Instructor’s Manual for
Fundamentals of Human Resource Management,
6th edition
Chapter One: Managing Human Resources
Welcome to your guide to teaching Chapter One, Managing Human Resources!
This guide will provide you with a chapter summary, learning objectives, lecture outlines,
solutions to in-chapter case questions and end of chapter discussion questions and
possible responses.
Instructor’s Manual Highlights:
Chapter One Roadmap
We hope you find each chapter of your Instructor Manual practical and useful, but also,
exciting! You can adapt the chapter text, the PowerPoint, and the video to work in an
online class environment, a guided independent study environment, or a face to face or
on-ground environment.
When presenting Chapter One, have the students first read the chapter and
encourage them to absorb the “big picture” of Human Resource Management.
Use the PowerPoint for Chapter One to frame your lecture.
Have students read and discuss the variety of pedagogy boxes, which provide
real world vignettes that illustrate the concepts in the chapter. There are
discussion questions suggested responses for each of these boxes.
Have students read and review the end of chapter cases and their respective
questions.
, Have students validate their knowledge of the chapter by working through the
discussion questions at the end of the chapter.
Lastly, have students review, journal, or discuss the Key Vocabulary Terms at
the end of the chapter.
ROADMAP: THE LECTURE
Chapter Summary
This introductory chapter provides your students with foundations of Human Resource
Management. Human Resource Management (HRM) means the policies, practices,
and systems the influence employees’ behavior, attitudes and performance. This chapter
discusses the practices of HRM which include the analysis and design of work,
recruiting, selection, training and development, performance management,
compensation, employee relations, and strategic support for organizational strategy.
HRM does not exist in a vacuum; it should be integrated into all strata of the
organization. This chapter discusses a variety of internal and external considerations of
HRM, including the responsibilities of an HRM Department, the skills of HRM
professionals, and the ethics of HRM.
Learning Objectives for Chapter One
After reading and studying Chapter One, students will be able to:
1. Define human resource management and explain how HRM contributes to
organization’s performance.
2. Identify the responsibilities of human resource departments.
3. Summarize the types of skills needed for human resource management.
4. Explain the role of supervisors in human resource management
5. Discuss ethical issues in human resource management
6. Describe typical careers in human resource management.
Lecture Outline
I. Introduction
Do human resource professionals find their work satisfying? This opening vignette
shares two examples of HR professionals in different roles, yet they find their work
challenging and rewarding. The vignette clearly identifies ways in which HR
professionals add value to organizations.
,Discussion Questions and Suggested Responses
1. What stands out as key responsibilites that that Koustrup and Simmons do on
a regular basis which gives them satisfaction in their positions?
They both report to top executives in the organizations which indicates the
value placed on their responsibilites, create and implement programs tied to
the mission of the organizaiton, and develop programs to find and keep the
best employees.
A. Human Resource Management (HRM) means the policies, practices, and systems
that influence employees’ behavior, attitudes, and performance. Refer to Figure 1.1 in
the chapter to highlight the practices of HRM.
B. Human Resources and Company Performance
Managers and economists have traditionally seen HRM as an expense, rather than a
source of value. Economic value is usually associated with capital such as cash,
equipment, technology, and facilities.
Human Resource Management, however, can be valuable! Decisions about whom to
hire, what to pay, what training to offer, and how to evaluate employee performance
directly affects employees motivation and ability to provide goods and services that
customers value.
Refer to Figure 1.2 in the chapter to highlight the Types of Human Capital, and their
relation to organizational performance.
Human resources are valuable. Human resources are rare. Human resources cannot
be imitated. Human resources have no good substitutes.
C. Responsibilities of Human Resource Departments
The human resource function can be thought of as three product lines within the
company.
1. Administrative services and transactions
2. Business partner services
3. Strategic partner
As indicated in Figure 1.1, Human Resource Management Practices, and reiterated in
Table 1.1, Responsibilities of HR Departments, there are several important HRM
responsibilities including:
1. Analysis and design of work
, 2. Recruitment and Selection
3. Training and development
4. Performance Management
5. Compensation and Benefits
6. Employee Relations
7. Personnel policies
8. Employee data and information systems
9. Compliance with laws
10. Support for strategy
A. Analyzing and Designing Jobs
1. Job analysis is the process of getting detailed information about jobs.
2. Job design is the process of defining the way work will be performed
and the tasks that a given job requires.
3. In general, jobs can vary from having a narrow range of simple tasks to a
broad array of complex tasks requiring multiple skills.
B. Recruiting and Hiring Employees
1. Based on job analysis and design, an organization can determine the
kinds of employees it needs.
2. Recruitment is the process through which an organization seeks
applicants for potential employment. Selection refers to the process by
which an organization attempts to identify applicants with the necessary
knowledge, skills, abilities, and other characteristics that will help the
organization achieve its goals.
