Instructor's Resource Manual
@y @y
(Download Only) for Fundamentals
@y @y @y @y
of Human Resource Management
@y @y @y @y
Carol Heeter
@y
Fundamentals of Human @y @y
Resource @y
Management @y
5th Edition
@y
Gary Dessler@y
New @yYork, @yNY
,Fundamentals of Human Resource Management
@y @y @y @y
Instructor Manual
@y @y
5th Edition @y
TABLE OF CONTENTS
@y @y
INTRODUCTION ii.
SAMPLE @ySYLLABUS iii.
CHAPTER @y1: @ y Managing @yHuman @yResources @yToday 1
CHAPTER @y2: @ y Managing @yEqual @yOpportunity @yand @yDiversity 14
CHAPTER @y3: @ y Human @yResource @yStrategy @yand @yAnalysis 32
CHAPTER @y4: @ y Job @yAnalysis @yand @yTalent @yManagement 45
CHAPTER @y5: @ y Personnel @yPlanning @yand @yRecruiting 58
CHAPTER @y6: @ y Selecting @yEmployees 71
CHAPTER @y7: @ y Training @yand @yDeveloping @yEmployees 86
CHAPTER @y8: @ y Performance @yManagement @yand @yAppraisal 100
CHAPTER @y9: @ y Managing @yCareers 111
CHAPTER @y10: @ y Developing @yCompensation @yPlans 123
CHAPTER @y11: @ y Pay @yfor @yPerformance @yand @yEmployee @yBenefits 138
CHAPTER @y12: @ y Maintaining @yPositive @yEmployee @yRelations 155
CHAPTER @y13: @ y Labor @yRelations @yand @yCollective @yBargaining 166
CHAPTER @y14: @ y Improving @yOccupational @ySafety, @yHealth, @yand @yRisk 181
@yManagement
,PART @yONE INTRODUCTION
O @yn @ye
1
Managing Human Resources
@y @y
Today
Lecture @yOutline
Strategic @yOverview
I. What @yIs @yHuman @yResource @yManagement?
A. Why @ y Is @ y HR @ y Management In @yBrief: @yThis @ychapter @yexplains
@ y Important @ y to @ y All @yManagers? @ywhat @yhuman @yresource
B. Line @yand @yStaff @yAspects @yof @yHRM @ymanagement @yis, @yits
C. Line @yVersus @yStaff @yAuthority @yrelationship @yto @ythe
D. Line @yManager’s @yHuman @yResource @yResponsibilities
@ymanagement @yprocess, @yand @yhow
E. The @yHuman @yResource @yDepartment
@yit @yis @ychanging @yin @yresponse @yto
II. The Trends Shaping Human Resource
@yManagement @ytrends @yin @ythe @yworkplace. @yIt
A. Workforce @yDemographics @yand @yDiversity @yTrends @yillustrates @ywhy @yknowing @yHR
B. Trends @yin @yHow @yPeople @yWork @ymanagement @yconcepts @yand
C. Globalization @yTrends @ytechniques @yare @yimportant @yto
D. Economic @yTrends
@yany @ysupervisor @yor @ymanager
E. Technology @yTrends
@yand @ywhat @ytrends @yare
III. The @yNew @yHuman @yResource @yManagement
@yinfluencing @yHR @ymanagement.
A. Distributed @ y HR @ y and @ y the @ y New
@ y Human @ y Resource @yManagement @yIn @yaddition, @ythe @ychapter
B. HR @yand @yPerformance @yexplores @ystrategies @ytoday’s @yHR
C. HR @yand @yEmployee @yEngagement @ymanagers @yengage @yin @yto @ydeal
D. HR @yand @yStrategy @ywith @ythese @ytrends, @ythe
E. HR @yand @ySustainability
@ycompetencies @yrequired @yof @yHR
F. HR @yand @yEthics
@ymanagers, @yand @ythe @yplan @yof
IV. The @yNew @yHuman @yResource @yManager
@ythe @ybook.
A. HR @yand @ythe @yManager’s @ySkills
B. HR @yManager @yCertification
C. HR @yand @ythe @yManager’s @yHR @yPhilosophy Interesting @yIssues: @yHuman
V. The @yPlan @yof @yThis @yresources @yprofessionals @yplay @ya
@yBook
@ykey @yrole @yin @yhelping
A. Part @y1: @yIntroduction
@ycompanies @ymeet @ythe
B. Part @y2: @yStaffing: @yWorkforce
@ychallenges @yof @yglobal
@yPlanning @yand @yEmployment
C. Part @y3: @yTraining @yand @yHuman @ycompetition. @yStrategic
@yResource @yDevelopment @yobjectives @yto @ylower @ycosts,
D. Part @y4: @yCompensation @yand @yTotal @yRewards @yimproved @yproductivity, @yand
E. Part @y5: @yEmployee @yand @yLabor @yRelations @yincreased organizational
F. Part @y6: @ySpecial @yIssues @yin @yHuman
@yeffectiveness @yare @ychanging @ythe
@yResource @yManagement
@yway @yevery @ypart @yof @ythe
@yorganization, @yincluding @ythe @yHR
@ydepartment, @ydoes @ybusiness.
