Instructor's Resource Manual (Downl
n n n
oad Only) for Fundamentals of Human
n n n n n n
Resource Management
n
Carol Heeter
n
Fundamentals of Human n n n
Resource Management n
5th Edition n
Gary Dessler n
Newn York,n NY
,Fundamentals of Human Resource Management Instructor
n n n n n
Manual n
th
5 Edition n
TABLE OF CONTENTS
n n
INTRODUCTION ii.
SAMPLEnSYLLABUS iii.
CHAPTER n1:n ManagingnHumannResourcesnToday 1
CHAPTER n2:n ManagingnEqualnOpportunitynandnDiversity 14
CHAPTER n3:n HumannResourcenStrategynandnAnalysis 32
CHAPTER n4:n JobnAnalysisnandnTalentnManagement 45
CHAPTER n5:n Personnel nPlanningnandnRecruiting 58
CHAPTER n6:n SelectingnEmployees 71
CHAPTER n7:n TrainingnandnDevelopingnEmployees 86
CHAPTER n8:n PerformancenManagementnandnAppraisal 100
CHAPTER n9:n ManagingnCareers 111
CHAPTER n10:n DevelopingnCompensationnPlans 123
CHAPTER n11:n PaynfornPerformancenandnEmployeenBenefits 138
CHAPTER n12:n MaintainingnPositivenEmployeenRelations 155
CHAPTER n13:n LabornRelationsnandnCollectivenBargaining 166
CHAPTER n14:n ImprovingnOccupational nSafety,nHealth,nandnRisknManagement 181
, PARTnONE INTRODUCTION
On nn e
1
Managing Human Resources
n n
Today
LecturenOutline
StrategicnOverview
I. WhatnIsnHumannResourcenManagement?
A. Whyn Is n HRn Managementn Importantn ton AllnM InnBrief:nThisn chaptern explainsn wha
anagers? t n humann resourcen management n is,n it
B. Line nand nStaffnAspects nofnHRM sn relationshipn ton then management n pr
C. Line nVersus nStaffnAuthority ocess,n andn hown it n isn changingn inn res
D. Line nManager’s nHuman nResource nResponsibilities
E. The nHuman nResource nDepartment
ponsen ton trendsn innthenworkplace.n It n i
II. The Trends Shaping Human llustratesn whyn knowingnHRn manage
ResourcenManagement ment n conceptsn andn techniquesn areni
A. Workforce nDemographics nand nDiversitynTrends mportant nton anyn supervisorn orn mana
B. Trends ninnHownPeople nWork gern andn what ntrendsn aren influencingn
C. Globalization nTrends HRn management.nInn addition,n then ch
D. Economic nTrends aptern exploresn strategiesn today’sn HR
E. TechnologynTrends
n managersn engagen inn tondealn withnth
III. ThenNew nHuman nResourcenManagement
A. Distributed n HRn and n then Newn Human n Resource n esen trends,nthen competenciesn require
Management dn ofn HRn managers,n and nthen plann ofn t
B. HRnand nPerformance hen book.
C. HRnand nEmployee nEngagement
D. HRnand nStrategy InterestingnIssues:nHumann resourc
E. HRnand nSustainability
esn professionalsn playn an keyn rolen inn h
F. HRnand nEthics
IV. ThenNew nHuman nResourcenManager elpingn companiesn meet n then challeng
A. HRnand nthe nManager’s nSkills esn ofn globaln competition.n Strategicn o
B. HRnManagernCertification bjectivesn ton lowern costs,n improved n p
C. HRnand nthe nManager’s nHRnPhilosophy roductivity,n andn increased
V. ThenPlan nof nThisnBook organizational
A. Partn1:nIntroduction n effectivenessn aren changingnthenwayn
B. Partn2:nStaffing:nWorkforcenPlanningnand
nEmployment
everyn part n of nthen organization,n inclu
C. Partn3:nTraining nandnHumannResource dingnthenHRndepartment,ndoesn busin
nDevelopment ess.
