Solution manual
human resource management 6th edition
by Sandra Steen and Raymond Andrew
All Chapters 1-11 Covered
Steen,WHRMW6ceW©WMcGrawWHill,W20
23WIMW1-1
,HumanWResourceWManagementW6CEWSandraWSteen,WRaymondWAndrewWNoe,WJohnWR.WHollenbeck,WBarr
yWGerhart,WPatrickWM.WWright
Chapter 1-11
W
Chapter 1: Strategies, Trends, and Opportunities for HRM
W W W W W W W
Lecture Outline
W
PreparedWby:WNicoleWVincic,WMohawkWCollege
LEARNING OBJECTIVES
W
LO1:WDefineWhumanWresourceWmanagementWandWexplainWhowWHRMWcontributesWtoWorganizationalWperf
ormance.
LO2:WDescribeWhowWhumanWresourceWmanagementWsupportsWandWshapesWorganizationalWstrategy
.WLO3:WSummarizeWcompetencies,Wcareers,WandWethicsWinWhumanWresourceWmanagement.
LO4:WDescribeWtrendsWinWtheWlabourWforceWcompositionWandWhowWtheyWaffectWhumanWresourceWmanag
ement.
LO5:WDiscussWhowWtechnologicalWdevelopmentsWareWimpactingWhumanWresourceWmanagement.
INTRODUCTION: Human Resources Take Centre Stage
W W W W W
• AccordingWtoWDavidWWindley,WPresidentWofWIQTalentWPartners,WaWsegmentWofWCanada’sWCal
dwellWPartners,WthisWisWanWunsurpassedWtimeWtoWbeWworkingWinWhumanWresourcesWmanage
ment.
• TechnologyWisWchangingWtheWwayWworkWgetsWdoneWbyWautomatingWmanyWtasksWcarriedWo
utWbyWhumans.
• OrganizationsWneedWpeopleWforWtheirWcreativityWandWjudgement.
• HRWplacedWinWaWkeyWroleWofWprovidingWtalent,WkeepingWtalent,WandWbringWoutWtheWbestWinWtalent.
HRM PRACTICES
W
Steen,WHRMW6ceW©WMcGrawWHill,W20
23WIMW1-2
,HumanWresourceWmanagementW(HRM)WcentresWonWtheWpolicies,Wpractices,WandWsystemsWthatWinfluence
Wemployees’Wbehaviour,Wattitudes,WandWperformance.
ReferenceWFigureW1.1
ImportantWHRW(people)WpracticesWinclude:
• AnalysisWandWdesignWofWwork
• WorkforceWplanningW(determiningWhowWmanyWemployeesWwithWspecificWknowledgeWandWskills
WareWneeded)
• RecruitingW(attractingWcandidates)WandWSelectionW(choosingWemployees)
Steen,WHRMW6ceW©WMcGrawWHill,W20
23WIMW1-3
, • Training,Wlearning,WandWdevelopmentW(preparingWemployeesWhowWtoWperformWtheirWjobsWandWforW
theWfuture)
• PerformanceWmanagementW(supportingWperformance)
• TotalWrewardsW(rewardingWemployees)
• EmployeeWandWlabourWrelationsW(creatingWaWpositiveWworkWenvironment)
WHY ARE PEOPLE SO VALUABLE?
W W W W
ManagersWandWeconomistsWtraditionallyWhaveWseenWHRMWasWaWnecessaryWexpense,WratherWthanWaWsour
ceWofWvalueWtoWtheirWorganizations
• HumanWcapital—
anWorganization’sWemployees,WdescribedWinWtermsWofWtheirWtraining,Wexperience,Wjudgment,Win
telligence,Wrelationships,WandWinsight
• OrganizationsWneedWresourcesWthatWprovideWcompetitiveWadvantageWandWhumanWresourcesWh
aveWtheseWqualities:WValuable,Wrare,WcannotWbeWimitated,WandWhaveWnoWgoodWsubstitutes
• EmployeeWengagementWrefersWtoWtheWdegreeWtoWwhichWemployeesWareWfullyWinvolvedWinWtheirW
workWandWtheWstrengthWofWtheirWcommitmentWtoWtheirWjobWandWtheWorganization.
