FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT 6TH EDITION PDF

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Fundamentals of Human Resource Management 6th Edition. by Raymond Andrew Noe (Author), John R. Hollenbeck (Author), Barry Gerhart (Author), Patrick M. Feb 15, Fundamentals of human resource management / Raymond A. Noe, John R. Hollenbeck, Barry Gerhart, Patrick M. Wright.—Sixth edition. ISBN Raymond Noe, John Hollenbeck, Barry Gerhart and Patrick Wright. Other Editions of Fundamentals of Human Resource Management.


Fundamentals Of Human Resource Management 6th Edition Pdf

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Jan 2, This work is licensed under a Creative Commons-ShareAlike International License. Human Resource Management. COUPON: Rent Fundamentals of Human Resource Management 6th edition ( ) and save up to 80% on textbook rentals and 90% on used. Access Fundamentals of Human Resource Management 6th Edition solutions now. Our solutions are written by Chegg experts so you can be assured of the.

Flexibility in HRM includes flexible staffing levels and flexible work schedules. Flexible Staffing Levels: A flexible workforce is one the organization can quickly reshape and resize to meet its changing needs. Alternative work arrangements are methods of staffing other than the traditional hiring of full-time employees.

Applied Psychology in Human Resource Management (6th Edition)

There are a variety of methods including the following: Independent contractors. On-call workers. Temporary workers. Contract company workers. Recent research suggests that the use of contingent workers has been growing and has surpassed 2 million workers in the United States and one-fourth of total work hours.

Most workers in alternative employment relationships are choosing these arrangements, but preferences vary.

Flexible Work Schedules: The globalization of the world economy and the development of e-commerce have made the notion of a hour workweek obsolete.

Employers are using flexible schedules to recruit and retain employees and to increase satisfaction and productivity. Flexible work schedules and flexible job assignments also provide organizations with a way to increase satisfaction and productivity. Companies are finding it increasingly difficult to manage their intellectual property now that employees have Smartphone and tablets many times which are not owned by the company.

When a phone is lost or stolen a company finds that the data stored on the device is not at risk.

Discussion Questions and Possible Responses: In advising on this policy, what rights should be considered? The rights of the company need to be considered as they have intellectual rights that need to be protected.

Also, the rights of customers, vendors, and stakeholders should be protected. Finally, the privacy rights of the employee need to be protected. What advice would you give or actions would you take to ensure that the policy is administered fairly and equitably? It would be important for all stakeholders to be involved in developing the policy. That is the nature of the current information technology world. It is best to design a policy that employees will respect to increase the chance it will be followed.

How does each of the following labor force trends affect HRM? Aging of the labor force b. Diversity of the labor force c.

Skill deficiencies of the labor force. In the United States, this labor market is aging and becoming more racially and ethnically diverse. The share of women in the U. To compete for talent, organizations must be flexible enough to meet the needs of older workers, possibly redesigning jobs. Organizations must recruit from a diverse population, establish bias-free HR systems, and help employees understand and appreciate cultural differences.

Organizations also need employees with skills in decision-making, customer service, and teamwork, as well as technical skills. The competition for such talent is intense.

Organizations facing a skills shortage often hire employees who lack certain skills, then train them for their jobs. At many organizations, goals include improving performance through people by relying on knowledge workers, empowering employees, and assigning work to teams. How can HRM support these efforts?

The employment of knowledge workers, empowering employees, and assigning work to teams are current trends that are indicative of a high-performance work system in action.

How do HRM practices such as performance management and work design encourage employee empowerment? Performance management systems and work design give the employees the information needed to understand their job, the responsibilities, and have accountability.

When employees are trained properly and understand their job, they have more latitude in making decisions. Merging, downsizing, and reengineering all can radically change the structure of an organization. If possible, apply your discussion to an actual merger, downsizing, or reengineering effort that has recently occurred. For instance, in a merger situation, differences between the businesses involved in the deal make conflict inevitable.

In a reengineering situation, the way the human resource department itself accomplishes its goals may change dramatically. The fundamental change throughout the organization requires the human resource department to help design and implement change so that all employees will be committed to the success of the reengineered organization.