D. Partn4:nCompensation nand nTotalnRewards
E. Partn5:nEmployee nand nLabornRelations
F. Partn6:nSpecial nIssues ninnHumannResource
nManagement
ANNOTATEDnOUTLINE
, I. WhatnIsn Humann ResourcenManagement?n—
nThenmanagement nprocess ninvolves nthenfollowingnfunctions: nplanning, norgani
zing, nstaffing, nleading, nandncontrolling. nThen ―people‖nornpersonnelnaspects nof n
management njobs ninvolv enconductingnjobn analyses; nplanningnlabornneeds nand
nrecruitingnjobncandidates; nselectingnjobncandidates; norientingn andntrainingnne
wnemployees; nmanagingnwages nandnsalaries; nprovidingnincentives nandnbenefi
ts; nappraisingnperf ormance; ncommunicating; ntrainingnemployees nandndevelopi
ngnmanagers; nbuildingnemployeencommitment; nbeingnknowledgeablenabout ne
qualnopportunity, naffirmativenaction, nemployeenhealthnandnsafety, nandnhandlin
gngrievances nandnlabornrelations.
A. Why nIs nHRnManagement nImportant ntonAllnManagers?n—
nManagers ndon‘t nwant ntonmakenmistakes nwhilenmanaging, nsuchnas nhiringnthen
wrongnperson, nhavingntheirncompany ntakenntoncourt nbecausenof ndiscriminatory
nactions, norn committingnunfairnlabornpractices. nAsnanmanagernanywhereninnthe
norganization, nyounwillnwant ntonimprovenperformance. nYounmay nspendntimenas n
annHRnmanagernornbecomenann entrepreneurnandnrequirenbasic nandnsomenadv
ancednknowledgenandnskills ninnHR.
B. LinenandnStaff nAspects nof nHRMn—
nAlthoughnmost nfirms nhavenanhumann resourcendepartment nwit hnits nownnmanag
er, nallnmanagers ntendntonget ninvolvedninnactivities nlikenrecruiting, ninterviewing, n
selecting, nandntraining.
C. LinenVersus nStaff nAuthority n—
nAuthority nis nthenright ntonmakendecisions, ntondirect nthenwork nof nothers, nandntong
ivenorders. nLinenmanagers narenaut horiz edntondirect nthenwork nof nsubordinat es. n
Theirnsubordinates narengenerally ninvolvedninnwork nthat ndirectly nproduces nornse
lls nthencompany‘s nproduct nornservice, nsuchn as nsales nornmanufacturing. nStaff n
managers narenauthorizedntonassist nandnadvisenlinenmanagers ninnaccomplishin
gntheirnbasic ngoals. nThensubordinat es nof nstaff nmanagers narengenerally ninvolve
dninnwork nthat nsupports nthenproducts nornservices, ninndepartments nsuchnas nPurc
hasingnornQuality nControl. nHRnmanagers narengenerally nstaff nmanagers.
D. LinenManager‘s n Humann Resourc en Responsibilit ies n—
nAllns upervis ors n arenres pons iblenf ornas pects nof nHR/pers onnel nt asks ns uchnas
nplacement, ntraining, nandndev elopment n of nemployees.
E. ThenHumannRes ourcen Department n—
nThen HRndepartment nprovides nspecializedn assistancensuchnas nactingnas nanrec
ruiter, nEEOnrepresent ative, njobnanalyst, ncompensationnmanager, ntrainingnspec
ialist, nornlabornrelations nspecialist.
1. Many nemployers narenrevampingnhownthey norganizentheirnhumannreso
urcenfunctions ntonincluden―sharednservices‖norn―distributed‖nHR. nOther
s nmay nusencorporatenornembeddednteams.
II. Then Trendsn Shapi ng n Hum ann Resource nManagem entn—
nTrends ninnthen env ironment n arenc hangingn hownemploy ers n get ntheirnhuman
nresourcenmanagement nt asks ndone.
A. WorkforcenDemographics nandnDiversity nTrends n—
nThenlabornforcenis ngettingnoldernandnmorenmulti-
ethnic. nThenagingnlabornforcenpresents nsignificant nchanges ninnterms nofnpotenti
alnlabornshortages, nandnmany nfirms nareninstitutingnnewnpolicies naimednat nenco
uragingnagingnemployees ntonstay, nornat nattractingnpreviously nretirednemployee
s. n Highnrates nof nimmigrationnalsonpresent nchallenges n andn opportunities n forn
HRn managers. n Withn projectedn workforce
n n n
oad Only) for Fundamentals of Human
n n n n n n
Resource Management
n
Carol Heeter
n
Fundamentals of Human n n n
Resource Management n
5th Edition n
Gary Dessler n
Newn York,n NY
,Fundamentals of Human Resource Management Instructor
n n n n n
Manual n
th
5 Edition n
TABLE OF CONTENTS
n n
INTRODUCTION ii.