IMPACT OF HRM W W
HRMWcontributesWtoWmeasuresWofWanWorganization’sWsuccessWsuchWasWquality,Wprofitability,WandWcusto
merWexperience.WReferenceWFigureW1.2
OrganizationsWneedWtheWkindWofWresourcesWthatWwillWgiveWthemWsuchWanWadvantage.WHumanWresourcesW
haveWtheseWnecessaryWqualities:
• HumanWresourcesWareWvaluable.
• HumanWresourcesWareWrareWinWtheWsenseWthatWaWpersonWwithWhighWlevelsWofWtheWneededWskil
lsWandWknowledgeWisWnotWcommon.
• HumanWresourcesWcannotWbeWimitated.
• HumanWresourcesWhaveWnoWgoodWsubstitutes.
THE IMPACT OF EMPLOYEE EXPERIENCE
W W W W
• PerceptionsWthatWemployeesWhaveWaboutWtheirWexperiencesWatWworkWinWresponseWtoW
theirWinteractionsWwithWtheWorganization
• ProvidingWaWpositiveWemployeeWexperienceWisWcriticalWforWkeepingWemployeesWengagedW
andWcommittedWtoWtheWorganization
• EncompassesWallWtheWelementsWthatWinfluenceWanWemployee’sWperceptionWofWtheWworkWenviron
mentWandWbecomesWanWimportantWfocusWforWtheWemployee’sWentireWjourney—
fromWfirstWcontactWwithWaWpotentialWemployerWtoWretirementW(andWevenWbeyond)
WHAT ARE THE RESPONSIBILITIES OF HR DEPARTMENTS?
W W W W W W
HRWasWaWbusinessWwithinWtheWorganizationWwithW3WproductWlines:
Steen,WHRMW6ceW©WMcGrawWHill,W20
23WIMW1-4
human resource management 6th edition
by Sandra Steen and Raymond Andrew
All Chapters 1-11 Covered
Steen,WHRMW6ceW©WMcGrawWHill,W20
23WIMW1-1
,HumanWResourceWManagementW6CEWSandraWSteen,WRaymondWAndrewWNoe,WJohnWR.WHollenbeck,WBarr
yWGerhart,WPatrickWM.WWright
Chapter 1-11
W
Chapter 1: Strategies, Trends, and Opportunities for HRM
W W W W W W W
Lecture Outline
W
PreparedWby:WNicoleWVincic,WMohawkWCollege
LEARNING OBJECTIVES
W
LO1:WDefineWhumanWresourceWmanagementWandWexplainWhowWHRMWcontributesWtoWorganizationalWperf
ormance.
LO2:WDescribeWhowWhumanWresourceWmanagementWsupportsWandWshapesWorganizationalWstrategy
.WLO3:WSummarizeWcompetencies,Wcareers,WandWethicsWinWhumanWresourceWmanagement.
LO4:WDescribeWtrendsWinWtheWlabourWforceWcompositionWandWhowWtheyWaffectWhumanWresourceWmanag
ement.
LO5:WDiscussWhowWtechnologicalWdevelopmentsWareWimpactingWhumanWresourceWmanagement.
INTRODUCTION: Human Resources Take Centre Stage
W W W W W
• AccordingWtoWDavidWWindley,WPresidentWofWIQTalentWPartners,WaWsegmentWofWCanada’sWCal
dwellWPartners,WthisWisWanWunsurpassedWtimeWtoWbeWworkingWinWhumanWresourcesWmanage
ment.
• TechnologyWisWchangingWtheWwayWworkWgetsWdoneWbyWautomatingWmanyWtasksWcarriedWo
utWbyWhumans.
• OrganizationsWneedWpeopleWforWtheirWcreativityWandWjudgement.
• HRWplacedWinWaWkeyWroleWofWprovidingWtalent,WkeepingWtalent,WandWbringWoutWtheWbestWinWtalent.
