Solution Manual for Human Resource Management, 17th Edition by Gary Dessler by AnswerDone

Solution Manual for Human Resource Management, 17th Edition By Dessler Chapter 1-18

Part One Introduction Chapter 1 Introduction to Human Resource Management Lecture Outline: What Is Human Resource Management? The Management Process A Focus on Human Resource Management Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management Line and Staff Authority Line Managers‘ Human Resource Management Responsibilities The Human Resource Department Cooperative Line and Staff Human Resource Management The Environment of Human Resource Management Social Demographic, and Workforce Trends Geographic/Globalization Trends Economic Trends Technological Trends Political Trends and Values Competitive Trends The Human Resource Manager Today Performance and Human Resource Management Pandemics and People Sustainability Human Resource Management The Strategic Context: Building L.L. Bean The Human Resource Manager‘s Competencies The Human Resource Manager‘s Required Knowledge Base HR Manager Certification The Manager‘s Human Resource Philosophy Your Own Experiences, Education, Background, and Assumptions about People Top Management‘s Philosophy The Plan of This Book Practical Tools for Every Manager

1-2 The Features Chapter Contents Overview Chapter Review

Where Are We Now… The purpose of this chapter is to explain what human resource management is, and why it‘s important to all managers. We will see that human resource management activities such as hiring, training, appraising, compensation, and developing employees are part of every manager‘s job. We also see that human resource management is a separate function, usually with its own human resource, or ―HR,‖ manager.

Learning Objectives: 1-1. Explain what human resource management is and how it relates to the management process. 1-2. Define authority, and give examples of line and staff human resource management tasks. 1-3. Briefly discuss and illustrate the important trends influencing human resource management. 1-4. List the areas of important knowledge human resource managers required today. 1-5. List at least four important human resource manager competencies. 1-6. Outline the plan of this book.

Annotated Outline: I. What Is Human Resource Management?—to understand what human resource management is, it‘s useful to start with what managers do. A. The Management Process—most writers agree that managing involves performing five basic functions: planning, organizing, staffing, leading, and controlling. These functions in total represent the management process. B. Focus on Human Resource Management—human resource management (HRM) is the process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. C. Why Is Human Resource Management Important to All Managers? 1. Results Through People—remember that you could do everything else right as a manager but still fail, for instance, by hiring the wrong people or by not motivating subordinates. 2. You May Move Through HR—here is another reason to study this book: you might spend time as a human resource manager. 3. HR for Small Business—just over half the people working in the U.S. work for small businesses. 4. It‘s Your Job—―staffing‖ has always been part of what all managers, do, which means if you‘re not doing staffing right, you‘re not doing your job. II. Line and Staff Aspects of Human Resource Management—all managers have always been, in a sense, human resource managers, because they all get involved in recruiting, Copyright © 2024 Pearson Education, Inc.

1-3 interviewing, selecting, and training their employees. Managers usually distinguish between line authority and staff authority. A. Line and Staff Authority—in organizations, line authority traditionally gives managers the right to issue orders to other managers or employees. Line authority therefore creates a superior (order giver)—subordinate (order receiver) relationship. Staff authority gives a manager the right to advise other managers or employees. B. Line Managers‘ Human Resource Management Responsibilities 1. Placing the right person in the right job 2. Starting new employees in the organization (orientation) 3. Training employees for jobs that are new to them 4. Improving the job performance of each person 5. Gaining creative cooperation and developing smooth working relationships 6. Interpreting the company‘s policies and procedures 7. Controlling labor costs 8. Developing the abilities of each person 9. Creating and maintaining departmental morale 10. Protecting employees‘ health and physical conditions C. The Human Resource Department—provides specialized assistance and knowledge. Job duties include: recruiters, EEO representatives, job analysts, compensation managers, training specialists, and labor relations specialists. a. New Approaches to Organizing HR D. Cooperative Line and Staff Human Resource Management—in practice, HR and line managers share responsibility for most human resource activities. III. The Environment of Human Resource Management Companies compete within an environment, and managers have to adapt to that environment. A. Social, Demographic, and Workforce Trends—there are several powerful social trends, particularly in the nature of the workforce, and in how people work: the workforce, the jobs that people do, where people do their jobs, and employee engagement. B. Geographic/Globalization Trend—refers to companies extending their sales, ownership, and/or manufacturing to new markets abroad. C. Economic Trends—Figure 1-2 shows the gross national product (GDP), a measure of the U.S. total output. Then, in 2019, the COVID-19 pandemic struck and all measures fell off a cliff. GDP fell from about $21.6 trillion in quarter four (Q4) of 2019, to about $19.4 trillion in Q1 of 2020, (that‘s more than GDP fell in 2007–2009, which many called ―The Great Recession‖). By May 2022, GDP was back up to $24.2 trillion, and the unemployment rate was 3.8%; employers were struggling to find, recruit, and retain employees. D. Technological Trends—technology has had a big impact on how human resource managers do their jobs. Many of these changes will be familiar to anyone who has interacted in any way with a human resource management department recently. Social media, mobile applications, cloud computing, and data analytics have all impacted HR departments. Artificial intelligence (AI) and augmented reality (AR) are also technoligcal trends that are starting to impact HR departments.

