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Explanation of the Instructors Manual:
This instructor’s manual was developed to assist the individual in using the material
presented in the textbook within the context of a classroom. It is important to note
that in developing the manual, it was not assumed the instructor teaching this
course is versed in Human Resource Management (HRM) as a practitioner,
researcher, or faculty member. Thus, within this manual, a summary for each
chapter is provided to help give context and structure for the instructor. Within each
summary are also potential issues that, through awareness may assist in instruction
and student understanding of the presented material.
Following each chapter summary are suggested responses and guidance for the
chapter materials, including potential answers for case studies, end of chapter
questions, and other materials. New to the instruction manual is a reference guide to
the two leading professional Human Resource Management Bodies of Knowledge:
the Society for Human Resource Management Body of Competency and Knowledge,
and the Human Resource Certification Institutes’ A Guide to the HR Body of
Knowledge. While not a complete study guide for examination, this may assist
instructors to connect materials for those students who are interested, while also
providing further instruction within the practice of HRM. The full reference guide is
available and includes a breakdown of each chapter.
Reference to the Chapter PowerPoints and available CONNECT materials are also
included in each chapter.
Chapter 1 Summary for Instructors
This chapter discusses the role of Human Resource Management (HRM) in gaining a
competitive advantage. It provides a foundation for the rest of the chapters by
describing the role HRM plays within organizations and the skills HRM practitioners
need for any company to be competitive. Within this chapter are the competitive
challenges that U.S. companies currently face which influence their ability to meet
the needs of shareholders, customers, employees, and other stakeholders and
support as to how these competitive challenges are influencing HRM. A full
summary is provided in the textbook on page 55.
At the end of this chapter, instructors should ensure students understand HRM as a
practice, HR as a department and be prepared to delineate between the two (LO1-1,
LO1-6, LO1-7). Further, students should be able to discuss the different HRM
practices (LO1-7), which are outlined towards the end of the chapter. Accomplishing
both tasks will help support students in subsequent chapters, however, it can be a
difficult task given the current perceptions of HRM and HR departments, as well as
the potential for students who lack exposure to such ideas and practices.
Another difficulty may be with having students seeing themselves as managers, and
not employees. Often the exposure students have had with HRM is when they have
been interviewed – not as them acting as the interviewer. Thus, the instructor may
Full download please contact or qidiantiku.com
, Full download please contact or qidiantiku.com
wish to ensure (and continue to revisit throughout the course) the student
continually focuses on how they are the ones making the decisions (i.e. managers).
However, their own experiences such as being interviewed can lend to great course
discussion and reflection. Instructors may also find students, especially those with
little interest in HRM or within other majors, experiencing difficulty in recognizing
the importance of this topic and practice. Instructors may wish to emphasize that
although HRM is a separate practice, much of what will be studied directly applies to
the business acumen of managers and leaders in all facets of business management.
Once the above is considered, instructors may then wish to discuss the remainder of
the LOs. If students have had a previous Introduction to Business/ Management or
similar course, then discussion of these LOs from the perspective of strategic
management and internal/external analysis (i.e. SWOT analysis) may help students
to connect the concepts. Specifically, if a general understanding of strategic
management exists, then instructors may discuss how HRM practices can contribute
to the strategic advantage of organizations, and how HR departments and
professionals hold a specific role and may contribute to this process. It would be
helpful to draw students’ attention to Table 1.15 on page 54, which shows the
outline of the textbook. These can help further demonstrate the different areas
within HRM, and what students may expect from the remainder of the course.
Society for Human Resource Management Body of Competency & Knowledge:
This chapter contains content which may be identified within the following content
areas:
Talent Acquisition & Retention
Learning & Development
Total Rewards
Structure of the HR Function
Technology & Data
Organizational Effectiveness & Design
Workforce Management
Risk Management
Business & HR Strategy
Human Resource Certification Institute’s A Guide to the HR Body of
Knowledge:
This chapter contains content which may be identified within the following areas:
Business Management & Strategy
Workforce Planning and Employment
Human Resource Development
Compensation and Benefits
Employee and Labor Relations
Risk Management
Other Classroom Materials: CONNECT and PowerPoint Slides
Full download please contact or qidiantiku.com
Explanation of the Instructors Manual:
This instructor’s manual was developed to assist the individual in using the material
presented in the textbook within the context of a classroom. It is important to note
that in developing the manual, it was not assumed the instructor teaching this
course is versed in Human Resource Management (HRM) as a practitioner,
researcher, or faculty member. Thus, within this manual, a summary for each
chapter is provided to help give context and structure for the instructor. Within each
summary are also potential issues that, through awareness may assist in instruction
and student understanding of the presented material.