HRM PRACTICES
W
Steen,WHRMW6ceW©WMcGrawWHill,W20
23WIMW1-2
,HumanWresourceWmanagementW(HRM)WcentresWonWtheWpolicies,Wpractices,WandWsystemsWthatWinfluence
Wemployees’Wbehaviour,Wattitudes,WandWperformance.
ReferenceWFigureW1.1
ImportantWHRW(people)WpracticesWinclude:
• AnalysisWandWdesignWofWwork
• WorkforceWplanningW(determiningWhowWmanyWemployeesWwithWspecificWknowledgeWandWskills
WareWneeded)
• RecruitingW(attractingWcandidates)WandWSelectionW(choosingWemployees)
Steen,WHRMW6ceW©WMcGrawWHill,W20
23WIMW1-3
, • Training,Wlearning,WandWdevelopmentW(preparingWemployeesWhowWtoWperformWtheirWjobsWandWforW
theWfuture)
• PerformanceWmanagementW(supportingWperformance)
• TotalWrewardsW(rewardingWemployees)
• EmployeeWandWlabourWrelationsW(creatingWaWpositiveWworkWenvironment)
WHY ARE PEOPLE SO VALUABLE?
W W W W
ManagersWandWeconomistsWtraditionallyWhaveWseenWHRMWasWaWnecessaryWexpense,WratherWthanWaWsour
ceWofWvalueWtoWtheirWorganizations
• HumanWcapital—
anWorganization’sWemployees,WdescribedWinWtermsWofWtheirWtraining,Wexperience,Wjudgment,Win
telligence,Wrelationships,WandWinsight
• OrganizationsWneedWresourcesWthatWprovideWcompetitiveWadvantageWandWhumanWresourcesWh
aveWtheseWqualities:WValuable,Wrare,WcannotWbeWimitated,WandWhaveWnoWgoodWsubstitutes
• EmployeeWengagementWrefersWtoWtheWdegreeWtoWwhichWemployeesWareWfullyWinvolvedWinWtheirW
workWandWtheWstrengthWofWtheirWcommitmentWtoWtheirWjobWandWtheWorganization.
IMPACT OF HRM W W
HRMWcontributesWtoWmeasuresWofWanWorganization’sWsuccessWsuchWasWquality,Wprofitability,WandWcusto
merWexperience.WReferenceWFigureW1.2
OrganizationsWneedWtheWkindWofWresourcesWthatWwillWgiveWthemWsuchWanWadvantage.WHumanWresourcesW
haveWtheseWnecessaryWqualities:
• HumanWresourcesWareWvaluable.
• HumanWresourcesWareWrareWinWtheWsenseWthatWaWpersonWwithWhighWlevelsWofWtheWneededWskil
lsWandWknowledgeWisWnotWcommon.
• HumanWresourcesWcannotWbeWimitated.
• HumanWresourcesWhaveWnoWgoodWsubstitutes.
THE IMPACT OF EMPLOYEE EXPERIENCE
W W W W
• PerceptionsWthatWemployeesWhaveWaboutWtheirWexperiencesWatWworkWinWresponseWtoW
theirWinteractionsWwithWtheWorganization
• ProvidingWaWpositiveWemployeeWexperienceWisWcriticalWforWkeepingWemployeesWengagedW
andWcommittedWtoWtheWorganization
• EncompassesWallWtheWelementsWthatWinfluenceWanWemployee’sWperceptionWofWtheWworkWenviron
mentWandWbecomesWanWimportantWfocusWforWtheWemployee’sWentireWjourney—
fromWfirstWcontactWwithWaWpotentialWemployerWtoWretirementW(andWevenWbeyond)
WHAT ARE THE RESPONSIBILITIES OF HR DEPARTMENTS?
W W W W W W
HRWasWaWbusinessWwithinWtheWorganizationWwithW3WproductWlines:
Steen,WHRMW6ceW©WMcGrawWHill,W20
23WIMW1-4
