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APPENDIX A Applying HR Content, Personal Competencies, and Business Knowledge

SUPPLEMENTARY STUDY AND DISCUSSION ASSIGNMENTS*

I INTRODUCTION: SHRMS HUMAN RESOURCE CURRICULUM GUIDEBOOK


SHRM, the Society for Human Resource Management, recently distributed its new SHRM Human Resource Curriculum Guidebook and Templates for Undergraduate and Graduate Programs. It contains SHRMs recommended curriculum templates or guides to assist university faculty, deans, program directors, and other stakeholders in the dissemination of HR knowledge that will better prepare students and the organizations they support. . . . In a nutshell, the Guidebook advocates building human resource management programs and courses around twenty-four major and minor HR Learning Modules. Each module contains three interrelated componentsHR Content (such as employment law), Personal Competencies (such as ethical decision-making), and Business or Policy Knowledge Applications (such as business law, public policy, and corporate social responsibility). SHRMs stated aims are to systematize and standardize the knowledge and skills HR students leave the classroom with, and to make sure that they learn, not just human resource management skills, but also how to apply personal skills (like communicating) as well as business knowledge to the human resource problems at hand. SHRM wants schools to use the modules to build multi-course programs in human resource management.

II THE PURPOSES OF THIS APPENDIX


The exercises in the following sections III, IV, and V serve two purposes. First, they provide an opportunity to learn more about SHRM recommended HR Content Areas, Personal Competencies, and Business/Policy Areas. For example, section III just below lets you practice applying some of what you learned in the book about most of SHRMs main HR Content Areas. Second (since not all adopters will cover the new SHRM guidelines in detail), we also prepared this appendix so that all adopters and readers can use these exercises to supplement the behavioral objectives and case questions now in each chapter and case, simply as supplementary exercises.

Gary Dessler, Ph.D. 2007.

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III ASSESSING WHAT YOU KNOW ABOUT MAJOR SHRM HR CONTENT AREAS
List of SHRM Recommended HR Content Areas History of HR and Its Role (we covered in Ch. 1) Supplementary Discussion Questions for Assessing Your Knowledge and Skills with Respect to SHRM HR Content Areas

1. Briey discuss the evolution of the personnel/HR eld in the


United States over the last 100 years to its current role in modern globally competitive societies. 2. Describe HRs role in developing human capital. 3. Describe HRs impact on rm success. 4. Discuss the partnership of line managers and HR managers and departments.

Employment Law (Ch. 2)

1. List and discuss the major equal employment laws, and give
examples of how they inuence the various HR functions such as recruiting and training employees. 2. Describe the basic equal employment law enforcement procedure, from complaint to conclusion.

Managing a Diverse Workforce (Ch. 2)

1. List and discuss several important strategies for successfully


increasing workforce diversity.

2. Explain with examples how diversity management can improve business results.

3. Give some examples of how creating a diverse workforce


can enhance employee perceptions of fairness and equity throughout the organization. HR and Organizational Strategy (Ch. 3)

1. List and explain with examples the basic types of corporate,


competitive, and functional strategies.

2. Dene Strategic Human Resource Management and explain


with examples how managers devise HR practices to support their companies strategies. 3. Answer the question, How do rms gain sustainable competitive advantage through effective human resource management strategies and practices? HR and Mergers and Acquisitions (Ch. 3) Measuring HR Outcomes and the Bottom-Line (Ch. 3)

1. Give several examples of how HR practices can contribute to


the success of corporate mergers and acquisitions.

1. Explain and provide examples of at least 5 HR metrics. 2. Discuss how you as a manager could use HR and broader
business metrics to link HR practices to achieving bottomline business results.

Job Analysis (Ch. 4)

1. List and describe the methods and procedure you would use
to conduct a job analysis.

2. Briey discuss the main factors that must be taken into


account in designing a job.

3. List and briey describe the main sections in a job description.


Workforce Planning and Talent Management (Ch. 5)

1. Describe the basic process and methods of human resource


planning, and explain, in doing so, how they relate to corporate strategy. 2. Show how you would create a simple stafng plan. (continued)

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List of SHRM Recommended HR Content Areas Outsourcing (Chs. 5, 13)

Supplementary Discussion Questions for Assessing Your Knowledge and Skills with Respect to SHRM HR Content Areas

1. Explain the difference between employee leasing and


outsourcing.

