Instructor's Resource Manual (Downl
M M M
oad Only) for Fundamentals of Huma
M M M M M
n Resource Management
M M
Carol Heeter
M
Fundamentals of Human M M M
Resource Management M
5th Edition
M
Gary Dessler
M
NewMYork,MNY
,Fundamentals of Human Resource Management Instructo
M M M M M
r Manual M
5th Edition M
TABLE OF CONTENTS
M M
INTRODUCTION ii.
SAMPLEMSYLLABUS iii.
CHAPTERM1:M ManagingMHumanMResourcesMToday 1
CHAPTERM2:M ManagingMEqualMOpportunityMandMDiversity 14
CHAPTERM3:M HumanMResourceMStrategyMandMAnalysis 32
CHAPTERM4:M JobMAnalysisMandMTalentMManagement 45
CHAPTERM5:M PersonnelMPlanningMandMRecruiting 58
CHAPTERM6:M SelectingMEmployees 71
CHAPTERM7:M TrainingMandMDevelopingMEmployees 86
CHAPTERM8:M PerformanceMManagementMandMAppraisal 100
CHAPTERM9:M ManagingMCareers 111
CHAPTERM10:M DevelopingMCompensationMPlans 123
CHAPTERM11:M PayMforMPerformanceMandMEmployeeMBenefits 138
CHAPTERM12:M MaintainingMPositiveMEmployeeMRelations 155
CHAPTERM13:M LaborMRelationsMandMCollectiveMBargaining 166
CHAPTERM14:M ImprovingMOccupationalMSafety,MHealth,MandMRiskMManagement 181
, PARTMONE INTRODUCTION
OM nM e
1
Managing Human Resources
M M
Today
LectureMOutline
StrategicMOverview
I. WhatMIsMHumanMResourceMManagement?
A. WhyM IsM HRM ManagementM ImportantM toM AllM InMBrief:MThisMchapterMexplainsMw
Managers? hatMhumanMresourceMmanagementMi
B. LineMandMStaffMAspectsMofMHRM s,MitsMrelationshipMtoMtheMmanagem
C. LineMVersusMStaffMAuthority entMprocess,MandMhowMitMisMchangin
D. LineMManager’sMHumanMResourceMResponsibilities
gMinMresponseMtoMtrendsMinMtheMwor
E. TheMHumanMResourceMDepartment
II. The Trends Shaping Human kplace.MItMillustratesMwhyMknowing
ResourceMManagement MHRMmanagement MconceptsMandMte
A. WorkforceMDemographicsMandMDiversityMTrends chniquesMareMimportantMtoManyMsup
B. TrendsMinMHowMPeopleMWork ervisorMorMmanagerMandMwhatMtren
C. GlobalizationMTrends dsMareMinfluencingMHRMmanageme
D. EconomicMTrends
nt.MInMaddition,MtheMchapterMexplor
E. TechnologyMTrends
III. TheMNewMHumanMResourceMManagement
esMstrategiesMtoday’sMHRMmanagers
MengageMinMtoMdealMwithMtheseMtren
A. DistributedM HRM andM theM NewM HumanM Resource
MManagement ds,MtheMcompetenciesMrequiredMofM
B. HRMandMPerformance HRMmanagers,MandMtheMplanMofMthe
C. HRMandMEmployeeMEngagement Mbook.
D. HRMandMStrategy
E. HRMandMSustainability
InterestingMIssues:MHumanMresour
F. HRMandMEthics
IV. TheMNewMHumanMResourceMManager
cesMprofessionalsMplayMaMkeyMroleMi
A. HRMandMtheMManager’sMSkills nMhelpingMcompaniesMmeetMtheMcha
B. HRMManagerMCertification llengesMofMglobalMcompetition.MStra
C. HRMandMtheMManager’sMHRMPhilosophy tegicMobjectivesMtoMlowerMcosts,Mim
V. TheMPlanMofMThisMBoo provedMproductivity,MandMincreased
k
organizational
A. PartM1:MIntroduction
MeffectivenessMareMchangingMtheMwa
B. PartM2:MStaffing:MWorkforceMPlanningMan
dMEmployment yMeveryMpartMofMtheMorganization,Mi
C. PartM3:MTrainingMandMHumanMResourc ncludingMtheMHRMdepartment,Mdoes
eMDevelopment Mbusiness.
D. PartM4:MCompensationMandMTotalMRewards
E. PartM5:MEmployeeMandMLaborMRelations
F. PartM6:MSpecialMIssuesMinMHumanMResourc
eMManagement
ANNOTATEDMOUTLINE
, I. WhatMIsMHumanMResourceMManagement?M—
MTheMmanagementMprocessMinvolvesMtheMfollowingMfunctions:Mplanning,Morg
anizing,Mstaffing,Mleading,MandMcontrolling.MTheM―people‖MorMpersonnelMaspe
ctsMofMmanagementMjobsMinvolveMconductingMjobManalyses;MplanningMlaborMn
eedsMandMrecruitingMjobMcandidates;MselectingMjobMcandidates;MorientingMand
MtrainingMnewMemployees;MmanagingMwagesMandMsalaries;MprovidingMincentiv
esMandMbenefits;MappraisingMperformance;Mcommunicating;MtrainingMemploye
esMandMdevelopingMmanagers;MbuildingMemployeeMcommitment;MbeingMknowl
edgeableMaboutMequalMopportunity,MaffirmativeMaction,MemployeeMhealthMand
Msafety,MandMhandlingMgrievancesMandMlaborMrelations.
A. WhyMIsMHRMManagementMImportantMtoMAllMManagers?M—
MManagersMdon‘tMwantMtoMmakeMmistakesMwhileMmanaging,MsuchMasMhiringMt
heMwrongMperson,MhavingMtheirMcompanyMtakenMtoMcourtMbecauseMofMdiscrim
inatoryMactions,MorM committingMunfairMlaborMpractices.MAsMaMmanagerManyw
hereMinMtheMorganization,MyouMwillMwantMtoMimproveMperformance.MYouMmayM
spendMtimeMasManMHRMmanagerMorMbecomeManMentrepreneurMandMrequireMb
asicMandMsomeMadvancedMknowledgeMandMskillsMinMHR.
B. LineMandMStaffMAspectsMofMHRMM—
MAlthoughMmostMfirmsMhaveMaMhumanMresourceMdepartmentMwithMitsMownMma
nager,MallMmanagersMtendMtoMgetMinvolvedMinMactivitiesMlikeMrecruiting,Mintervi
ewing,Mselecting,MandMtraining.
C. LineMVersusMStaffMAuthorityM—
MAuthorityMisMtheMrightMtoMmakeMdecisions,MtoMdirectMtheMworkMofMothers,Mand
MtoMgiveMorders.MLineMmanagersMareMauthorizedMtoMdirectMtheMworkMofMsubor
dinates.MTheirMsubordinatesMareMgenerallyMinvolvedMinMworkMthatMdirectlyMpro
ducesMorMsellsMtheMcompany‘sMproductMorMservice,MsuchM asMsalesMorMmanuf
acturing.MStaffMmanagersMareMauthorizedMtoMassistMandMadviseMlineMmanager
sMinMaccomplishingMtheirMbasicMgoals.MTheMsubordinatesMofMstaffMmanagersM
areMgenerallyMinvolvedMinMworkMthatMsupportsMtheMproductsMorMservices,MinMd
epartmentsMsuchMasMPurchasingMorMQualityMControl.MHRMmanagersMareMgen
erallyMstaffMmanagers.
D. LineMManager‘sMHumanMResourceMResponsibilities M—
MAll Msupervisors Mare Mresponsible Mfor Maspects Mof MHR/personnel Mtasks Msuc
hMasMplacement,Mtraining,MandMdevelopmentMofMemployees.
E. TheMHumanMResourceMDepartmentM—
MTheMHRMdepartmentMprovidesMspecializedMassistanceMsuchMasMactingMasMa
Mrecruiter,MEEOMrepresentative,MjobManalyst,McompensationMmanager,Mtrainin
gMspecialist,MorMlaborMrelationsMspecialist.
1. ManyMemployersMareMrevampingMhowMtheyMorganizeMtheirMhumanMre
sourceMfunctionsMtoMincludeM―sharedMservices‖MorM―distributed‖MHR.M
OthersMmayMuseMcorporateMorMembeddedMteams.
II. TheMTrendsMShapingMHumanMResourceMManagementM—
MTrends Min Mthe Menvironment Mare Mchanging Mhow Memployers Mget Mtheir Mhu
manMresource MmanagementMtasksMdone.
A. WorkforceMDemographicsMandMDiversityMTrendsM—
MTheMlaborMforceMisMgettingMolderMandMmoreMmulti-
ethnic.MTheMagingMlaborMforceMpresentsMsignificantMchangesMinMtermsMofMpot
entialMlaborMshortages,MandMmanyMfirmsMareMinstitutingMnewMpoliciesMaimedM
atMencouragingMagingMemployeesMtoMstay,MorMatMattractingMpreviouslyMretired
Memployees.M HighMratesMofMimmigrationMalsoMpresentMchallengesM andM oppo
rtunitiesM forM HRM managers.M WithM projectedM workforce
M M M
oad Only) for Fundamentals of Huma
M M M M M
n Resource Management
M M
Carol Heeter
M
Fundamentals of Human M M M
Resource Management M
5th Edition
M
Gary Dessler
M
NewMYork,MNY
,Fundamentals of Human Resource Management Instructo
M M M M M
r Manual M
5th Edition M
TABLE OF CONTENTS
M M
INTRODUCTION ii.
SAMPLEMSYLLABUS iii.
CHAPTERM1:M ManagingMHumanMResourcesMToday 1
CHAPTERM2:M ManagingMEqualMOpportunityMandMDiversity 14
CHAPTERM3:M HumanMResourceMStrategyMandMAnalysis 32
CHAPTERM4:M JobMAnalysisMandMTalentMManagement 45
CHAPTERM5:M PersonnelMPlanningMandMRecruiting 58
CHAPTERM6:M SelectingMEmployees 71
CHAPTERM7:M TrainingMandMDevelopingMEmployees 86
CHAPTERM8:M PerformanceMManagementMandMAppraisal 100
CHAPTERM9:M ManagingMCareers 111
CHAPTERM10:M DevelopingMCompensationMPlans 123
CHAPTERM11:M PayMforMPerformanceMandMEmployeeMBenefits 138
CHAPTERM12:M MaintainingMPositiveMEmployeeMRelations 155
CHAPTERM13:M LaborMRelationsMandMCollectiveMBargaining 166
CHAPTERM14:M ImprovingMOccupationalMSafety,MHealth,MandMRiskMManagement 181
, PARTMONE INTRODUCTION
OM nM e
1
Managing Human Resources
M M
Today
LectureMOutline
StrategicMOverview
I. WhatMIsMHumanMResourceMManagement?
A. WhyM IsM HRM ManagementM ImportantM toM AllM InMBrief:MThisMchapterMexplainsMw
Managers? hatMhumanMresourceMmanagementMi
B. LineMandMStaffMAspectsMofMHRM s,MitsMrelationshipMtoMtheMmanagem
C. LineMVersusMStaffMAuthority entMprocess,MandMhowMitMisMchangin
D. LineMManager’sMHumanMResourceMResponsibilities
gMinMresponseMtoMtrendsMinMtheMwor
E. TheMHumanMResourceMDepartment
II. The Trends Shaping Human kplace.MItMillustratesMwhyMknowing
ResourceMManagement MHRMmanagement MconceptsMandMte
A. WorkforceMDemographicsMandMDiversityMTrends chniquesMareMimportantMtoManyMsup
B. TrendsMinMHowMPeopleMWork ervisorMorMmanagerMandMwhatMtren
C. GlobalizationMTrends dsMareMinfluencingMHRMmanageme
D. EconomicMTrends
nt.MInMaddition,MtheMchapterMexplor
E. TechnologyMTrends
III. TheMNewMHumanMResourceMManagement
esMstrategiesMtoday’sMHRMmanagers
MengageMinMtoMdealMwithMtheseMtren
A. DistributedM HRM andM theM NewM HumanM Resource
MManagement ds,MtheMcompetenciesMrequiredMofM
B. HRMandMPerformance HRMmanagers,MandMtheMplanMofMthe
C. HRMandMEmployeeMEngagement Mbook.
D. HRMandMStrategy
E. HRMandMSustainability
InterestingMIssues:MHumanMresour
F. HRMandMEthics
IV. TheMNewMHumanMResourceMManager
cesMprofessionalsMplayMaMkeyMroleMi
A. HRMandMtheMManager’sMSkills nMhelpingMcompaniesMmeetMtheMcha
B. HRMManagerMCertification llengesMofMglobalMcompetition.MStra
C. HRMandMtheMManager’sMHRMPhilosophy tegicMobjectivesMtoMlowerMcosts,Mim
V. TheMPlanMofMThisMBoo provedMproductivity,MandMincreased
k
organizational
A. PartM1:MIntroduction
MeffectivenessMareMchangingMtheMwa
B. PartM2:MStaffing:MWorkforceMPlanningMan
dMEmployment yMeveryMpartMofMtheMorganization,Mi
C. PartM3:MTrainingMandMHumanMResourc ncludingMtheMHRMdepartment,Mdoes
eMDevelopment Mbusiness.
D. PartM4:MCompensationMandMTotalMRewards
E. PartM5:MEmployeeMandMLaborMRelations
F. PartM6:MSpecialMIssuesMinMHumanMResourc
eMManagement
ANNOTATEDMOUTLINE
, I. WhatMIsMHumanMResourceMManagement?M—
MTheMmanagementMprocessMinvolvesMtheMfollowingMfunctions:Mplanning,Morg
anizing,Mstaffing,Mleading,MandMcontrolling.MTheM―people‖MorMpersonnelMaspe
ctsMofMmanagementMjobsMinvolveMconductingMjobManalyses;MplanningMlaborMn
eedsMandMrecruitingMjobMcandidates;MselectingMjobMcandidates;MorientingMand
MtrainingMnewMemployees;MmanagingMwagesMandMsalaries;MprovidingMincentiv
esMandMbenefits;MappraisingMperformance;Mcommunicating;MtrainingMemploye
esMandMdevelopingMmanagers;MbuildingMemployeeMcommitment;MbeingMknowl
edgeableMaboutMequalMopportunity,MaffirmativeMaction,MemployeeMhealthMand
Msafety,MandMhandlingMgrievancesMandMlaborMrelations.
A. WhyMIsMHRMManagementMImportantMtoMAllMManagers?M—
MManagersMdon‘tMwantMtoMmakeMmistakesMwhileMmanaging,MsuchMasMhiringMt
heMwrongMperson,MhavingMtheirMcompanyMtakenMtoMcourtMbecauseMofMdiscrim
inatoryMactions,MorM committingMunfairMlaborMpractices.MAsMaMmanagerManyw
hereMinMtheMorganization,MyouMwillMwantMtoMimproveMperformance.MYouMmayM
spendMtimeMasManMHRMmanagerMorMbecomeManMentrepreneurMandMrequireMb
asicMandMsomeMadvancedMknowledgeMandMskillsMinMHR.
B. LineMandMStaffMAspectsMofMHRMM—
MAlthoughMmostMfirmsMhaveMaMhumanMresourceMdepartmentMwithMitsMownMma
nager,MallMmanagersMtendMtoMgetMinvolvedMinMactivitiesMlikeMrecruiting,Mintervi
ewing,Mselecting,MandMtraining.
C. LineMVersusMStaffMAuthorityM—
MAuthorityMisMtheMrightMtoMmakeMdecisions,MtoMdirectMtheMworkMofMothers,Mand
MtoMgiveMorders.MLineMmanagersMareMauthorizedMtoMdirectMtheMworkMofMsubor
dinates.MTheirMsubordinatesMareMgenerallyMinvolvedMinMworkMthatMdirectlyMpro
ducesMorMsellsMtheMcompany‘sMproductMorMservice,MsuchM asMsalesMorMmanuf
acturing.MStaffMmanagersMareMauthorizedMtoMassistMandMadviseMlineMmanager
sMinMaccomplishingMtheirMbasicMgoals.MTheMsubordinatesMofMstaffMmanagersM
areMgenerallyMinvolvedMinMworkMthatMsupportsMtheMproductsMorMservices,MinMd
epartmentsMsuchMasMPurchasingMorMQualityMControl.MHRMmanagersMareMgen
erallyMstaffMmanagers.
D. LineMManager‘sMHumanMResourceMResponsibilities M—
MAll Msupervisors Mare Mresponsible Mfor Maspects Mof MHR/personnel Mtasks Msuc
hMasMplacement,Mtraining,MandMdevelopmentMofMemployees.
E. TheMHumanMResourceMDepartmentM—
MTheMHRMdepartmentMprovidesMspecializedMassistanceMsuchMasMactingMasMa
Mrecruiter,MEEOMrepresentative,MjobManalyst,McompensationMmanager,Mtrainin
gMspecialist,MorMlaborMrelationsMspecialist.
1. ManyMemployersMareMrevampingMhowMtheyMorganizeMtheirMhumanMre
sourceMfunctionsMtoMincludeM―sharedMservices‖MorM―distributed‖MHR.M
OthersMmayMuseMcorporateMorMembeddedMteams.
II. TheMTrendsMShapingMHumanMResourceMManagementM—
MTrends Min Mthe Menvironment Mare Mchanging Mhow Memployers Mget Mtheir Mhu
manMresource MmanagementMtasksMdone.
A. WorkforceMDemographicsMandMDiversityMTrendsM—
MTheMlaborMforceMisMgettingMolderMandMmoreMmulti-
ethnic.MTheMagingMlaborMforceMpresentsMsignificantMchangesMinMtermsMofMpot
entialMlaborMshortages,MandMmanyMfirmsMareMinstitutingMnewMpoliciesMaimedM
atMencouragingMagingMemployeesMtoMstay,MorMatMattractingMpreviouslyMretired
Memployees.M HighMratesMofMimmigrationMalsoMpresentMchallengesM andM oppo
rtunitiesM forM HRM managers.M WithM projectedM workforce
