Instructor Manual For
HR Human Resources 6th Edition
By Angelo DeNisi, Griffin
(All Chapters 1-14, 100%
Original Verified, A+ Grade)
All Chapters Arranged Reverse:
14-1
This is The Original Instructor
Manual For 6th Edition, All other
Files in The Market are
Fake/Old/Wrong Edition.
, Instructor Manual
DeNisi, Human Resources, 978-0-357-89938-0;
Chapter 14: Managing and Enhancing Performance: The Big Picture
TABLE OF CONTENTS
Purpose and Perspective of the Chapter......................................................................2
Chapter Objectives........................................................................................................2
What’s New in This Chapter........................................................................................2
Chapter Outline.............................................................................................................3
© 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a 1
publicly accessible website, in whole or in part.
, PURPOSE AND PERSPECTIVE OF THE CHAPTER
The purpose of this chapter is to focus on the fact that HR activities and programs are supposed to
enhance organizational performance. The techniques available for performance enhancement discussed in
this chapter focus on improving the performance of the individual or group. The chapter begins with a
discussion of issues associated with the relationship between individual-level and firm-level performance.
Then there is a discussion of performance-enhancement techniques, including different kinds of work
arrangements, incentive- and performance-based pay, and performance management rewards. The chapter
concludes with a discussion of how managers can best evaluate their performance-enhancement
programs.
CHAPTER OBJECTIVES
The following objectives are addressed in this chapter:
14-1 Describe the relationships among performance measured at different levels within an
organization, including how training, development, and job redesign can help improve
performance.
14-2 Discuss the role of alternative work arrangements in motivating and enhancing performance.
14-3 Describe the role of incentive pay, including different programs for individual-based and
team-based incentive plans.
14-4 Discuss the best ways to deliver performance feedback, especially the issues involved with
feedback.
14-5 Discuss how organizations evaluate performance-enhancement programs.
14-6 Discuss how recent world events have affected the role of HR.
WHAT’S NEW IN THIS CHAPTER
Removed ProMES system from Learning Objectives; discussion of topic remains in text
Minor edits
© 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a 2
publicly accessible website, in whole or in part.
, CHAPTER OUTLINE
The following outline organizes activities (including any existing discussion questions in PowerPoints or
other supplements) and assessments by chapter (and therefore by topic), so that you can see how all the
content relates to the topics covered in the text.
I. Opening Case: Leading in a Virtual World
a. The most important leadership skills for a co-located environment are setting clear goals
and measurements for projects, providing a consistent focus on the big picture, operating
in a highly complex environment promote, and stimulating organizational commitment
b. Challenges facing virtual leaders include potential feelings of isolation for remote
workers
c. Leaders need to use effective communication and team building, work-hour expectations
and risk tolerance
d. Discussion Activity: 10 minutes total. Several questions for students to consider
regarding the information in the case.
Do you think virtual leadership requires a different skill set than traditional
leadership? Why or why not?
How would you feel about working for a boss who lives halfway around the
world? How might this affect you as an employee?
II. Introduction
a. HR managers need to help improve organizational performance
b. Part of this is employee satisfaction
c. Assumption is that if the performance of all individuals working in a firm improves, then
so will the firm’s performance
III. Enhancing Performance at Different Levels (PPT slides 4–9)
a. Firm-level performance: the level of performance that determines the long-term survival
of the firm
b. A strong system is where employees can see how their behavior affects firm-level
performance, and this is what leads to the development of a culture for performance
where employees have the ability, motivation, and opportunity to affect firm-level
performance
c. Training and development
It is possible to adapt training models to individuals or to groups and teams
Training and development activities are a very flexible, and often easy, way to
begin the performance improvement process
d. Job redesign
Redesigning jobs so that the work itself will motivate employees to exert
greater effort
Job rotation: systematically moving employees from one job to another
Job enlargement: increasing the total number of tasks workers perform based
on the assumption that doing the same basic task over and over is the primary
cause of worker dissatisfaction
Job enrichment: attempt to increase both the number of tasks a worker does
and the control the worker has over the job
© 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a 3
publicly accessible website, in whole or in part.