1-4 E. Political Trends and Values—including election results, legislation, regulation, special interest advocacy, and evolving values—have long had an outsized effect on human resource management. 1. Sustainability 2. Diversity, Equity, and Inclusion (DEI) 3. Ethics F. HR As a Profit Center IV. The Human Resource Manager Today A. Performance and Human Resource Management—employers expect their human resources manager/―people experts‖ to spearhead employee performance-improvement efforts. There are three levers that can be applied: HR department lever, employee cost lever, and strategic results lever. 1. Performance Measurement—improving performance requires measuring what you are doing. 2. Evidence-Based Management—the use of data, facts, analytics, scientific rigor, critical evaluation, and critically evaluated research/case studies to support human resource management proposals, decisions, practices, and conclusions. 3. Adding Value—boosting profits and performance. B. Pandemics and People—important as performance is, in many organizations the pandemic (plus changing societal values) turned management‘s attention toward their people C. Strategic Human Resource Management—today‘s human resources managers are more involved in longer-term, strategic ―big picture‖ issues. D. The Strategic Context: Building L.L Bean. Today‘s employers want their HR managers to put in place practices that will produce the employee behaviors that help the company achieve its strategic aims. E. Performance and Human Resource Management—adapting organizational processes quickly and effectively to diminishing labor supplies, instituting companywide DEI efforts, crafting strategic plans, and conceptualizing and executing effective performanceenhancing programs requires a range of talents, not least of which is financial and business literacy. F. The Human Resource Manager‘s Competencies 1. Leadership and Navigation 2. Ethical Practice 3. Diversity, Equity, and Inclusion 4. Relationship Management 5. Communication 6. Global Mindset 7. Business Acumen 8. Consultation 9. Analytical Aptitude G. The Human Resource Manager‘s Required Knowledge Base—SHRM also says HR Managers are to have command of the basic functional areas of HR such as the following: 1. HR Strategy

1-5 2. Talent Acquisition 3. Employee Engagement and Retention 4. Learning and Development 5. Total Rewards 6. Structure of the HR Function 7. Organizational Effectiveness and Development 8. Workforce Management 9. Employee and Labor Relations 10. Technology Management 11. HR in the Global Context 12. Diversity and Inclusion 13. Risk Management 14. Corporate Social Responsibility 15. U.S. Employment Laws and Regulations H. HR Manager Certification—certifications are used to demonstrate mastery of contemporary human resource management knowledge and competencies. HR Certification Institute (HRCI) is an independent certifying organization for human resource professionals. V. The Manager‘s Human Resource Philosophy People‘s actions are always based in part on the assumptions they make, and this is especially true in regard to human resource management. The basic assumptions you make about people—Can they be trusted? Do they dislike work? Why do they act as they do? How should they be treated?—together comprise your philosophy of human resource management. And every personnel decision you make—the people you hire, the training you provide, your leadership style, and the like—reflects (for better or worse) this basic philosophy. A. Your Own Experiences, Education Background, and Assumptions about People—there‘s no doubt that you will bring to your job a philosophy based on your experiences, education, values, assumptions, and background. But your philosophy needn‘t be set in stone. It should evolve as you accumulate knowledge and experiences. B. Top Management‘s Philosophy—one of the things molding your own philosophy is that of your organization‘s top management. VI. The Plan of This Book A. Practical Tools for Every Manager 1. Responsibility of every manager 2. Use human resource management techniques to improve performance, productivity, and profitability. a. HR Tools for Line Managers and Small Businesses b. Know Your Employment Law 3. The Features a. HR as Profit Center b. Strategic Context c. Employee Engagement Guide for Managers d. Diversity Counts