Dessler Hrm15 Im FrontMatter

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Instructor Manual
to Accompany
Human Resource Management
15th Edition
By Gary Dessler
Florida International University
Updated by
Angela D. Boston
The University of North Texas
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15th edition
Instructor Manual
TABLE OF CONTENTS
INTRODUCTION A-1
TITLE PAGE A-1

TABLE OF CONTENTS A-2
PREFACE A-10
SAMPLE SYLLABUS A-11
CHAPTER 1: INTRODUCTION TO HUMAN RESOURCE MANAGEMENT 1-1
LECTURE OUTLINE 1-1

WHERE WE ARE NOW 1-2
INTERESTING ISSUES 1-2
LEARNING OBJECTIVES 1-2
ANNOTATED OUTLINE 1-2
CHAPTER REVIEW 1-7
CHAPTER SECTION SUMMARIES 1-7
DISCUSSION QUESTIONS 1-7
INDIVIDUAL AND GROUP ACTIVITIES 1-9
EXPERIENTIAL EXERCISE 1-11
APPLICATION CASE 1-12
CONTINUING CASE 1-13
MY MANAGEMENT LAB 1-14
KEY TERMS 1-14
CHAPTER 2: EQUAL OPPORTUNITY AND THE LAW 2-1
LECTURE OUTLINE 2-1

CHAPTER REVIEW 2-9
Copyright © 2017 Pearson Education, Inc.

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KEY TERMS 2-16
CHAPTER 3: HUMAN RESOURCE MANAGEMENT STRATAGY AND ANALYSIS 3-1
LECTURE OUTLINE 3-1

CHAPTER REVIEW 3-4
HOTEL PARIS 3-10
KEY TERMS 3-11
CHAPTER 4: JOB ANALYSIS AND THE TALENT MANAGEMENT PROCESS 4-1
LECTURE OUTLINE 4-1

CHAPTER REVIEW 4-6
HOTEL PARIS 4-11
KEY TERMS 4-12

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CHAPTER 5: PERSONNEL PLANNING AND RECRUITING 5-1
LECTURE OUTLINE 5-1

CHAPTER REVIEW 5-7
HOTEL PARIS 5-12
KEY TERMS 5-12
CHAPTER 6: EMPLOYEE TESTING AND SELECTION 6-1
LECTURE OUTLINE 6-1

CHAPTER REVIEW 6-6
HOTEL PARIS 6-11
KEY TERMS 6-11
CHAPTER 7: INTERVIEWING CANDIDATES 7-1
LECTURE OUTLINE 7-1


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CHAPTER REVIEW 7-5

HOTEL PARIS 7-11
KEY TERMS 7-11
CHAPTER 8: TRAINING AND DEVELOPING EMPLOYEES 8-1
LECTURE OUTLINE 8-1

CHAPTER REVIEW 8-8
HOTEL PARIS 8-14
KEY TERMS 8-15
CHAPTER 9: PERFORMANCE MANAGEMENT AND APPRAISAL 9-1
LECTURE OUTLINE 9-1

CHAPTER REVIEW 9-6
HOTEL PARIS 9-11
KEY TERMS 9-11

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CHAPTER 10: MANAGING CAREERS AND RETENTION 10-1
LECTURE OUTLINE 10-1

CHAPTER REVIEW 10-6
HOTEL PARIS 10-11
KEY TERMS 10-11
CHAPTER 11: ESTABLISHING STRATEGIC PAY PLANS 11-1

CHAPTER REVIEW 11-8
HOTEL PARIS 11-12
KEY TERMS 11-13
CHAPTER 12: PAY FOR PERFORMANCE AND FINANCIAL INCENTIVES 12-1

CHAPTER REVIEW 12-6

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HOTEL PARIS 12-13
KEY TERMS 12-14
CHAPTER 13: BENEFITS AND SERVICES 13-1

CHAPTER REVIEW 13-7
HOTEL PARIS 13-11
KEY TERMS 13-12
CHAPTER 14: BUILDING POSITIVE EMPLOYEE RELATIONS 14-1

CHAPTER REVIEW 14-5
HOTEL PARIS 14-12
KEY TERMS 14-13

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CHAPTER 15: LABOR RELATIONS AND COLLECTIVE BARGAINING 15-1

CHAPTER REVIEW 15-9
HOTEL PARIS 15-14
KEY TERMS 15-15
CHAPTER 16: SAFETY, HEALTH, AND RISK MANAGEMENT 16-1

CHAPTER REVIEW 16-9
HOTEL PARIS 16-14
KEY TERMS 16-15
CHAPTER 17: MANAGING GLOBAL HUMAN RESOURCES 17-1

CHAPTER REVIEW 17-5

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HOTEL PARIS 17-11
KEY TERMS 17-12
CHAPTER 18: MANAGING HUMAN RESOURCES IN SMALL AND

ENTREPRENEURIAL FIRMS 18-1

CHAPTER REVIEW 18-6
HOTEL PARIS 18-11

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15th Edition
Instructor Manual
Edition 15
PREFACE
Human Resource Management, 15th edition Instructor Manual provides you, the
professor with a thorough supplement tool to utilize alongside the textbook. The
Instructor Manual has been integrated with Pearson’s MyManagementLab. Each chapter
section features the following: Lecture Outline, Where Are We Now, Interesting Issues,
Annotated Outline, Chapter Review, Chapter Section Summaries, Discussion Questions,
Individual and Group Activities, Experiential Exercises, Application Case, Continuing
Case, MyManagementLab, and Key Terms.

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Sample Syllabus
Professor: Professor Name Prerequisite: If Applicable

Telephone: Professor Telephone Credit Hours: 3 hours
Email: Professor@univesity.edu Term: Semester
Course Description:
This course is an introduction to the human resource management (HRM) function and related elements
and activities to examine the role of the human resource professional as a strategic partner in managing
today’s organizations. Key functions such as recruitment, selection, development, performance
management, appraisal, retention, compensation, and labor relations are examined. Implications of the legal
and global environments are examined and current issues such as employee engagement and employee
health and safety are analyzed. Emphasis is placed on the modern day importance of HRM at the corporate
level as well as the importance of HRM in small businesses and entrepreneurial firms.
Learning Objectives:
Upon satisfactory completion of this course, students will be able to:

1. Define the roles and activities of a company's human resource management
function.
2. Discuss how to strategically plan for the human resources needed to meet
organizational goals and objectives.
3. Define the process of job analysis and discuss its importance as a foundation for
human resource management practice.
4. Compare and contrast methods used for selection and placement of human
resources.
5. Describe the steps required to analyze, develop, implement, and evaluate an
employee training program.
6. Identify and explain the issues involved in establishing compensation systems.
7. Identify how new technology, such as digital and social media, is influencing
human resource management.
8. Discuss what companies should do to compete in the global marketplace.
9. Identify the importance of the process of human resource management functions
in small businesses and entrepreneurial firms.
Instructional Materials:
Dessler, G., (2017). Human Resource Management. (Ed. 15.) Hoboken, NJ: Pearson Education, Inc.

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Methodology:
The method of study for this course will include any combination of lecture and discussion, problem-
solving, small groups, case studies, outside research, roleplaying, and digital and social media presentations
as well as assignments from My Lab.
Assessment Criteria:
The following criteria are applied in determining grades for assignments:
A (90-100%): Superior achievement—exemplary work which shows exceptionally high quality and
careful attention to the objectives and expectations of the assignment.
B (80-89%): Commendable achievement—work which demonstrates a clear understanding to the
objectives and expectations of the assignment. Though not superior in quality, the weaknesses of the
achievement do not seriously impair the otherwise high quality of the work.
C (70-79%): Satisfactory achievement—work which demonstrates consistent competence in meeting the
requirements of the assignment. Though obvious weaknesses are present, the work provides clear evidence
of a satisfactory level of competence.
D (60-69%): Marginal achievement—work which shows persistent difficulty in meeting the requirements
of the assignment. Though the work does not thoroughly fail to meet these requirements, it is seriously
impaired by carelessness, disorganization, and/or inadequate content.
F (below 60%): Unsatisfactory achievement—work which is unacceptable as evidence of minimal
accomplishment.
Attendance Policy:
Student learning is improved by regular attendance and participation in all classes. As

part of their preparation for a career, students are expected to maintain good attendance.
In a professional environment, employees are expected to be regular and punctual in
attendance and to report to their employer if they will be absent.
Make-Up Policy:
The eligibility of a student to make up class work, assignments, and tests missed due to absences is at the
discretion of the Professor. Students are expected to understand each instructor’s policy on make-up work
as this is presented in the instructor’s syllabus. Some programs have policies regulating make-up work in
specific courses. If a final examination is canceled because of a weather emergency or other unavoidable
circumstance, the examination will be administered during the following week on the same day of the week
and at the same time as originally scheduled or at a time agreed upon by the students and the instructor,
provided that no other properly scheduled class or examination is affected.
Academic Integrity:
As an institution which values learning through academic inquiry, and must ensure that
its students clearly understand the value, process, and use of research, as well as the
consequences of misconduct in presenting or otherwise employing the results of research,
students must accurately represent and attribute ideas and expressions belonging to
others, and completely and accurately document all resources in which those ideas or

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expressions are found. Whether quoted, paraphrased, summarized, or otherwise

represented, every idea or expression beyond the realm of common knowledge or the
student’s own invention must be appropriately attributed and its source carefully
documented.
Method for Evaluating Students:

Weekly Quizzes 10%
My Lab Assignments 15%
Individual, Group and Case Assignments 15%
Chapter Discussion Questions 15%
Hotel Paris Case 15%
Midterm Examination 15%
Final Examination 15%
MY LAB:
We will be using MyLab assignments in this class. Go to mymanagementlab.com for Auto-graded writing
questions as well as noted discussion questions and all other assignments as indicated in the course outline.
Course Outline
Week Chapter Assignment MyLab Assignment
Week 1 Chapter 1: • Complete the Discussion • Continuing Case: Carter
Introduction to Questions at the End of the Cleaning Company –
Human Resource Chapter* (Introduction)
Management • Complete the Experiential
Exercise: HR and “The Profit”
Chapter 2: Equal • Complete the Discussion • Continuing Case: Carter

Opportunity and the Questions at the End of the Cleaning Company – A
Law Chapter* Question of
• Complete the Application Discrimination
Case: An Accusation of
Sexual Harassment in Pro
Sports

Week 2 Chapter 3: Human • Complete the Discussion • Continuing Case: Carter
Resource Questions at the End of the Cleaning Company – The
Management Chapter* High-Performance Work
Strategy and Analysis • Complete the Experiential System
Exercise: Developing an HR • Improving Performance at
Strategy for Starbucks The Hotel Paris: The
Hotel Paris International
Week 3 Chapter 4: Job • Complete the Discussion • Continuing Case: Carter
Analysis and the Questions at the End of the Cleaning Company – The
Talent Management Chapter* Job Description
Process • Complete the Application • Improving Performance at
Case: The Flood The Hotel Paris: The New
Job Descriptions
Week 4 Chapter 5: Personnel • Complete the Discussion • Continuing Case: Carter
Planning and Questions at the End if the Cleaning Company –
Recruiting Chapter* Getting Better Applicants

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• Complete the Application • Improving Performance
Case: Finding People Who at The Hotel Paris: The
Are Passionate About What New Recruitment Process
They Do

Employment Testing Questions at the End of the Cleaning Company –
and Selection Chapter* Honesty Testing
• Compete the Experiential • Improving Performance at
Exercise: A Test for a the Hotel Paris: New
Reservations Clerk Employee Testing
Program

Chapter 7: • Complete the Discussion • Continuing Case: Carter
Interviewing Questions at the End of the Cleaning Company – The
Candidates Chapter* Better Interview
• Complete the Applications • Improving Performance at
Case: The Out-Of-Control The Hotel Paris: The New
Interview Interviewing Program

Week 6 Chapter 8: Training • Complete the Discussion • Continuing Case: Carter
and Developing Questions at the End of the Cleaning Company – The
Employees Chapter* New Training Program
• Complete the Applications • Improving Performance
Case: Reinventing the Wheel at The Hotel Paris: The
at Apex Door Company New Training Program

Performance Questions at the End of the Cleaning Company – The
Management and Chapter* Performance Appraisal
Appraisal • Complete the Experiential • Improving Performance at
Exercise: Grading the The Hotel Paris: The New
Professor Performance Management
System
Week 8 Midterm Exam
Chapters 1-9
Managing Careers Questions at the End of the Cleaning Company – The
and Retention Chapter* Career Planning Program
• Complete the Application • Improving Performance at
Case: Google Reacts The Hotel Paris: The New
Career Management
System
Week Chapter 11: • Complete the Discussion • Continuing Case: Carter
10 Establishing Strategic Questions at the End of the Cleaning Company – The
Pay Plans Chapter* New Pay Plan
Case: Salary Inequities at The Hotel Paris: The New
AstraZeneca Compensation Plan
Week Chapter 12: Pay for • Complete the Discussion • Continuing Case: Carter
11 Performance and Questions at the End of the Cleaning Company – The
Financial Incentives Chapter* Incentive Plan
• Complete the Experiential • Improving Performance at