2. Discuss the pros and cons of outsourcing.


Recruiting and Selection (Ch. 5)

1. Describe the various methods of locating qualied job


candidates and the advantages and disadvantages of each.

2. Briey discuss what you believe would illustrate a successful


strategy for developing a diverse talent pool of qualied candidates. Recruiting and Selection (Chs. 6, 7)

1. List and compare and contrast the main assessment methods


an employer can use for identifying a candidates suitability for employment. 2. Discuss the main legal implications associated with employment selection techniques, including interviewing.

Organizational Entry and Socialization (Ch. 8) Training and Development (Ch. 8)

1. Answer the question, Why is it important to familiarize new


employees with the organization, and with their new jobs and work units?

1. Explain how you would link training objectives to organizational goals.

2. List and discuss the principles of learning, and describe how


they facilitate training.

3. Explain how you would create a training program. 4. List and briey describe ve important training methods. 5. Why is it important to assess training effectiveness, and how
would you go about doing so? Performance Appraisal and Feedback (Ch. 9)

1. Explain what you would consider to be the main purposes,


characteristics, methods and communication techniques of an effective performance appraisal program. 2. Answer the question, How would you use performance management techniques to develop a clear line of sight connecting the employees performance and the companys goals?

Career Planning (Ch. 10)

1. Answer the question, How would you use HR management


functions to better match individual and organizational needs? 2. List and describe the basic stages of ones career development. 3. Describe ve methods employers can use to support their employees career development needs.

Compensation Benets and Total Rewards (Ch. 11)

1. Discuss the major federal laws affecting compensation. 2. What role does equity play in devising a compensation
plan?

3. Dene strategic compensation and explain how you would


go about linking pay, employee performance, and organizational objectives. Compensation Benets and Total Rewards (Ch. 12)

1. What is meant by variable pay? 2. List and explain the nature and pros and cons of at least one
individual, group, and companywide incentive plan. (continued)

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List of SHRM Recommended HR Content Areas Employee Benets (Ch. 13)

Supplementary Discussion Questions for Assessing Your Knowledge and Skills with Respect to SHRM HR Content Areas

1. List the employee benets required by law. 2. What are the trends with respect to employee benets costs
and what strategies are employers using to control these costs? 3. What are the major trends in retirement policies and pension plans? 4. What strategic considerations should guide the design of benets programs?

Employee and Labor Relations (Ch. 14, 2)

1. Explain the concepts of employment at will, wrongful


discharge, implied contract, and constructive discharge.

2. What is discipline and what are the characteristics of a


defensible discipline system?

3. Answer the question, How can effective employee relations


policies and practices create a positive organizational culture and improved employee commitment and performance? 4. With respect to fair and equitable treatment, what are employees rights and responsibilities? HR and Downsizing (Ch. 14)

1. Identify the legal issues associated with organizational


downsizings and layoffs.

2. What are some other, business and people, issues to consider


when making downsizing and/or layoff decisions? Employee and Labor Relations (Ch. 15)

1. List and discuss each of the principal federal laws that


provide a framework for labor relations.

2. Briey dene collective bargaining, union representation,


union organizing, and bargaining and negotiation.

3. Discuss the main types of alternative dispute resolution


procedures. Occupational Health, Safety, and Security (Ch. 16)

1. Explain the general provisions of the Occupational Safety


and Health Act of 1970.

2. Answer the question, How would you go about creating a


safe work environment? HR and Globalization (Ch. 17)

1. For the manager, HR manager, and employer, what are the


main challenges that inuence designing HR policies and practices when managing across borders?

HR Information Systems (Chs. 117)

1. In general, how can employers use technology to improve the


efciency and effectiveness of their human resource management operations? 2. Explain how HR information systems can lessen time spent on transactional HR activities and thereby allow HR professionals to focus more on strategic activities. 3. Give specic examples of how employers use HR information systems to improve HR practices in each of the main HR functions such as recruiting and training. 4. Answer the question, How can technology help HR and other managers to make better short and long term decisions? (continued)

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IV APPLYING YOUR KNOWLEDGE OF SHRM PERSONAL COMPETENCIES TO SOLVE HR ISSUES


List of SHRM Recommended Personal Competencies Needed for Effectively Carrying Out the Managers Various HR Activities Change Management: Demonstrate an ability to develop a planned approach to help employees adjust to changes within the organization.