3. Approaches to recruitment and selection involve a variety of alternatives
such as:
Fundamentals of Human Resource Management,
6th edition
Chapter One: Managing Human Resources
Welcome to your guide to teaching Chapter One, Managing Human Resources!
This guide will provide you with a chapter summary, learning objectives, lecture outlines,
solutions to in-chapter case questions and end of chapter discussion questions and
possible responses.
Instructor’s Manual Highlights:
Chapter One Roadmap
We hope you find each chapter of your Instructor Manual practical and useful, but also,
exciting! You can adapt the chapter text, the PowerPoint, and the video to work in an
online class environment, a guided independent study environment, or a face to face or
on-ground environment.
When presenting Chapter One, have the students first read the chapter and
encourage them to absorb the “big picture” of Human Resource Management.
Use the PowerPoint for Chapter One to frame your lecture.
Have students read and discuss the variety of pedagogy boxes, which provide
real world vignettes that illustrate the concepts in the chapter. There are
discussion questions suggested responses for each of these boxes.
Have students read and review the end of chapter cases and their respective
questions.
, Have students validate their knowledge of the chapter by working through the
discussion questions at the end of the chapter.
Lastly, have students review, journal, or discuss the Key Vocabulary Terms at
the end of the chapter.
ROADMAP: THE LECTURE
Chapter Summary
This introductory chapter provides your students with foundations of Human Resource
Management. Human Resource Management (HRM) means the policies, practices,
and systems the influence employees’ behavior, attitudes and performance. This chapter
discusses the practices of HRM which include the analysis and design of work,
recruiting, selection, training and development, performance management,
compensation, employee relations, and strategic support for organizational strategy.
HRM does not exist in a vacuum; it should be integrated into all strata of the
organization. This chapter discusses a variety of internal and external considerations of
HRM, including the responsibilities of an HRM Department, the skills of HRM
professionals, and the ethics of HRM.
Learning Objectives for Chapter One
After reading and studying Chapter One, students will be able to:
1. Define human resource management and explain how HRM contributes to
organization’s performance.
2. Identify the responsibilities of human resource departments.
3. Summarize the types of skills needed for human resource management.
4. Explain the role of supervisors in human resource management
5. Discuss ethical issues in human resource management
6. Describe typical careers in human resource management.
Lecture Outline
I. Introduction
Do human resource professionals find their work satisfying? This opening vignette
shares two examples of HR professionals in different roles, yet they find their work
challenging and rewarding. The vignette clearly identifies ways in which HR
professionals add value to organizations.
,Discussion Questions and Suggested Responses
1. What stands out as key responsibilites that that Koustrup and Simmons do on
a regular basis which gives them satisfaction in their positions?
They both report to top executives in the organizations which indicates the
value placed on their responsibilites, create and implement programs tied to
the mission of the organizaiton, and develop programs to find and keep the
best employees.
A. Human Resource Management (HRM) means the policies, practices, and systems
that influence employees’ behavior, attitudes, and performance. Refer to Figure 1.1 in
the chapter to highlight the practices of HRM.
B. Human Resources and Company Performance
Managers and economists have traditionally seen HRM as an expense, rather than a
source of value. Economic value is usually associated with capital such as cash,
equipment, technology, and facilities.
Human Resource Management, however, can be valuable! Decisions about whom to
hire, what to pay, what training to offer, and how to evaluate employee performance
directly affects employees motivation and ability to provide goods and services that
customers value.
Refer to Figure 1.2 in the chapter to highlight the Types of Human Capital, and their
relation to organizational performance.
Human resources are valuable. Human resources are rare. Human resources cannot
be imitated. Human resources have no good substitutes.
C. Responsibilities of Human Resource Departments
The human resource function can be thought of as three product lines within the
company.
1. Administrative services and transactions
2. Business partner services
3. Strategic partner
As indicated in Figure 1.1, Human Resource Management Practices, and reiterated in
Table 1.1, Responsibilities of HR Departments, there are several important HRM
responsibilities including:
1. Analysis and design of work
, 2. Recruitment and Selection
3. Training and development
4. Performance Management
5. Compensation and Benefits
6. Employee Relations
7. Personnel policies
8. Employee data and information systems
9. Compliance with laws
10. Support for strategy
A. Analyzing and Designing Jobs
1. Job analysis is the process of getting detailed information about jobs.
2. Job design is the process of defining the way work will be performed
and the tasks that a given job requires.
3. In general, jobs can vary from having a narrow range of simple tasks to a
broad array of complex tasks requiring multiple skills.
B. Recruiting and Hiring Employees
1. Based on job analysis and design, an organization can determine the
kinds of employees it needs.
2. Recruitment is the process through which an organization seeks
applicants for potential employment. Selection refers to the process by
which an organization attempts to identify applicants with the necessary
knowledge, skills, abilities, and other characteristics that will help the
organization achieve its goals.
3. Approaches to recruitment and selection involve a variety of alternatives
such as:
