Instructor's Resource Manual
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(Download Only) for Fundamentals
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of Human Resource Management
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Carol Heeter@pl
Fundamentals of Human @pl @pl
Resource @pl
Management @pl
5th Edition @pl
Gary Dessler @pl
New York, NY
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, Fundamentals of Human Resource Management @pl @pl @pl @pl
Instructor Manual @pl @pl
5th Edition @pl
TABLE OF CONTENTS @pl @pl
INTRODUCTION ii.
SAMPLE SYLLABUS
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iii.
CHAPTER 1: @pl @ p l
Managing Human Resources Today @pl @pl @pl
1
CHAPTER 2: @pl @ p l
Managing Equal Opportunity and Diversity@pl @pl @pl @pl
14
CHAPTER 3: @pl @ p l
Human Resource Strategy and Analysis
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32
CHAPTER 4: @pl @ p l
Job Analysis and Talent Management
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45
CHAPTER 5: @pl @ p l
Personnel Planning and Recruiting @pl @pl @pl
58
CHAPTER 6: @pl @ p l
Selecting Employees @pl
71
CHAPTER 7: @pl @ p l
Training and Developing Employees
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86
CHAPTER 8: @pl @ p l
Performance Management and Appraisal @pl @pl @pl
100
CHAPTER 9: @pl @ p l
Managing Careers @pl
111
CHAPTER 10: @pl @ p l
Developing Compensation Plans @pl @pl
123
CHAPTER 11: @pl @ p l
Pay for Performance and Employee Benefits
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138
CHAPTER 12: @pl @ p l
Maintaining Positive Employee Relations @pl @pl @pl
155
CHAPTER 13: @pl @ p l
Labor Relations and Collective Bargaining
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166
CHAPTER 14: @pl @ p l
Improving Occupational Safety, Health, and Risk
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181
Management
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, PART ONE @pl
INTRODUCTION
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1
Managing Human Resources @pl @pl
Today
Lecture Outline @pl
Strategic Overview @pl
I. What Is Human Resource Management?
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A. Why Is HR Management
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management is, its relationship
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C. Line Versus Staff Authority
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to the management process, and
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D. Line Manager’s Human Resource Responsibilities
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E. The Human Resource Department
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how it is changing in response
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II. The Trends Shaping Human Resource to trends in the workplace. It
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Management
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management
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B. Trends in How People Work @pl @pl @pl @pl
techniques are important to any
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C. Globalization Trends @pl
supervisor or manager and what
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D. Economic Trends @pl
trends are influencing HR
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E. Technology Trends @pl
III. The New Human Resource Management
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management. In addition, the
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A. Distributed HR and the New Human @ p l @ p l @ p l @ p l @ p l chapter
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B. HR and Performance
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C. HR and Employee Engagement
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competencies required of HR
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D. HR and Strategy
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managers, and the plan of the
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E. HR and Sustainability
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book.
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F. HR and Ethics
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IV. The New Human Resource Manager
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B. HR Manager Certification
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C. HR and the Manager’s HR Philosophy
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key role in helping companies
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V. The Plan of This
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meet the challenges of global
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Book @pl
competition. Strategic objectives
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A. Part 1: Introduction
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B. Part 2: Staffing: Workforce Planning
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to
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C. Part 3: Training and Human
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D. Part 4: Compensation and Total Rewards
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way
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E. Part 5: Employee and Labor Relations
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organization, including the HR
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F. Part 6: Special Issues in Human
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Resource Management
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department, does business.
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ANNOTATED OUTLINE @pl
, 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 candidates; 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 company 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 directly produces or sells the company‘s product or service, such
as sales or manufacturing. 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
resource 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 tasks 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
@pl @pl
(Download Only) for Fundamentals
@pl @pl @pl @pl
of Human Resource Management
@pl @pl @pl @pl
Carol Heeter@pl
Fundamentals of Human @pl @pl
Resource @pl
Management @pl
5th Edition @pl
Gary Dessler @pl
New York, NY
@pl @pl
, Fundamentals of Human Resource Management @pl @pl @pl @pl
Instructor Manual @pl @pl
5th Edition @pl
TABLE OF CONTENTS @pl @pl
INTRODUCTION ii.
SAMPLE SYLLABUS
@pl
iii.
