informal in
smaller firms. Entrepreneurs must be able to react quickly to changes in competitive
conditions.
4. The Entrepreneur—entrepreneurs are people who create businesses under risky
conditions, and starting new businesses from scratch is always risky. Entrepreneurs
therefore need to be highly dedicated and visionary and somewhat controlling.
5. Implications—the differences listed above result in potential implications:
a. Inadequate human resource practices may put small business owners at legal risk.
b. Not having a dedicated HR person can slow company decisions and overwhelm
its managers.
c. Without human resource information systems, paperwork is time consuming, and