ANNOTATED @yOUTLINE
, 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
@y @y
(Download Only) for Fundamentals
@y @y @y @y
of Human Resource Management
@y @y @y @y
Carol Heeter
@y
Fundamentals of Human @y @y
Resource @y
Management @y
5th Edition
@y
Gary Dessler@y
New @yYork, @yNY
,Fundamentals of Human Resource Management
@y @y @y @y
Instructor Manual
@y @y
5th Edition @y
TABLE OF CONTENTS
@y @y
INTRODUCTION ii.
SAMPLE @ySYLLABUS iii.
CHAPTER @y1: @ y Managing @yHuman @yResources @yToday 1
CHAPTER @y2: @ y Managing @yEqual @yOpportunity @yand @yDiversity 14
CHAPTER @y3: @ y Human @yResource @yStrategy @yand @yAnalysis 32
CHAPTER @y4: @ y Job @yAnalysis @yand @yTalent @yManagement 45
CHAPTER @y5: @ y Personnel @yPlanning @yand @yRecruiting 58
CHAPTER @y6: @ y Selecting @yEmployees 71
CHAPTER @y7: @ y Training @yand @yDeveloping @yEmployees 86
CHAPTER @y8: @ y Performance @yManagement @yand @yAppraisal 100
CHAPTER @y9: @ y Managing @yCareers 111
CHAPTER @y10: @ y Developing @yCompensation @yPlans 123
CHAPTER @y11: @ y Pay @yfor @yPerformance @yand @yEmployee @yBenefits 138
CHAPTER @y12: @ y Maintaining @yPositive @yEmployee @yRelations 155
CHAPTER @y13: @ y Labor @yRelations @yand @yCollective @yBargaining 166
CHAPTER @y14: @ y Improving @yOccupational @ySafety, @yHealth, @yand @yRisk 181
@yManagement
,PART @yONE INTRODUCTION
O @yn @ye
1
Managing Human Resources
@y @y
Today
Lecture @yOutline
Strategic @yOverview
I. What @yIs @yHuman @yResource @yManagement?
A. Why @ y Is @ y HR @ y Management In @yBrief: @yThis @ychapter @yexplains
@ y Important @ y to @ y All @yManagers? @ywhat @yhuman @yresource
B. Line @yand @yStaff @yAspects @yof @yHRM @ymanagement @yis, @yits
C. Line @yVersus @yStaff @yAuthority @yrelationship @yto @ythe
D. Line @yManager’s @yHuman @yResource @yResponsibilities
@ymanagement @yprocess, @yand @yhow
E. The @yHuman @yResource @yDepartment
@yit @yis @ychanging @yin @yresponse @yto
II. The Trends Shaping Human Resource
@yManagement @ytrends @yin @ythe @yworkplace. @yIt
A. Workforce @yDemographics @yand @yDiversity @yTrends @yillustrates @ywhy @yknowing @yHR
B. Trends @yin @yHow @yPeople @yWork @ymanagement @yconcepts @yand
C. Globalization @yTrends @ytechniques @yare @yimportant @yto
D. Economic @yTrends
@yany @ysupervisor @yor @ymanager
E. Technology @yTrends
@yand @ywhat @ytrends @yare
III. The @yNew @yHuman @yResource @yManagement
@yinfluencing @yHR @ymanagement.
A. Distributed @ y HR @ y and @ y the @ y New
@ y Human @ y Resource @yManagement @yIn @yaddition, @ythe @ychapter
B. HR @yand @yPerformance @yexplores @ystrategies @ytoday’s @yHR
C. HR @yand @yEmployee @yEngagement @ymanagers @yengage @yin @yto @ydeal
D. HR @yand @yStrategy @ywith @ythese @ytrends, @ythe
E. HR @yand @ySustainability
@ycompetencies @yrequired @yof @yHR
F. HR @yand @yEthics
@ymanagers, @yand @ythe @yplan @yof
IV. The @yNew @yHuman @yResource @yManager
@ythe @ybook.
A. HR @yand @ythe @yManager’s @ySkills
B. HR @yManager @yCertification
C. HR @yand @ythe @yManager’s @yHR @yPhilosophy Interesting @yIssues: @yHuman
V. The @yPlan @yof @yThis @yresources @yprofessionals @yplay @ya
@yBook
@ykey @yrole @yin @yhelping
A. Part @y1: @yIntroduction
@ycompanies @ymeet @ythe
B. Part @y2: @yStaffing: @yWorkforce
@ychallenges @yof @yglobal
@yPlanning @yand @yEmployment
C. Part @y3: @yTraining @yand @yHuman @ycompetition. @yStrategic
@yResource @yDevelopment @yobjectives @yto @ylower @ycosts,
D. Part @y4: @yCompensation @yand @yTotal @yRewards @yimproved @yproductivity, @yand
E. Part @y5: @yEmployee @yand @yLabor @yRelations @yincreased organizational
F. Part @y6: @ySpecial @yIssues @yin @yHuman
@yeffectiveness @yare @ychanging @ythe
@yResource @yManagement
@yway @yevery @ypart @yof @ythe
@yorganization, @yincluding @ythe @yHR
@ydepartment, @ydoes @ybusiness.
ANNOTATED @yOUTLINE
, 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