Supplementary Discussion Questions for Assessing Your Ability to Apply SHRM Personal Competencies in Solving HR Issues

1. Bandag Automotive case (Appendix B, pp. 745747): Assuming Jim Bandags father decides to step back in and implement the required changes, what issues might he encounter, and how exactly would you suggest he plan and execute the changes (using guidelines like those in chapter 8)? 2. BP Texas City case (Appendix B, pp. 756760): In 2007 Lord Browne stepped down as BPs CEO, and the rms president took charge. Based on the case, what organizational changes should BP make now and how would you suggest the new CEO go about executing them? 3. Jack Nelson case (ch. 1, pp. 2526): Assuming the bank decides to set up a central HR ofce, what employee resistance issues would you expect them to face and how (in outline form) do you suggest they implement the change?

Communication Skills: Demonstrate an ability to effectively convey information both verbally and in writing.

1. Video case 3: Recruitment and Placement (ch. 7, p. 289): In


this video, Paul and BMGs vice president have a heated and not particularly productive exchange regarding the rms hiring practices. What did each of these two people do right and wrong with respect to communicating, and what do you think they each should have done to make the discussion more useful? 2. Helping The Donald experiential exercise (ch. 1, p. 25): Would you consider Mr. Trumps communication style in the evaluation sessions entirely effective or not, and if not how would you suggest he improve his style?

Conict Management: Demonstrate an ability to develop strategies to help productively resolve disagreements between individuals or groups within the organization.

1. Disciplinary Action case (ch. 15, p. 631): The parties actions


in this case, which may merely reect misunderstandings, have the potential to turn into a more serious unionmanagement conict. If you were the supervisor in this case, what would you have done at this point to reduce the potential for conict? If you are the rms HR manager, what if anything would you do to reduce the potential that the conict will escalate? 2. Video case 5: Training and Development (ch. 10, p. 419): In this video the training director handles a fairly confrontational meeting with the rms marketing director. What was the source of the conict, how well do you think the parties managed the conict, and what would you have done differently? (continued)

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List of SHRM Recommended Personal Competencies Needed for Effectively Carrying Out the Managers Various HR Activities Cross-Cultural Effectiveness: Demonstrate an ability to successfully recognize and deal with cultural differences that may affect behavior in the workplace.

Supplementary Discussion Questions for Assessing Your Ability to Apply SHRM Personal Competencies in Solving HR Issues

1. Google case (Appendix B, pp. 750753): What sorts of factors will Google have to take into consideration as it tries transferring its culture and reward systems and way of doing business to its operations abroad? 2. Carter Cleaning Company Going Abroad case (ch. 17, p. 720): What do you see as the two or three main cultural challenges Carter would face in opening a store in Mexico? How (in terms of specic HR policies and practices) would you suggest the Carters deal with these challenges?

Ethical Decision-Making: Demonstrate an ability to make decisions that reect a high standard of professional behavior.

1. BP Texas City case (Appendix B, pp. 756760): The textbook denes ethics as the principles of conduct governing an individual or a group, and specically as the standards one uses to decide what their conduct should be. To what extent do you believe that what happened at BP is as much a breakdown in the companys ethical systems as it is in its safety systems, and how would you defend your conclusion? What would you have done differently, ethically? What should the new CEO do now? 2. Fire My Best Salesperson case (ch. 14, p. 588): In this case, Greg, the sales manager, faces what is probably (and unfortunately) an ethical dilemma. Focusing on the ethical issues, what would you do now if you were Greg, and why?

Leadership: Demonstrate the ability to direct, lead, and inspire others toward a shared vision.

1. Carter Cleaning Company Guaranteeing Fair Treatment case


(ch. 14, p. 589): To change her employees behavior in this matter, Jennifer will have to exhibit effective leadership. Explain why you do (or do not) agree with that statement, and (if you do agree) explain exactly what you would do now if you were Jennifer with respect to exercising effective leadership to improve the situation. 2. Reinventing the Wheel at Apex Door Company case (ch. 8, pp. 326327): In what ways is Apexs current problem a failure of leadership, what leadership mistakes has president Jim Delaney made, and what leadership steps would you take now if you were in his shoes?

Managing Organizational Culture: Demonstrate an ability to recognize and inuence organizational norms and values.