The student responses will vary as to the example selected, however for the choice of merging, the formation of Citigroup would be an excellent example to offer. When an organization decides to operate facilities in other countries, how can HRM practices support this change?

Organizations with international operations hire employees in foreign countries where they operate so they need knowledge of differences in culture and business practices. Even small businesses serving domestic markets discover that qualified candidates include immigrants, as they account for a significant and growing share of the U. This means human resource management requires knowledge of different cultures.

Organizations also must be able to select and prepare employees for overseas assignments. This requires preparation, support, and training being provided to the expatriate. Why do organizations outsource HRM functions? How does outsourcing affect the role of human resource professionals? Would you be more attracted to the role of HR professional in an organization that outsources many HR activities or the outside firm that has the contract to provide the HR services? HRM functions are outsourced to afford the company access to in-depth expertise and is often more economical for the organization as well.

The utilization of outsourcing provides human resource managers more time to study and work on the strategy and vision of the organization. The responses provided by the students will vary depending upon their personal viewpoints.

However, each response provided should discuss rationales for why such a decision was made. What HRM functions could an organization provide through self-service? What are some of advantages and disadvantages of using self-service for these functions?

The concept of self-service is indicative of the way employees can now receive information that they consider vital to them. This means that employees have online access to information about HR issues such as training, benefits, compensation, and contracts; go online to enroll themselves in programs and services, and provide feedback through online surveys.

While it is advantageous to have immediate access to information, it has the disadvantage of losing the one-on-one contact with the HR professional. How is the employment relationship typical of modern organizations different from the relationship of a generation ago? The employment relationship takes the form of a psychological contract that describes what employees and employers expect from the employment relationship. It includes unspoken expectations that are widely held.

In the traditional version, organizations expected their employees to contribute time, effort, skills, abilities, and loyalty in exchange for job security and opportunities for promotion.

Instead employees are looking for flexible work schedules, comfortable working conditions, greater autonomy, opportunities for training and development, and performance-related financial incentive. For HRM, the changes require planning for flexible staffing levels.

Discuss several advantages of flexible work schedules. What are some disadvantages? Some advantages include having an option to be nimble with staffing needs by having a temporary or contract worker only when needed. Flexible work schedules reduce payroll and benefit costs and allows to hire people as needed with special skills and abilities. Disadvantages include not having employees with certain skills available at all times, not always having someone available as needed, and an employee who is not as engaged in the culture with loyalty to the organization.

Cisco also developed the Cisco Learning Network which trains customers and partners and is a way to build an online network. Discussion Questions and Possible Response: How has Cisco Systems prepared itself for responding to trends in labor force? One thing they did was to move to a Global Business Service unit which focuses on delivery day to day services and strategic planning.

They also have a new learning network that trains people around the work and give exposure to their job openings and increases their ability to network with clients and potential employees. If they only focused on cost they may have reduced more but at the expense of lower employee satisfaction.

Solutions by Chapter

Tell the truth about performance. Managers are responsible for creating great teams. HR managers should think of themselves first as businesspeople. Neflix rewards high performers with high pay and flexible schedules.

There is no sense of entitlement for a job and the company stays agile. They are well suited because knowledge workers tend to be self-motivated and would thrive in an environment where they are were treated as adults. What qualities of Netflix support the idea that it is a high-performance work system? What other qualities would contribute to it being a high-performance work system? In a high-performance work culture the organization relies on knowledge workers and empowers employees to make decisions.

One thing they could do to further develop the culture would be to develop the use of teams. It spent hundreds of thousands of dollars on a project that they then had to abandon.

Next, they had to close their factory in Chicago and outsource their manufacturing to China, laying off about half of its workforce. The company has made efforts to build morale its remaining U. Discussion Questions and Possible Responses:. How could a human resource manager help Radio Flyer get the maximum benefit from the motivational efforts described in this case?