SAMPLEnSYLLABUS iii.
CHAPTER n1:n ManagingnHumannResourcesnToday 1
CHAPTER n2:n ManagingnEqualnOpportunitynandnDiversity 14
CHAPTER n3:n HumannResourcenStrategynandnAnalysis 32
CHAPTER n4:n JobnAnalysisnandnTalentnManagement 45
CHAPTER n5:n Personnel nPlanningnandnRecruiting 58
CHAPTER n6:n SelectingnEmployees 71
CHAPTER n7:n TrainingnandnDevelopingnEmployees 86
CHAPTER n8:n PerformancenManagementnandnAppraisal 100
CHAPTER n9:n ManagingnCareers 111
CHAPTER n10:n DevelopingnCompensationnPlans 123
CHAPTER n11:n PaynfornPerformancenandnEmployeenBenefits 138
CHAPTER n12:n MaintainingnPositivenEmployeenRelations 155
CHAPTER n13:n LabornRelationsnandnCollectivenBargaining 166
CHAPTER n14:n ImprovingnOccupational nSafety,nHealth,nandnRisknManagement 181
, PARTnONE INTRODUCTION
On nn e
1
Managing Human Resources
n n
Today
LecturenOutline
StrategicnOverview
I. WhatnIsnHumannResourcenManagement?
A. Whyn Is n HRn Managementn Importantn ton AllnM InnBrief:nThisn chaptern explainsn wha
anagers? t n humann resourcen management n is,n it
B. Line nand nStaffnAspects nofnHRM sn relationshipn ton then management n pr
C. Line nVersus nStaffnAuthority ocess,n andn hown it n isn changingn inn res
D. Line nManager’s nHuman nResource nResponsibilities
E. The nHuman nResource nDepartment
ponsen ton trendsn innthenworkplace.n It n i
II. The Trends Shaping Human llustratesn whyn knowingnHRn manage
ResourcenManagement ment n conceptsn andn techniquesn areni
A. Workforce nDemographics nand nDiversitynTrends mportant nton anyn supervisorn orn mana
B. Trends ninnHownPeople nWork gern andn what ntrendsn aren influencingn
C. Globalization nTrends HRn management.nInn addition,n then ch
D. Economic nTrends aptern exploresn strategiesn today’sn HR
E. TechnologynTrends
n managersn engagen inn tondealn withnth
III. ThenNew nHuman nResourcenManagement
A. Distributed n HRn and n then Newn Human n Resource n esen trends,nthen competenciesn require
Management dn ofn HRn managers,n and nthen plann ofn t
B. HRnand nPerformance hen book.
C. HRnand nEmployee nEngagement
D. HRnand nStrategy InterestingnIssues:nHumann resourc
E. HRnand nSustainability
esn professionalsn playn an keyn rolen inn h
F. HRnand nEthics
IV. ThenNew nHuman nResourcenManager elpingn companiesn meet n then challeng
A. HRnand nthe nManager’s nSkills esn ofn globaln competition.n Strategicn o
B. HRnManagernCertification bjectivesn ton lowern costs,n improved n p
C. HRnand nthe nManager’s nHRnPhilosophy roductivity,n andn increased
V. ThenPlan nof nThisnBook organizational
A. Partn1:nIntroduction n effectivenessn aren changingnthenwayn
B. Partn2:nStaffing:nWorkforcenPlanningnand
nEmployment
everyn part n of nthen organization,n inclu
C. Partn3:nTraining nandnHumannResource dingnthenHRndepartment,ndoesn busin
nDevelopment ess.