CHAPTER 1: @pl @ p l
Managing Human Resources Today @pl @pl @pl
1
CHAPTER 2: @pl @ p l
Managing Equal Opportunity and Diversity@pl @pl @pl @pl
14
CHAPTER 3: @pl @ p l
Human Resource Strategy and Analysis
@pl @pl @pl @pl
32
CHAPTER 4: @pl @ p l
Job Analysis and Talent Management
@pl @pl @pl @pl
45
CHAPTER 5: @pl @ p l
Personnel Planning and Recruiting @pl @pl @pl
58
CHAPTER 6: @pl @ p l
Selecting Employees @pl
71
CHAPTER 7: @pl @ p l
Training and Developing Employees
@pl @pl @pl
86
CHAPTER 8: @pl @ p l
Performance Management and Appraisal @pl @pl @pl
100
CHAPTER 9: @pl @ p l
Managing Careers @pl
111
CHAPTER 10: @pl @ p l
Developing Compensation Plans @pl @pl
123
CHAPTER 11: @pl @ p l
Pay for Performance and Employee Benefits
@pl @pl @pl @pl @pl
138
CHAPTER 12: @pl @ p l
Maintaining Positive Employee Relations @pl @pl @pl
155
CHAPTER 13: @pl @ p l
Labor Relations and Collective Bargaining
@pl @pl @pl @pl
166
CHAPTER 14: @pl @ p l
Improving Occupational Safety, Health, and Risk
@pl @pl @pl @pl @pl
181
Management
@pl
, PART ONE @pl
INTRODUCTION
O @ p l
n @ p l
e
1
Managing Human Resources @pl @pl
Today
Lecture Outline @pl
Strategic Overview @pl
I. What Is Human Resource Management?
@pl @pl @pl @pl
A. Why Is HR Management
@ p l @ p l @ p l In Brief: This chapter explains
@pl @pl @pl @pl
@ p
Important
l
to All Managers? @ p l @ p l @pl
what
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human resource @pl @pl
B. Line and Staff Aspects of HRM
@pl @pl @pl @pl @pl
management is, its relationship
@pl @pl @pl @pl
C. Line Versus Staff Authority
@pl @pl @pl
to the management process, and
@pl @pl @pl @pl @pl
D. Line Manager’s Human Resource Responsibilities
@pl @pl @pl @pl
E. The Human Resource Department
@pl @pl @pl
how it is changing in response
@pl @pl @pl @pl @pl @pl
II. The Trends Shaping Human Resource to trends in the workplace. It
@pl @pl @pl @pl @pl @pl
Management
@pl illustrates why knowing HR
@pl @pl @pl @pl
A. Workforce Demographics and Diversity Trends@pl @pl @pl @pl
management
@pl
concepts and @pl @pl
B. Trends in How People Work @pl @pl @pl @pl
techniques are important to any
@pl @pl @pl @pl @pl
C. Globalization Trends @pl
supervisor or manager and what
@pl @pl @pl @pl @pl
D. Economic Trends @pl
trends are influencing HR
@pl @pl @pl @pl
E. Technology Trends @pl
III. The New Human Resource Management
@pl @pl @pl @pl
management. In addition, the
@pl @pl @pl @pl
A. Distributed HR and the New Human @ p l @ p l @ p l @ p l @ p l chapter
@pl
explores strategies @pl @pl
Resource Management
@ p l @pl today’s HR managers engage in
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B. HR and Performance
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to deal with these trends, the
@pl @pl @pl @pl @pl @pl
C. HR and Employee Engagement
@pl @pl @pl
competencies required of HR
@pl @pl @pl @pl
D. HR and Strategy
@pl @pl
managers, and the plan of the
@pl @pl @pl @pl @pl @pl
E. HR and Sustainability
@pl @pl
book.
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F. HR and Ethics
@pl @pl
IV. The New Human Resource Manager
@pl @pl @pl @pl
A. HR and the Manager’s Skills
@pl @pl @pl @pl Interesting Issues: Human @pl @pl
B. HR Manager Certification
@pl @pl resources professionals play a
@pl @pl @pl @pl
C. HR and the Manager’s HR Philosophy
@pl @pl @pl @pl @pl
key role in helping companies
@pl @pl @pl @pl @pl
V. The Plan of This
@pl @pl @pl
meet the challenges of global
@pl @pl @pl @pl @pl
Book @pl
competition. Strategic objectives
@pl @pl @pl
A. Part 1: Introduction
@pl @pl
B. Part 2: Staffing: Workforce Planning
@pl @pl @pl @pl
to
@pl
lower costs,
@pl
improved @pl @pl
and Employment
@pl @pl productivity,
@pl
and increased @pl @pl
C. Part 3: Training and Human
@pl @pl @pl @pl organizational
Resource Development
@pl @pl
effectiveness are changing the
@pl @pl @pl @pl
D. Part 4: Compensation and Total Rewards
@pl @pl @pl @pl @pl
way
@pl
every part of
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the @pl @pl @pl
E. Part 5: Employee and Labor Relations
@pl @pl @pl @pl @pl
organization, including the HR
@pl @pl @pl @pl
F. Part 6: Special Issues in Human
@pl @pl @pl @pl @pl
Resource Management
@pl @pl
department, does business.
@pl @pl @pl
ANNOTATED OUTLINE @pl
, 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 candidates; 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 company 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 directly produces or sells the company‘s product or service, such
as sales or manufacturing. 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
resource 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 tasks 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