Following each chapter summary are suggested responses and guidance for the
chapter materials, including potential answers for case studies, end of chapter
questions, and other materials. New to the instruction manual is a reference guide to
the two leading professional Human Resource Management Bodies of Knowledge:
the Society for Human Resource Management Body of Competency and Knowledge,
and the Human Resource Certification Institutes’ A Guide to the HR Body of
Knowledge. While not a complete study guide for examination, this may assist
instructors to connect materials for those students who are interested, while also
providing further instruction within the practice of HRM. The full reference guide is
available and includes a breakdown of each chapter.
Reference to the Chapter PowerPoints and available CONNECT materials are also
included in each chapter.
Chapter 1 Summary for Instructors
This chapter discusses the role of Human Resource Management (HRM) in gaining a
competitive advantage. It provides a foundation for the rest of the chapters by
describing the role HRM plays within organizations and the skills HRM practitioners
need for any company to be competitive. Within this chapter are the competitive
challenges that U.S. companies currently face which influence their ability to meet
the needs of shareholders, customers, employees, and other stakeholders and
support as to how these competitive challenges are influencing HRM. A full
summary is provided in the textbook on page 55.
At the end of this chapter, instructors should ensure students understand HRM as a
practice, HR as a department and be prepared to delineate between the two (LO1-1,
LO1-6, LO1-7). Further, students should be able to discuss the different HRM
practices (LO1-7), which are outlined towards the end of the chapter. Accomplishing
both tasks will help support students in subsequent chapters, however, it can be a
difficult task given the current perceptions of HRM and HR departments, as well as
the potential for students who lack exposure to such ideas and practices.
Another difficulty may be with having students seeing themselves as managers, and
not employees. Often the exposure students have had with HRM is when they have
been interviewed – not as them acting as the interviewer. Thus, the instructor may
Full download please contact or qidiantiku.com
, Full download please contact or qidiantiku.com
wish to ensure (and continue to revisit throughout the course) the student
continually focuses on how they are the ones making the decisions (i.e. managers).
However, their own experiences such as being interviewed can lend to great course
discussion and reflection. Instructors may also find students, especially those with
little interest in HRM or within other majors, experiencing difficulty in recognizing
the importance of this topic and practice. Instructors may wish to emphasize that
although HRM is a separate practice, much of what will be studied directly applies to
the business acumen of managers and leaders in all facets of business management.
Once the above is considered, instructors may then wish to discuss the remainder of
the LOs. If students have had a previous Introduction to Business/ Management or
similar course, then discussion of these LOs from the perspective of strategic
management and internal/external analysis (i.e. SWOT analysis) may help students
to connect the concepts. Specifically, if a general understanding of strategic
management exists, then instructors may discuss how HRM practices can contribute
to the strategic advantage of organizations, and how HR departments and
professionals hold a specific role and may contribute to this process. It would be
helpful to draw students’ attention to Table 1.15 on page 54, which shows the
outline of the textbook. These can help further demonstrate the different areas
within HRM, and what students may expect from the remainder of the course.
Society for Human Resource Management Body of Competency & Knowledge:
This chapter contains content which may be identified within the following content
areas:
Talent Acquisition & Retention
Learning & Development
Total Rewards
Structure of the HR Function
Technology & Data
Organizational Effectiveness & Design
Workforce Management
Risk Management
Business & HR Strategy
Human Resource Certification Institute’s A Guide to the HR Body of
Knowledge:
This chapter contains content which may be identified within the following areas:
Business Management & Strategy
Workforce Planning and Employment
Human Resource Development
Compensation and Benefits
Employee and Labor Relations
Risk Management
Other Classroom Materials: CONNECT and PowerPoint Slides
Full download please contact or qidiantiku.com
