Solutions Manual for Human Resource Management, 17th Edition (Valentine, Meglich, Mathis & Jackson, 2023) | All Chapters 1–16 Covered

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, TABLE OF CONTENTS
Solutions Manual: Human Resource Management, 17th Edition
Authors: Sean Valentine, Patricia Meglich, Robert Mathis, John Jackson
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Part 1. The Environment of Human Resource Management
Chapter 1. Human Resource Management in Organizations
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Chapter 2. Human Resource Strategy and Planning
Chapter 3. Equal Employment Opportunity

Part 2. Jobs and Labor




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Chapter 4. Workforce, Jobs, and Job Analysis
Chapter 5. Individual/Organization Relations and Retention
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Chapter 6. Recruiting High-Quality Talent
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Chapter 7. Selecting Human Resources
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Part 3. Talent Development
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Chapter 8. Training Human Resources
Chapter 9. Talent, Careers, and Development
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Chapter 10. Performance Management and Appraisal
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Part 4. Compensation
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Chapter 11. Total Rewards and Compensation
Chapter 12. Managing Employee Benefits
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Part 5. Employee Relations and Global Human Resource Management
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Chapter 13. Risk Management and Worker Protection
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Chapter 14. Employee Rights and Responsibilities
Chapter 15. Union–Management Relations
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Chapter 16. Global Human Resource Management
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, Solution and Answer Guide: Valentine, Meglich, Human Resource Management, 17th Edition, 2025,
9780357899281; Chapter 1: Human Resource Management in Organizations




Solution and Answer Guide
VALENTINE, MEGLICH, HUMAN RESOURCE MANAGEMENT , 17TH EDITION, 2025,
9780357899281; CHAPTER 1: HUMAN RESOURCE MANAGEMENT IN ORGANIZATIONS
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TABLE OF CONTENTS
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Content Type............................................................................................................................................. 1




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Case: Extinguishing the Cultural Fire at Traeger.........................................................................1




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CONTENT TYPE

CASE: EXTINGUISHING CULTURAL FIRE TRAEGER
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How did the culture at Traeger become so negative? What could HR managers do to
reduce the chances that such a negative culture could occur in other organizations?

Solution:
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The culture at Traeger became negative due to several key factors:
a) Leadership issues:
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 The majority owner’s undermining behavior and hostile management style
 High turnover of senior managers (7 in 8 years)
 Lack of respect for new leadership (employees calling Jeremy “Ocho”)
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b) Communication problems:
 Disregard for requests from the CEO
 “Us-versus-them” mentality when new leaders were brought in
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c) Resistance to change:
 Long-term employees reluctant to adapt
 Extreme reactions to changes (e.g., truck arson incident)
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To reduce the chances of such a negative culture in other organizations, HR managers
could (answer may vary):
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 Clearly define roles and responsibilities between ownership and management.
 Implement leadership training focusing on respectful and effective management
styles.
 Develop a strong onboarding process that emphasizes company culture and values.
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 Conduct regular culture surveys, like the one Traeger eventually performed.
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 Establish clear communication channels for employees to voice concerns without
fear of retaliation.
 Develop and consistently reinforce a set of core values aligned with the company’s
mission.

, Solution and Answer Guide: Valentine, Meglich, Human Resource Management, 17th Edition, 2025,
9780357899281; Chapter 1: Human Resource Management in Organizations

2. How would you evaluate the steps taken by Jeremy Andrus to create a more positive
organizational culture? What steps would you have taken to fix the toxic culture at Traeger?

Solution:
Evaluation of Jeremy Andrus’s Steps
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 Buying out the majority owner:




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o Positive: Removed a major source of toxic leadership
o Effective: Created a symbolic “Independence Day” to mark the change

 Repairing relationships with retail customers:
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o Positive: Demonstrated commitment to ethical business practices
o Effective: Likely improved company reputation and stability

 Conducting a culture survey:
o Positive: Showed willingness to understand and address issues
o Somewhat effective: Provided data for decision-making, but action is key




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 Developing a new mission and values:
o Positive: Created a foundation for cultural change
o Potentially effective: Success depends on implementation and buy-in
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 Moving headquarters to Utah: ED
o Drastic but effective: Allowed for a fresh start with employees aligned with
new culture
o Potential negative: May have lost some valuable employees in the process
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 Mindful hiring based on core values:
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o Positive: Ensures new employees fit the desired culture
o Effective: Reinforces and maintains the new cultural direction

 Designing office space to reflect brand values:
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o Positive: Creates a physical environment that supports the desired culture
o Effective: Serves as a constant reminder of company values and mission

 Implementing shared meals and food preparation:
o Positive: Fosters teamwork and community
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o Effective: Creates regular opportunities for informal interaction and relationship
building

Steps to fix the toxic culture at Traeger:
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 Employee Involvement: Jeremy could have involved long-time employees in
shaping the new mission and values. Early involvement might have reduced
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resistance and increased their investment in the change.
 Leadership Integration: Leadership coaching and team-building activities could
have eased tensions between new and existing leaders, reducing the “us-versus-
them” mentality.
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 Better Communication: A more gradual outsourcing transition, along with open
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forums and consistent communication, could have prevented backlash and helped
employees understand the need for change.
 Retention & Transition Plans: Instead of quickly parting with long-time employees,
offering coaching or exit strategies with dignity could have prevented hostility and
sabotage.