1. BP Texas City case (Appendix B, pp. 750756): Based on the


case, how would you characterize the organizational culture at BP companywide and at its reneries, and what exactly would you do to change that culture (assuming it needs changing)? 2. Honesty Testing at Carter Cleaning Company case (ch. 6, pp. 245246): Often, the best way to reduce problems like the one now facing the Carters is to create an organizational culture that strongly supports ethical behavior. How exactly could the Carters have fostered such a culture, and what exactly should they do now to do so? (continued)

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List of SHRM Recommended Personal Competencies Needed for Effectively Carrying Out the Managers Various HR Activities Negotiation Skills: Demonstrate an ability to communicate, discuss, and agree on something among people with differing objectives.

Supplementary Discussion Questions for Assessing Your Ability to Apply SHRM Personal Competencies in Solving HR Issues

1. Video case 7: Compensation (ch. 13, p. 550): In this case Angelo is negotiating a pay raise with Cheryl and Gina. How would you rate each persons negotiating skills? Why? What would you advise Cheryl and Gina to do with respect to their negotiating technique? 2. Salary Inequities at Acme Manufacturing case (ch. 11, pp. 454455): Joe Black may well now nd himself negotiating with the female supervisors in order to reach an equitable salary arrangement with them. What negotiating strategy (for instance, take it or leave it vs. collaboration) would you suggest he use in this situation, and why?

Quantitative Analysis: Demonstrate an ability to ascertain quantitatively, for example, the attributes, behavior, or opinions of the entity you are measuring.

1. Mufer Magic case (Appendix B, pp. 753756): Create a


spreadsheet showing the titles of the main measurable factors owner Ron Brown should take into consideration in analyzing whether to take the professors pay plan advice. 2. Carter Cleaning Company Incentive Plan case (ch. 12, p. 502): What measurable factors should the Carters take into consideration in costing out and deciding on the new incentive plan?

Teambuilding: Demonstrate an ability to engage in a planned effort to improve the working relationships within a group of people in an organizational setting.

1. Angelos Pizza case (Appendix B, pp. 747750): If Angelo


wants to open more stores, he will have to take steps to make sure that teamwork prevails in each storethat employees in each store work together collaboratively, supportively, and in support of each stores goals. What concrete steps can Angelo take to make sure that teamwork prevails in each store? 2. Video case 8: Nova Soft Information Technology (ch. 13, p. 550): What specically can Neal do to use incentives to encourage teamwork among Nova Softs employees?

V SHRMs BUSINESS/POLICY AREAS: WHY MANAGERS APPLYING HR PRACTICES NEED A BROAD-BASED BUSINESS BACKGROUND
SHRMs Recommended List of Business or Policy Area Knowledge and Skills Managers Require for Executing HR Activities Accounting Business Law

Assignment: Give specic examples of how dealing with the following HR activities depends on your knowledge and skills in the business or policy areas listed in the left column. Ch. 3, Strategic HRcomputing costs and benets of various HR activities Chs. 2, 11, 15, 16, HRs Legal Frameworkunderstanding the context of equal employment, safety, compensation, labor relations law. (continued)

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SHRMs Recommended List of Business or Policy Area Knowledge and Skills Managers Require for Executing HR Activities Corporate Social Responsibility Economics Entrepreneurship

Assignment: Give specic examples of how dealing with the following HR activities depends on your knowledge and skills in the business or policy areas listed, in the left column. Ch. 13, Fair treatmentexcersing fairness in downsizings Ch. 5, Personnel planninglabor supply and demand forecasting Chs. 117, When Youre on Your Own How does understanding the entrepreneurs unique challenges make it possible to formulate HR policies and practices that are appropriate for the small businesss needs Chs. 1113, Compensationformulating possible pay plans Ch. 3, Strategic HR How does understanding how interplay of various business functions inuences company strategy, and how HR can support various departments (sales, production, etc.) strategic aims Ch. 5, Recruitmentusing technology-based services such as applications service providers to support the recruitment function Ch. 17, Managing global human resourcescreating international HR services (such as testing and compensation) that make sense in terms of the companys global sales, production, and nance operations Chs. 117, HRISinstituting companywide human resource information systems Chs. 9, 12, 14, Applying your knowledge of human behavior in counseling, motivating, and disciplining employees Ch. 6, Testing and selectionassessing the effectiveness of various selection tools Ch. 3, Strategic HRbeing able to formulate an HR strategy that supports the companys broader strategic aims Chs. 1113, Compensationcreating a compensation plan that motivates employees to work cooperatively with supply chain partners such as vendors, distributors, and customers.

Finance General Management

Information Technology International Business

Managing Information Systems Organizational Behavior Statistics Strategic Management Supply-Chain Management