Fundamentals of Human Resource Management
Instructor Manual 5th Edition
ScholarHub
, 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
ScholarHub
CHAPTER 10: Developing Compensation Plans 123
CHAPTER 11: Pay for Performance and Employee Benefits 138
CHAPTER 12: Maintaining Positive Employee Relations 155
CHAPTER 13: Labor Relations and Collective Bargaining 166
CHAPTER 14: Improving Occupational Safety, Health, and Risk Management 181
PART ONE INTRODUCTION
One
CHAPTER
Managing Human Resources
Today
, 1
Lecture Outline
Strategic Overview
I. What Is Human Resource Management?
A. Why Is HR Management Important to All Managers? In Brief: This chapter explains
B. Line and Staff Aspects of HRM
what human resource management
C. Line Versus Staff Authority
D. Line Manager’s Human Resource Responsibilities
is, its relationship to the
E. The Human Resource Department management process, and how it is
II. The Trends Shaping Human changing in response to trends in
Resource the workplace. It illustrates why
Management knowing HR management concepts
A. Workforce Demographics and Diversity Trends and techniques are important to any
B. Trends in How People Work
supervisor or manager and what
C. Globalization Trends
D. Economic Trends
trends are influencing HR
E. Technology Trends management. In addition, the
III. The New Human Resource Management chapter explores strategies today’s
A. Distributed HR and the New Human Resource HR managers engage in to deal with
Management these trends, the competencies
B. HR and Performance required of HR managers, and the
C. HR and Employee Engagement ScholarHub
D. HR and Strategy
plan of the book.
E. HR and Sustainability
F. HR and Ethics Interesting Issues: Human
IV. The New Human Resource Manager resources professionals play a key
A. HR and the Manager’s Skills role in helping companies meet the
B. HR Manager Certification challenges of global competition.
C. HR and the Manager’s HR Philosophy Strategic objectives to lower costs,
V. The Plan of This Book
A. Part 1: Introduction
improved productivity, and
B. Part 2: Staffing: Workforce Planning and Employment increased organizational
C. Part 3: Training and Human Resource Development effectiveness are changing the way
D. Part 4: Compensation and Total Rewards every part of the organization,
E. Part 5: Employee and Labor Relations including the HR department, does
F. Part 6: Special Issues in Human Resource business.
Management
ANNOTATED OUTLINE
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 ScholarHub
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
shortfalls, many employers are hiring foreign workers for U.S. jobs. Milennials
who grew up with technology are experts at collaborating.
B. Trends in How People Work — Technological change will continue to shift
growth in employment opportunities in different occupations.
Instructor Manual 5th Edition
ScholarHub
, 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
ScholarHub
CHAPTER 10: Developing Compensation Plans 123
CHAPTER 11: Pay for Performance and Employee Benefits 138
CHAPTER 12: Maintaining Positive Employee Relations 155
CHAPTER 13: Labor Relations and Collective Bargaining 166
CHAPTER 14: Improving Occupational Safety, Health, and Risk Management 181
PART ONE INTRODUCTION
One
CHAPTER
Managing Human Resources
Today
, 1
Lecture Outline
Strategic Overview
I. What Is Human Resource Management?
A. Why Is HR Management Important to All Managers? In Brief: This chapter explains
B. Line and Staff Aspects of HRM
what human resource management
C. Line Versus Staff Authority
D. Line Manager’s Human Resource Responsibilities
is, its relationship to the
E. The Human Resource Department management process, and how it is
II. The Trends Shaping Human changing in response to trends in
Resource the workplace. It illustrates why
Management knowing HR management concepts
A. Workforce Demographics and Diversity Trends and techniques are important to any
B. Trends in How People Work
supervisor or manager and what
C. Globalization Trends
D. Economic Trends
trends are influencing HR
E. Technology Trends management. In addition, the
III. The New Human Resource Management chapter explores strategies today’s
A. Distributed HR and the New Human Resource HR managers engage in to deal with
Management these trends, the competencies
B. HR and Performance required of HR managers, and the
C. HR and Employee Engagement ScholarHub
D. HR and Strategy
plan of the book.
E. HR and Sustainability
F. HR and Ethics Interesting Issues: Human
IV. The New Human Resource Manager resources professionals play a key
A. HR and the Manager’s Skills role in helping companies meet the
B. HR Manager Certification challenges of global competition.
C. HR and the Manager’s HR Philosophy Strategic objectives to lower costs,
V. The Plan of This Book
A. Part 1: Introduction
improved productivity, and
B. Part 2: Staffing: Workforce Planning and Employment increased organizational
C. Part 3: Training and Human Resource Development effectiveness are changing the way
D. Part 4: Compensation and Total Rewards every part of the organization,
E. Part 5: Employee and Labor Relations including the HR department, does
F. Part 6: Special Issues in Human Resource business.
Management
ANNOTATED OUTLINE
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 ScholarHub
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
shortfalls, many employers are hiring foreign workers for U.S. jobs. Milennials
who grew up with technology are experts at collaborating.
B. Trends in How People Work — Technological change will continue to shift
growth in employment opportunities in different occupations.
