Instructor'sResourceManual(Downl
. . .
oadOnly)forFundamentalsofHuman
. . . . . .
Resource Management
.
CarolHeeter
.
FundamentalsofHuman . . .
ResourceManagement .
5thEdition .
GaryDessler .
New York, NY
. .
,FundamentalsofHumanResourceManagement Instructor
. . . . . .
Manual
5th Edition .
TABLE OFCONTENTS . .
INTRODUCTION ii.
SAMPLE SYLLABUS
.
iii.
CHAPTER 1: Managing Human Resources Today
. . . . .
1
CHAPTER 2: Managing Equal Opportunity and Diversity
. . . . . .
14
CHAPTER 3: Human Resource Strategy and Analysis
. . . . . .
32
CHAPTER 4: Job Analysis and Talent Management
. . . . . .
45
CHAPTER 5: Personnel Planning and Recruiting
. . . . .
58
CHAPTER 6: Selecting Employees
. . .
71
CHAPTER 7: Training and Developing Employees
. . . . .
86
CHAPTER 8: Performance Management and Appraisal
. . . . .
100
CHAPTER 9: Managing Careers
. . .
111
CHAPTER 10: Developing Compensation Plans
. . . .
123
CHAPTER 11: Pay for Performance and Employee Benefits
. . . . . . .
138
CHAPTER 12: Maintaining Positive Employee Relations
. . . . .
155
CHAPTER 13: Labor Relations and Collective Bargaining
. . . . . .
166
CHAPTER 14: Improving Occupational Safety, Health, and Risk Management
. . . . . . . .
181
,PART ONE .
INTRODUCTION
One . .
1
Managing Human Resources . .
Today
Lecture Outline .
Strategic Overview .
I. What Is Human Resource Management?
. . . .
A. Why Is HR Management Important to All Man . . . . . . . In Brief: This chapter explains what h
. . . . . .
agers? uman resource management is, its rel. . . . .
B. Line and Staff Aspects of HRM . . . . .
ationship to the management process, . . . . .
C. Line Versus Staff Authority
and how it is changing in response to tr
. . .
. . . . . . . .
D. Line Manager’s Human Resource Responsibilities
. . . .
E. The Human Resource Department
. . .
ends in the workplace. It illustrates w
. . . . . .
II. The Trends Shaping Human hy knowing HR management concept
. . . .
Resource Management . s and techniques areimportant toany s
. . . . . . .
A. Workforce Demographics and Diversity Trends . . . .
upervisor or manager and what trends . . . . . .
B. Trends in How People Work . . . .
are influencing HR management. In a
. . . . .
C. Globalization Trends .
ddition, the chapter explores strategie . . . .
D. Economic Trends
s today’s HR managers engage in to de
.
. . . . . . .
E. Technology Trends .
III. The New Human Resource Management
. . . .
al with these trends, the competencies
. . . . . .
A. Distributed HR and the New Human Resource Man . . . . . . . required of HR managers, and the pla . . . . . .
agement n of the book.
. . .
B. HR and Performance
. .
C. HR and Employee Engagement
. . .
Interesting Issues: Human resources . . .
D. HR and Strategy . .
professionals play a key role in helpin
. . . . . . .
E. HR and Sustainability
. .
g companies meet the challenges of gl
. . . . . .
F. HR and Ethics . .
IV. The New Human Resource Manager
. . . .
obal competition. Strategic objective
. . .
A. HR and the Manager’s Skills
. . . . s to lower costs, improved productivit
. . . . .
B. HR Manager Certification
. . y, and increased
. .
C. HR and the Manager’s HR Philosophy
. . . . .
organizational .
V. The Plan of This Book
. . . .
effectiveness are changing the way ev . . . . .
A. Part 1: Introduction
ery part of the organization, including
. .
. . . . . .
B. Part 2: Staffing: Workforce Planning and E
. . . . . .
mployment
the HR department, does business.
. . . .
C. Part 3: Training and Human Resource De
. . . . . .
velopment
D. Part 4: Compensation and Total Rewards
. . . . .
E. Part 5: Employee and Labor Relations
. . . . .
F. Part 6: Special Issues in Human Resource Ma
. . . . . . .
nagement
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 managem
. . . . . . . . . .
ent jobs involve conducting job analyses; planning labor needs and recruiting job c
. . . . . . . . . . . .
andidates; selecting job candidates; orienting and training new employees; mana . . . . . . . . .
ging wages and salaries; providing incentives and benefits; appraising performan
. . . . . . . . .
ce; communicating; training employees and developing managers; building empl
. . . . . . . .
oyee commitment; being knowledgeable about equal opportunity, affirmative acti
. . . . . . . .
on, 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 their company taken to court because of discriminatory actions, or
. . . . . . . . . . .
committing unfair labor practices. As a manager anywhere in the organization, y
. . . . . . . . . . . .
ou will want to improve performance. You may spend time as an HR manager or be
. . . . . . . . . . . . . . .
come an entrepreneur and require basic and some advanced knowledge and skill
. . . . . . . . . . .
s 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 in activities like recruiting, interviewing, selecting, a . . . . . . . . . . .
nd training. .
