Instructor Solution Manual for Fundamentals of Human Resource Management, 5th Edition by Gary Dessler

Fundamentals of Human Resource Management 5th Edition Gary Dessler New York, NY Instructor's Resource Manual (Download Only) for Fundamentals of Human Resource Management Carol Heeter NURSEDOCS Fundamentals of Human Resource Management Instructor Manual 5th Edition TABLE OF CONTENTS INTRODUCTION ii. SAMPLE SYLLABUS iii. CHAPTER 1: Managing Human Resources Today 1 CHAPTER 2: Managing Equal Opportunity and Diversity 14 CHAPTER 3: Human Resource Strategy and Analysis 32 CHAPTER 4: Job Analysis and Talent Management 45 CHAPTER 5: Personnel Planning and Recruiting 58 CHAPTER 6: Selecting Employees 71 CHAPTER 7: Training and Developing Employees 86 CHAPTER 8: Performance Management and Appraisal 100 CHAPTER 9: Managing Careers 111 CHAPTER 10: Developing Compensation Plans 123 CHAPTER 11: Pay for Performance and Employee Benefits 138 CHAPTER 12: Maint aining Positive Employee Relations 155 CHAPTER 13: Labor Relations and Collective Bargaining 166 CHAPTER 14: Improving Occupational Safety, Health, and Risk Management 181 NURSEDOCS ANNOTATED OUTLINE PART ONE INTRODUCTION CHAPTER T O n e Managing Human Resources Today 1 Lecture Outline Strategic Overview I. What Is Human Resource Management? A. Why Is HR Management Important to All Managers? B. Line and Staff Aspects of HRM C. Line Versus Staff Authority D. Line Manager ’s Human Resource Responsibilities E. The H uman Resource Department II. The Trends Shaping Human Resource Management A. Workforce Demographics and Diversity Trends B. Trends in How People Work C. Globalization Trends D. Economic Trends E. Technology Trends III. The New Human Resource Management A. Distributed HR and the New Human Resource Management B. HR and Performance C. HR and Employee Engagement D. HR and Strategy E. HR and Sustainability F. HR and Ethics IV. The New Human Resource Manager A. HR and the Manager’s Skills B. HR Manager Certification C. HR and the Manager’s HR Philosophy V. The Plan of This Book A. Part 1: Introduction B. Part 2: Staffing: Workforce Planning and Employment C. Part 3: Training and H uman Resource Development D. Part 4: Compensation and Total Rewards E. Part 5: Employee and Labor Relations F. Part 6: Special Issues in H uman Resource Management In Brief: This chapter explains what human resource management is, its relationship to the management process, and how it is changing in response to trends in the workplace. It illustrates why knowing HR management conce pts and techniques are important to any supervisor or manager and what trends are influencing HR management. In addition, the chapter explores strategies today’s HR managers engage in to deal with these trends, the competencies required of HR managers, and the plan of the book. Interesting Issues: Human resources professionals play a key role in helping companies meet the challenges of global competition. Strategic objectives to lower costs, improve d productivity, and increase d organizational effectiveness are changing the way every part of the organization, including the HR department, does business. NURSEDOCS I. What Is Human Resource Management? — The management process involves the following functions: planning, organizing, staffing, leading, and controlling. The ―people‖ or personnel aspects of management jobs involve conducting job analyses; planning labor needs and recruiting job candidates; selecting job cand idates; orienting and training new employees; managing wages and salaries; providing incentives and benefits; appraising performance; communicating; training employees and developing managers; building employee commitment; being knowledgeable about equal opportunity, affirmative action, employee health and safety, and handling grievances and labor relations. A. Why Is HR Management Important to All Managers? — Managers don‘t want to make mistakes while managing, such as hiring the wrong person, having their c ompany taken to court because of discriminatory actions, or committing unfair labor practices. As a manager anywhere in the organization, you will want to improve performance . You may spend time as an HR manager or become an entrepreneur and require basic and some advanced knowledge and skills in HR. B. Line and Staff Aspects of HRM — Although most firms have a human resource department with its own manager, all managers tend to get involved in activities like recruiting, interviewing, selecting, and training. C. Line Versus Staff Authority — Authority is the right to make decisions, to direct the work of others, and to give orders. Line managers are authorized to direct the work of subordinates. Their subordinates are generally involved in work that dir ectly produces or sells the company ‘s product or service, such as sales or m anufacturing. Staff managers are authorized to assist and advise line managers in accomplishing their basic goals. The subordinates of staff managers are generally involved in work that supports the products or services, in departments such as Purchasing or Quality Control. HR managers are generally staff managers. D. Line Manager‘s Human Resource Responsibilities — All supervisors are responsible for aspects of HR/personnel tasks such as placement, training, and development of employees. E. The Human Resource Department — The HR department provides specialized assistance such as acting as a recruiter, EEO representative, job analyst, compensation manager, training specialist, or labor relations specialist. 1. Many employers are revamping how they organize their human resou rce functions to include ―shared services‖ or ―distributed‖ HR. Others may use corporate or embedded teams. II. The Trends Shaping Human Resource Management — Trends in the environment are changing how employers get their human resource management task s done. A. Workforce Demographics and Diversity Trends — The labor force is getting older and more multi -ethnic. The aging labor force presents significant changes in terms of potential labor shortages, and many firms are instituting new policies aimed at encouraging aging employees to stay, or at attracting previously retired employees . High rates of immigration also present challenges and opportunities for HR managers. With projected workforce NURSEDOCS