Instructor's Resource Manual
(Download Only) for Fundamentals
of Human Resource Management
Carol Heeter
N
U
Fundamentals of Human
R
Resource Management
SE
5th Edition
D
Gary Dessler
O
C
S
New York, NY
, Fundamentals of Human Resource Management
Instructor Manual
5th Edition
TABLE OF CONTENTS
INTRODUCTION ii.
N
SAMPLE SYLLABUS iii.
U
CHAPTER 1: Managing Human Resources Today 1
CHAPTER 2: Managing Equal Opportunity and Diversity 14
R
CHAPTER 3: Human Resource Strategy and Analysis 32
CHAPTER 4: Job Analysis and Talent Management 45
SE
CHAPTER 5: Personnel Planning and Recruiting 58
CHAPTER 6: Selecting Employees 71
CHAPTER 7: Training and Developing Employees 86
D
CHAPTER 8: Performance Management and Appraisal 100
O
CHAPTER 9: Managing Careers 111
CHAPTER 10: Developing Compensation Plans 123
C
CHAPTER 11: Pay for Performance and Employee Benefits 138
CHAPTER 12: Maintaining Positive Employee Relations 155
S
CHAPTER 13: Labor Relations and Collective Bargaining 166
CHAPTER 14: Improving Occupational Safety, Health, and Risk Management 181
,PART ONE INTRODUCTION
T O n e
CHAPTER
1
Managing Human Resources
Today
N
Lecture Outline
Strategic Overview
I. What Is Human Resource Management?
U
A. Why Is HR Management Important to All In Brief: This chapter explains
Managers? what human resource management
B. Line and Staff Aspects of HRM is, its relationship to the
C. Line Versus Staff Authority
management process, and how it is
R
D. Line Manager’s Human Resource Responsibilities
E. The Human Resource Department
changing in response to trends in
II. The Trends Shaping Human Resource the workplace. It illustrates why
Management knowing HR management concepts
SE
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 trends are influencing HR
D. Economic Trends
management. In addition, the
E. Technology Trends
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
D
Management with these trends, the competencies
B. HR and Performance required of HR managers, and the
C. HR and Employee Engagement plan of the book.
D. HR and Strategy
O
E. HR and Sustainability
Interesting Issues: Human
F. HR and Ethics
IV. The New Human Resource Manager resources professionals play a key
A. HR and the Manager’s Skills role in helping companies meet the
C
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 improved productivity, and
A. Part 1: Introduction
S
increased organizational
B. Part 2: Staffing: Workforce Planning and
Employment
effectiveness are changing the way
C. Part 3: Training and Human Resource every part of the organization,
Development including the HR department, does
D. Part 4: Compensation and Total Rewards business.
E. Part 5: Employee and Labor Relations
F. Part 6: Special Issues in Human Resource
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
N
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
U
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
R
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
SE
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
D. Line Manager‘s Human Resource Responsibilities — All supervisors are
responsible for aspects of HR/personnel tasks such as placement, training,
O
and development of employees.
E. The Human Resource Department — The HR department provides
specialized assistance such as acting as a recruiter, EEO representative, job
C
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.
S
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
(Download Only) for Fundamentals
of Human Resource Management
Carol Heeter
N
U
Fundamentals of Human
R
Resource Management
SE
5th Edition
D
Gary Dessler
O
C
S
New York, NY
, Fundamentals of Human Resource Management
Instructor Manual
5th Edition
TABLE OF CONTENTS
INTRODUCTION ii.
N
SAMPLE SYLLABUS iii.
U
CHAPTER 1: Managing Human Resources Today 1
CHAPTER 2: Managing Equal Opportunity and Diversity 14
R
CHAPTER 3: Human Resource Strategy and Analysis 32
CHAPTER 4: Job Analysis and Talent Management 45
SE
CHAPTER 5: Personnel Planning and Recruiting 58
CHAPTER 6: Selecting Employees 71
CHAPTER 7: Training and Developing Employees 86
D
CHAPTER 8: Performance Management and Appraisal 100
O
CHAPTER 9: Managing Careers 111
CHAPTER 10: Developing Compensation Plans 123
C
CHAPTER 11: Pay for Performance and Employee Benefits 138
CHAPTER 12: Maintaining Positive Employee Relations 155
S
CHAPTER 13: Labor Relations and Collective Bargaining 166
CHAPTER 14: Improving Occupational Safety, Health, and Risk Management 181
,PART ONE INTRODUCTION
T O n e
CHAPTER
1
Managing Human Resources
Today
N
Lecture Outline
Strategic Overview
I. What Is Human Resource Management?
U
A. Why Is HR Management Important to All In Brief: This chapter explains
Managers? what human resource management
B. Line and Staff Aspects of HRM is, its relationship to the
C. Line Versus Staff Authority
management process, and how it is
R
D. Line Manager’s Human Resource Responsibilities
E. The Human Resource Department
changing in response to trends in
II. The Trends Shaping Human Resource the workplace. It illustrates why
Management knowing HR management concepts
SE
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 trends are influencing HR
D. Economic Trends
management. In addition, the
E. Technology Trends
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
D
Management with these trends, the competencies
B. HR and Performance required of HR managers, and the
C. HR and Employee Engagement plan of the book.
D. HR and Strategy
O
E. HR and Sustainability
Interesting Issues: Human
F. HR and Ethics
IV. The New Human Resource Manager resources professionals play a key
A. HR and the Manager’s Skills role in helping companies meet the
C
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 improved productivity, and
A. Part 1: Introduction
S
increased organizational
B. Part 2: Staffing: Workforce Planning and
Employment
effectiveness are changing the way
C. Part 3: Training and Human Resource every part of the organization,
Development including the HR department, does
D. Part 4: Compensation and Total Rewards business.
E. Part 5: Employee and Labor Relations
F. Part 6: Special Issues in Human Resource
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
N
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
U
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
R
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
SE
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
D. Line Manager‘s Human Resource Responsibilities — All supervisors are
responsible for aspects of HR/personnel tasks such as placement, training,
O
and development of employees.
E. The Human Resource Department — The HR department provides
specialized assistance such as acting as a recruiter, EEO representative, job
C
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.
S
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