C. Line Versus Staff Authority — . . . .
Authority is the right to make decisions, to direct the work of others, and to give orde
. . . . . . . . . . . . . . . . .
rs. Line managers are authorized to direct the work of subordinates. Their subordi
. . . . . . . . . . . .
nates are generally involved in work that directly produces or sells the company‘s
. . . . . . . . . . . . .
product or service, such as sales or manufacturing. Staff managers are authorize
. . . . . . . . . . .
d to assist and advise line managers in accomplishing their basic goals. The subor
. . . . . . . . . . . . .
dinates of staff managers are generally involved in work that supports the product
. . . . . . . . . . . .
s or services, in departments such as Purchasing or Quality Control. HR manager
. . . . . . . . . . . .
s are generally staff managers.
. . . .
D. Line Manager‘s Human Resource Responsibilities —
. . . . .
All supervisors are responsiblefor aspects of HR/personnel tasks such as plac
. . . . . . . . . . . .
ement, training, and development of employees. . . . . .
E. The Human Resource Department —
. . . .
The HR department provides specialized assistance such as acting as a recruiter,
. . . . . . . . . . . .
EEO representative, job analyst, compensation manager, training specialist, or la
. . . . . . . . . .
bor relations specialist.
. .
1. Many employers are revamping how they organize their human resource . . . . . . . . . .
functions to include ―shared services‖ or ―distributed‖ HR. Others may us . . . . . . . . . .
e corporate or embedded teams. . . . .
II. The Trends Shaping Human Resource Management —
. . . . . .
Trends in the environment are changing how employers get their human reso
. . . . . . . . . . . .
urce 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 lab
. . . . . . . . . . . .
or shortages, and many firms are instituting new policies aimed at encouraging agi
. . . . . . . . . . . .
ng employees to stay, or at attracting previously retired employees. High rates of i
. . . . . . . . . . . . .
mmigration also present challenges and opportunities for HR managers. With . . . . . . . . . .
projected workforce .
. . .
oadOnly)forFundamentalsofHuman
. . . . . .
Resource Management
.
CarolHeeter
.
FundamentalsofHuman . . .
ResourceManagement .
5thEdition .
GaryDessler .
New York, NY
. .
,FundamentalsofHumanResourceManagement Instructor
. . . . . .
Manual
5th Edition .
TABLE OFCONTENTS . .
INTRODUCTION ii.
SAMPLE SYLLABUS
.
iii.
CHAPTER 1: Managing Human Resources Today
. . . . .
1
CHAPTER 2: Managing Equal Opportunity and Diversity
. . . . . .
14
CHAPTER 3: Human Resource Strategy and Analysis
. . . . . .
32
CHAPTER 4: Job Analysis and Talent Management
. . . . . .
45
CHAPTER 5: Personnel Planning and Recruiting
. . . . .
58
CHAPTER 6: Selecting Employees
. . .
71
CHAPTER 7: Training and Developing Employees
. . . . .
86
CHAPTER 8: Performance Management and Appraisal
. . . . .
100
CHAPTER 9: Managing Careers
. . .
111
CHAPTER 10: Developing Compensation Plans
. . . .
123
CHAPTER 11: Pay for Performance and Employee Benefits
. . . . . . .
138
CHAPTER 12: Maintaining Positive Employee Relations
. . . . .
155
CHAPTER 13: Labor Relations and Collective Bargaining
. . . . . .
166
CHAPTER 14: Improving Occupational Safety, Health, and Risk Management
. . . . . . . .
181
,PART ONE .
INTRODUCTION
One . .
1
Managing Human Resources . .
Today
Lecture Outline .
Strategic Overview .
I. What Is Human Resource Management?
. . . .
A. Why Is HR Management Important to All Man . . . . . . . In Brief: This chapter explains what h
. . . . . .
agers? uman resource management is, its rel. . . . .
B. Line and Staff Aspects of HRM . . . . .
ationship to the management process, . . . . .
C. Line Versus Staff Authority
and how it is changing in response to tr
. . .
. . . . . . . .
D. Line Manager’s Human Resource Responsibilities
. . . .
E. The Human Resource Department
. . .
ends in the workplace. It illustrates w
. . . . . .
II. The Trends Shaping Human hy knowing HR management concept
. . . .
Resource Management . s and techniques areimportant toany s
. . . . . . .