HR Human Resources 6th Edition
By Angelo DeNisi, Griffin
(All Chapters 1-14, 100%
Original Verified, A+ Grade)
All Chapters Arranged Reverse:
14-1
This is The Original Instructor
Manual For 6th Edition, All other
Files in The Market are
Fake/Old/Wrong Edition.
, Instructor Manual
DeNisi, Human Resources, 978-0-357-89938-0;
Chapter 14: Managing and Enhancing Performance: The Big Picture
TABLE OF CONTENTS
Purpose and Perspective of the Chapter......................................................................2
Chapter Objectives........................................................................................................2
What’s New in This Chapter........................................................................................2
Chapter Outline.............................................................................................................3
© 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a 1
publicly accessible website, in whole or in part.
, PURPOSE AND PERSPECTIVE OF THE CHAPTER
The purpose of this chapter is to focus on the fact that HR activities and programs are supposed to
enhance organizational performance. The techniques available for performance enhancement discussed in
this chapter focus on improving the performance of the individual or group. The chapter begins with a
discussion of issues associated with the relationship between individual-level and firm-level performance.
Then there is a discussion of performance-enhancement techniques, including different kinds of work
arrangements, incentive- and performance-based pay, and performance management rewards. The chapter
concludes with a discussion of how managers can best evaluate their performance-enhancement
programs.
CHAPTER OBJECTIVES
The following objectives are addressed in this chapter:
14-1 Describe the relationships among performance measured at different levels within an
organization, including how training, development, and job redesign can help improve
performance.
14-2 Discuss the role of alternative work arrangements in motivating and enhancing performance.
14-3 Describe the role of incentive pay, including different programs for individual-based and
team-based incentive plans.
14-4 Discuss the best ways to deliver performance feedback, especially the issues involved with
feedback.
14-5 Discuss how organizations evaluate performance-enhancement programs.
14-6 Discuss how recent world events have affected the role of HR.
WHAT’S NEW IN THIS CHAPTER
Removed ProMES system from Learning Objectives; discussion of topic remains in text
Minor edits
© 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a 2
publicly accessible website, in whole or in part.
, CHAPTER OUTLINE
The following outline organizes activities (including any existing discussion questions in PowerPoints or
other supplements) and assessments by chapter (and therefore by topic), so that you can see how all the
content relates to the topics covered in the text.
I. Opening Case: Leading in a Virtual World
a. The most important leadership skills for a co-located environment are setting clear goals
and measurements for projects, providing a consistent focus on the big picture, operating
in a highly complex environment promote, and stimulating organizational commitment
b. Challenges facing virtual leaders include potential feelings of isolation for remote
workers
c. Leaders need to use effective communication and team building, work-hour expectations
and risk tolerance
d. Discussion Activity: 10 minutes total. Several questions for students to consider
regarding the information in the case.
Do you think virtual leadership requires a different skill set than traditional
leadership? Why or why not?
How would you feel about working for a boss who lives halfway around the
world? How might this affect you as an employee?
II. Introduction
a. HR managers need to help improve organizational performance
b. Part of this is employee satisfaction
c. Assumption is that if the performance of all individuals working in a firm improves, then
so will the firm’s performance
III. Enhancing Performance at Different Levels (PPT slides 4–9)
a. Firm-level performance: the level of performance that determines the long-term survival
of the firm
b. A strong system is where employees can see how their behavior affects firm-level
performance, and this is what leads to the development of a culture for performance
where employees have the ability, motivation, and opportunity to affect firm-level
performance
c. Training and development
It is possible to adapt training models to individuals or to groups and teams
Training and development activities are a very flexible, and often easy, way to
begin the performance improvement process
d. Job redesign
Redesigning jobs so that the work itself will motivate employees to exert
greater effort
Job rotation: systematically moving employees from one job to another
Job enlargement: increasing the total number of tasks workers perform based
on the assumption that doing the same basic task over and over is the primary
cause of worker dissatisfaction
Job enrichment: attempt to increase both the number of tasks a worker does
and the control the worker has over the job
© 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a 3
publicly accessible website, in whole or in part.