D. Partn4:nCompensation nand nTotalnRewards
E. Partn5:nEmployee nand nLabornRelations
F. Partn6:nSpecial nIssues ninnHumannResource
nManagement
ANNOTATEDnOUTLINE
, I. WhatnIsn Humann ResourcenManagement?n—
nThenmanagement nprocess ninvolves nthenfollowingnfunctions: nplanning, norgani
zing, nstaffing, nleading, nandncontrolling. nThen ―people‖nornpersonnelnaspects nof n
management njobs ninvolv enconductingnjobn analyses; nplanningnlabornneeds nand
nrecruitingnjobncandidates; nselectingnjobncandidates; norientingn andntrainingnne
wnemployees; nmanagingnwages nandnsalaries; nprovidingnincentives nandnbenefi
ts; nappraisingnperf ormance; ncommunicating; ntrainingnemployees nandndevelopi
ngnmanagers; nbuildingnemployeencommitment; nbeingnknowledgeablenabout ne
qualnopportunity, naffirmativenaction, nemployeenhealthnandnsafety, nandnhandlin
gngrievances nandnlabornrelations.
A. Why nIs nHRnManagement nImportant ntonAllnManagers?n—
nManagers ndon‘t nwant ntonmakenmistakes nwhilenmanaging, nsuchnas nhiringnthen
wrongnperson, nhavingntheirncompany ntakenntoncourt nbecausenof ndiscriminatory
nactions, norn committingnunfairnlabornpractices. nAsnanmanagernanywhereninnthe
norganization, nyounwillnwant ntonimprovenperformance. nYounmay nspendntimenas n
annHRnmanagernornbecomenann entrepreneurnandnrequirenbasic nandnsomenadv
ancednknowledgenandnskills ninnHR.
B. LinenandnStaff nAspects nof nHRMn—
nAlthoughnmost nfirms nhavenanhumann resourcendepartment nwit hnits nownnmanag
er, nallnmanagers ntendntonget ninvolvedninnactivities nlikenrecruiting, ninterviewing, n
selecting, nandntraining.
C. LinenVersus nStaff nAuthority n—
nAuthority nis nthenright ntonmakendecisions, ntondirect nthenwork nof nothers, nandntong
ivenorders. nLinenmanagers narenaut horiz edntondirect nthenwork nof nsubordinat es. n
Theirnsubordinates narengenerally ninvolvedninnwork nthat ndirectly nproduces nornse
lls nthencompany‘s nproduct nornservice, nsuchn as nsales nornmanufacturing. nStaff n
managers narenauthorizedntonassist nandnadvisenlinenmanagers ninnaccomplishin
gntheirnbasic ngoals. nThensubordinat es nof nstaff nmanagers narengenerally ninvolve
dninnwork nthat nsupports nthenproducts nornservices, ninndepartments nsuchnas nPurc
hasingnornQuality nControl. nHRnmanagers narengenerally nstaff nmanagers.
D. LinenManager‘s n Humann Resourc en Responsibilit ies n—
nAllns upervis ors n arenres pons iblenf ornas pects nof nHR/pers onnel nt asks ns uchnas
nplacement, ntraining, nandndev elopment n of nemployees.
E. ThenHumannRes ourcen Department n—
nThen HRndepartment nprovides nspecializedn assistancensuchnas nactingnas nanrec
ruiter, nEEOnrepresent ative, njobnanalyst, ncompensationnmanager, ntrainingnspec
ialist, nornlabornrelations nspecialist.
1. Many nemployers narenrevampingnhownthey norganizentheirnhumannreso
urcenfunctions ntonincluden―sharednservices‖norn―distributed‖nHR. nOther
s nmay nusencorporatenornembeddednteams.
II. Then Trendsn Shapi ng n Hum ann Resource nManagem entn—
nTrends ninnthen env ironment n arenc hangingn hownemploy ers n get ntheirnhuman
nresourcenmanagement nt asks ndone.
A. WorkforcenDemographics nandnDiversity nTrends n—
nThenlabornforcenis ngettingnoldernandnmorenmulti-
ethnic. nThenagingnlabornforcenpresents nsignificant nchanges ninnterms nofnpotenti
alnlabornshortages, nandnmany nfirms nareninstitutingnnewnpolicies naimednat nenco
uragingnagingnemployees ntonstay, nornat nattractingnpreviously nretirednemployee
s. n Highnrates nof nimmigrationnalsonpresent nchallenges n andn opportunities n forn
HRn managers. n Withn projectedn workforce