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Exercise: Motivating the Sales The Hotel Paris: The New
Force at Express Auto Incentive Plan
Week Chapter 13: Benefits • Complete the Discussion • Continuing Case: Carter
12 and Service Questions at the End of the Cleaning Company – The
Chapter* New Benefit Plan
Case: Striking for Benefits The Hotel Paris: The New
Benefits Plan
Chapter 14: Building • Complete the Discussion • Continuing Case: Carter
Positive Employee Questions at the End of the Cleaning Company –
Relations Chapter* Guaranteeing Fair
• Complete the Application Treatment
Case: Enron, Ethics, and • Improving Performance at
Organizational Culture The Hotel Paris: The
Hotel Paris’s New Ethics,
Justice, and Fair
Treatment Process
Week Chapter 15: Labor • Complete the Discussion • Continuing Case: Carter
13 Relations and Questions at the End of the Cleaning Company – The
Collective Bargaining Chapter* Grievance
Exercise: The Organizing The Hotel Paris: New
Campaign at Sam’s Cupcake Labor Relations Practices
Shop
14 Employee Safety and Questions at the End of the Cleaning Company – The
Health Chapter* New Safety Program
Case: The New Safety and The Hotel Paris: The New
Health Program Safety and Health
Program
15 Managing Global Questions at the End of the Cleaning Company –
Human Resources Chapter* Going Abroad
Case: A Taxing Problem for the Hotel Paris: Managing
Expatriate Employees Global Human Resources
Chapter 18: • Complete the Discussion • Continuing Case: Carter
Managing Human Questions at the End of the Cleaning Company
Resources in Small Chapter* • Improving Performance at
and Entrepreneurial • Complete the Application The Hotel Paris: The New
Firms Case: Netflix Breaks the Rules HRIS
Week Accumulative Final Exam
16 Chapters 1-18
* Questions associated with the following section will have varying student answers: Experiential
Exercises.
For MyManagementLab: go to mymanagementlab.com to complete the problems marked with this

icon in the book.

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Human Resource Management

TITLE PAGE A-1

CHAPTER 1: INTRODUCTION TO HUMAN RESOURCE MANAGEMENT 1-1

LECTURE OUTLINE 1-1

CHAPTER 2: EQUAL OPPORTUNITY AND THE LAW 2-1

LECTURE OUTLINE 2-1

Copyright © 2017 Pearson Education, Inc.

INDIVIDUAL AND GROUP ACTIVITIES 2-10

CHAPTER 3: HUMAN RESOURCE MANAGEMENT STRATAGY AND ANALYSIS 3-1

LECTURE OUTLINE 3-1

CHAPTER 4: JOB ANALYSIS AND THE TALENT MANAGEMENT PROCESS 4-1

LECTURE OUTLINE 4-1

Copyright © 2017 Pearson Education, Inc.

CHAPTER 5: PERSONNEL PLANNING AND RECRUITING 5-1

LECTURE OUTLINE 5-1

CHAPTER 6: EMPLOYEE TESTING AND SELECTION 6-1

LECTURE OUTLINE 6-1

CHAPTER 7: INTERVIEWING CANDIDATES 7-1

LECTURE OUTLINE 7-1

Copyright © 2017 Pearson Education, Inc.

CHAPTER REVIEW 7-5

CHAPTER 8: TRAINING AND DEVELOPING EMPLOYEES 8-1

LECTURE OUTLINE 8-1

CHAPTER 9: PERFORMANCE MANAGEMENT AND APPRAISAL 9-1

LECTURE OUTLINE 9-1

Copyright © 2017 Pearson Education, Inc.

CHAPTER 10: MANAGING CAREERS AND RETENTION 10-1

LECTURE OUTLINE 10-1

CHAPTER 11: ESTABLISHING STRATEGIC PAY PLANS 11-1

LECTURE OUTLINE 11-1

CHAPTER 12: PAY FOR PERFORMANCE AND FINANCIAL INCENTIVES 12-1

LECTURE OUTLINE 12-1

Copyright © 2017 Pearson Education, Inc.

DISCUSSION QUESTIONS 12-7

CHAPTER 13: BENEFITS AND SERVICES 13-1

LECTURE OUTLINE 13-1

CHAPTER 14: BUILDING POSITIVE EMPLOYEE RELATIONS 14-1

LECTURE OUTLINE 14-1

Copyright © 2017 Pearson Education, Inc.

CHAPTER 15: LABOR RELATIONS AND COLLECTIVE BARGAINING 15-1

LECTURE OUTLINE 15-1

CHAPTER 16: SAFETY, HEALTH, AND RISK MANAGEMENT 16-1

LECTURE OUTLINE 16-1

CHAPTER 17: MANAGING GLOBAL HUMAN RESOURCES 17-1

LECTURE OUTLINE 17-1

Copyright © 2017 Pearson Education, Inc.

INDIVIDUAL AND GROUP ACTIVITIES 17-7

CHAPTER 18: MANAGING HUMAN RESOURCES IN SMALL AND

LECTURE OUTLINE 18-1

Copyright © 2017 Pearson Education, Inc.

Human Resource Management

Copyright © 2017 Pearson Education, Inc.

Human Resource Management

Professor: Professor Name Prerequisite: If Applicable

Upon satisfactory completion of this course, students will be able to:

Copyright © 2017 Pearson Education, Inc.

Student learning is improved by regular attendance and participation in all classes. As

Copyright © 2017 Pearson Education, Inc.

expressions are found. Whether quoted, paraphrased, summarized, or otherwise

Method for Evaluating Students:

Chapter 2: Equal • Complete the Discussion • Continuing Case: Carter

Copyright © 2017 Pearson Education, Inc.

Week Chapter Assignment MyLab Assignment