A human resource manager could help systematize these efforts, communicate them throughout the employee base, and help build them into the compensation and benefits and performance management systems of the company. HR could help managers learn how to effectively convey the messages the company needs to transmit about corporate decisions, performance, and how they affect employees.

Do you think outsourcing would be harder on employees in a small company such as Radio Flyer than in a large corporation? Why or why not? How could HRM help to smooth the transition?

Student responses may vary. Outsourcing could be more difficult in a small company, because of the likelihood that strong bonds were formed among employees. Conversely, it could be easier because employees might get more attention and assistance with finding work.

HR could help smooth the transition by exhibiting compassion, helping employees to articulate their skills and translate them into new opportunities, and serve as a reference for those displaced workers.

Fundamentals of Human Resource Management

What additional developments described in this chapter could help Radio Flyer live out the high value it places on learning and innovation?

The company could use social media to connect employees in the U. The company could also provide training and mentoring programs, pairing seasoned employees with new employees.

This could help with engagement, and innovation, and it would also signal to experienced employees that they are valued. Women and minorities could benefit from programs that are clearly designed to be inclusive of them, and those types of efforts in recruiting, training, and performance measurements could also result in high levels of engagement.

Managers, too, could be trained to appreciate diversity, and to treat all employees with respect. This would foster the learning environment that the company values. Once the Deal is Done: Making Mergers Work Although firms often join together for financial reasons, the top challenge in mergers and acquisitions is integrating different cultures. Cultures can vary in many ways including the customs of conducting business, how people are expected to act, and behaviors that are rewarded.

Senior leaders in both companies realized that great people were the key to delivering the promise of becoming a healthcare partner for its customers. A major objective in the new company was to retain talented people. The video focuses on the post merger integration process, which is critical when two large companies join together. Discussion Questions 1. What are some of the key strategies that companies can utilize with employees to ensuring a successful merger or acquisition?

Companies have many strategies they can use to ensure a successful merger. The first is to ensure that communication is consistent and constant in its nature. When employees have voids of information they fill the voids themselves, often with inaccurate or distorted information. It is an applied discipline that focuses on individual differences in behavior and job performance and on methods of measuring and predicting such differences.

Some of the major areas of interest to personnel psychologists include job analysis and job evaluation; recruitment, screening, and selection; training and development; and performance management. Personnel psychology also represents the overlap between psychology and human resource management HRM.

HRM is concerned with the management of staffing, retention. As a subfield o f HRM, personnel psychology excludes, for example.

Psychologists have already made substantial contributions to the field of HRM; in fact, most of the empirical knowledge available in such areas as motivation, leadership, and staffing is due to their work. Over the past decade, dramatic changes in markets, technology. The following sections consider each of these in more detail. Figure 1 -2 illustrates them graphically. Indeed, in a world where the transfer of capital, goods, and increasingly labor occurs almost seamlessly, globalization is bringing tremendous changes, both positive and negative, for billions of people around the world.

From just-in-time inventories to nanosecolld technologies, the pace of change is acce lerating as a culture pervades society. Product and service markets have truly become globalized.

Consider just one example. A decade ago writing computer code and maintaining software applications were considered complex and secure ways for aspiring Americans to make a living. This is a structural change that promises to have far-reaching consequences, beneficial for the global economy.

Against this backdrop, growing ethnic and regional tensions, coupled with the ever-present threat of terrorism, increase the chances of further geopolitical conflict. Nevertheless, economic in terdependence among the world's countries will continue. Global corporations will continue to be created through mergers and acquisitions of unparalleled scope. These megacorporations will achieve immense economies of scale and compete for goods, capital, and labor on a global basis.

As a result. The results of accelerated global competition have been almost beyond comprehension- free political debate throughout the former Soviet empire. In short, the free markets and free labor markets that the United States has enjoyed throughout its history have now become a global passion. However, it takes more than trade agreements, technology. It also takes the skills, ingenuity, and creativity of a competent, well-trained workforce. Workers with the most advanced skills create higher-value products and services and reap the biggest rewards.

Human resource professionals are at the epicenter of that effort.