A. Workforce Demographics and Diversity Trends . . . .
upervisor or manager and what trends . . . . . .
B. Trends in How People Work . . . .
are influencing HR management. In a
. . . . .
C. Globalization Trends .
ddition, the chapter explores strategie . . . .
D. Economic Trends
s today’s HR managers engage in to de
.
. . . . . . .
E. Technology Trends .
III. The New Human Resource Management
. . . .
al with these trends, the competencies
. . . . . .
A. Distributed HR and the New Human Resource Man . . . . . . . required of HR managers, and the pla . . . . . .
agement n of the book.
. . .
B. HR and Performance
. .
C. HR and Employee Engagement
. . .
Interesting Issues: Human resources . . .
D. HR and Strategy . .
professionals play a key role in helpin
. . . . . . .
E. HR and Sustainability
. .
g companies meet the challenges of gl
. . . . . .
F. HR and Ethics . .
IV. The New Human Resource Manager
. . . .
obal competition. Strategic objective
. . .
A. HR and the Manager’s Skills
. . . . s to lower costs, improved productivit
. . . . .
B. HR Manager Certification
. . y, and increased
. .
C. HR and the Manager’s HR Philosophy
. . . . .
organizational .
V. The Plan of This Book
. . . .
effectiveness are changing the way ev . . . . .
A. Part 1: Introduction
ery part of the organization, including
. .
. . . . . .
B. Part 2: Staffing: Workforce Planning and E
. . . . . .
mployment
the HR department, does business.
. . . .
C. Part 3: Training and Human Resource De
. . . . . .
velopment
D. Part 4: Compensation and Total Rewards
. . . . .
E. Part 5: Employee and Labor Relations
. . . . .
F. Part 6: Special Issues in Human Resource Ma
. . . . . . .
nagement
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 managem
. . . . . . . . . .
ent jobs involve conducting job analyses; planning labor needs and recruiting job c
. . . . . . . . . . . .
andidates; selecting job candidates; orienting and training new employees; mana . . . . . . . . .
ging wages and salaries; providing incentives and benefits; appraising performan
. . . . . . . . .
ce; communicating; training employees and developing managers; building empl
. . . . . . . .
oyee commitment; being knowledgeable about equal opportunity, affirmative acti
. . . . . . . .
on, 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 their company taken to court because of discriminatory actions, or
. . . . . . . . . . .
committing unfair labor practices. As a manager anywhere in the organization, y
. . . . . . . . . . . .
ou will want to improve performance. You may spend time as an HR manager or be
. . . . . . . . . . . . . . .
come an entrepreneur and require basic and some advanced knowledge and skill
. . . . . . . . . . .
s 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 in activities like recruiting, interviewing, selecting, a . . . . . . . . . . .
nd training. .
C. Line Versus Staff Authority — . . . .
Authority is the right to make decisions, to direct the work of others, and to give orde
. . . . . . . . . . . . . . . . .
rs. Line managers are authorized to direct the work of subordinates. Their subordi
. . . . . . . . . . . .
nates are generally involved in work that directly produces or sells the company‘s
. . . . . . . . . . . . .
product or service, such as sales or manufacturing. Staff managers are authorize
. . . . . . . . . . .
d to assist and advise line managers in accomplishing their basic goals. The subor
. . . . . . . . . . . . .
dinates of staff managers are generally involved in work that supports the product
. . . . . . . . . . . .
s or services, in departments such as Purchasing or Quality Control. HR manager
. . . . . . . . . . . .
s are generally staff managers.
. . . .
D. Line Manager‘s Human Resource Responsibilities —
. . . . .
All supervisors are responsiblefor aspects of HR/personnel tasks such as plac
. . . . . . . . . . . .
ement, training, and development of employees. . . . . .
E. The Human Resource Department —
. . . .
The HR department provides specialized assistance such as acting as a recruiter,
. . . . . . . . . . . .
EEO representative, job analyst, compensation manager, training specialist, or la
. . . . . . . . . .
bor relations specialist.
. .
1. Many employers are revamping how they organize their human resource . . . . . . . . . .
functions to include ―shared services‖ or ―distributed‖ HR. Others may us . . . . . . . . . .
e corporate or embedded teams. . . . .
II. The Trends Shaping Human Resource Management —
. . . . . .
Trends in the environment are changing how employers get their human reso
. . . . . . . . . . . .
urce 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 lab
. . . . . . . . . . . .
or shortages, and many firms are instituting new policies aimed at encouraging agi
. . . . . . . . . . . .
ng employees to stay, or at attracting previously retired employees. High rates of i
. . . . . . . . . . . . .
mmigration also present challenges and opportunities for HR managers. With . . . . . . . . . .
projected workforce .