Both white- and blue-collar jobs aren't being lost temporarily because of a recession; rather, they are being wiped out permanently as a result of new technology, improved machinery, and new ways of organizing work Ansberry. These changes have had, and will con tinue to have, dramatic effects on organizations and their people.

Corporate downsizing has become entrenched in American culture since the 1 s, but it was not always so. It was not until the final 20 years of the twentieth century that such downsizing and the loss of the perceived " psychological contract" of lifelong employment with a single employer in the public and private sectors of the economy came to characterize many corporate cultures and the American workforce Cascio. For example, absent just cause, the employee expects not to be terminated involuntarily, and the employer expects the employee to perform to the best of his or her ability.

Stability and predictability characterized the old psychological contract.

In the 1 s. Change and uncertainty, however, are hallmarks of the new psychological contract. Soon workers will hold 0 jobs during their working lives. Some of the major areas of interest to personnel psychologists include job analysis and job evaluation; recruitment, screening, and selection; training and development; and performance management. Personnel psychology also represents the overlap between psychology and human resource management HRM.

HRM is concerned with the management of staffing, retention. As a subfield o f HRM, personnel psychology excludes, for example. Psychologists have already made substantial contributions to the field of HRM; in fact, most of the empirical knowledge available in such areas as motivation, leadership, and staffing is due to their work.

Over the past decade, dramatic changes in markets, technology. The following sections consider each of these in more detail. Figure 1 -2 illustrates them graphically. Indeed, in a world where the transfer of capital, goods, and increasingly labor occurs almost seamlessly, globalization is bringing tremendous changes, both positive and negative, for billions of people around the world. From just-in-time inventories to nanosecolld technologies, the pace of change is acce lerating as a culture pervades society.

Product and service markets have truly become globalized.

Consider just one example. A decade ago writing computer code and maintaining software applications were considered complex and secure ways for aspiring Americans to make a living. This is a structural change that promises to have far-reaching consequences, beneficial for the global economy. Against this backdrop, growing ethnic and regional tensions, coupled with the ever-present threat of terrorism, increase the chances of further geopolitical conflict.

Nevertheless, economic in terdependence among the world's countries will continue. Global corporations will continue to be created through mergers and acquisitions of unparalleled scope. These megacorporations will achieve immense economies of scale and compete for goods, capital, and labor on a global basis.

As a result. The results of accelerated global competition have been almost beyond comprehension- free political debate throughout the former Soviet empire.

In short, the free markets and free labor markets that the United States has enjoyed throughout its history have now become a global passion. However, it takes more than trade agreements, technology. It also takes the skills, ingenuity, and creativity of a competent, well-trained workforce. Workers with the most advanced skills create higher-value products and services and reap the biggest rewards.

Human resource professionals are at the epicenter of that effort. Both white- and blue-collar jobs aren't being lost temporarily because of a recession; rather, they are being wiped out permanently as a result of new technology, improved machinery, and new ways of organizing work Ansberry.

These changes have had, and will con tinue to have, dramatic effects on organizations and their people.

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Corporate downsizing has become entrenched in American culture since the 1 s, but it was not always so. It was not until the final 20 years of the twentieth century that such downsizing and the loss of the perceived " psychological contract" of lifelong employment with a single employer in the public and private sectors of the economy came to characterize many corporate cultures and the American workforce Cascio.

For example, absent just cause, the employee expects not to be terminated involuntarily, and the employer expects the employee to perform to the best of his or her ability. Stability and predictability characterized the old psychological contract.

In the 1 s. Change and uncertainty, however, are hallmarks of the new psychological contract. Soon workers will hold 0 jobs during their working lives.

Fundamental of Human Resource Management

Job-hopping no longer holds the same stigma as it once did.Outsourcing could be more difficult in a small company, because of the likelihood that strong bonds were formed among employees.

Stability and predictability characterized the old psychological contract. Review and Discussion Questions 1. The surge in unemployment created a climate of fear for many workers. Define employee empowerment and explain its role in the modern organization. Answer will vary. It relates to the common assumption that since production and service processes have become more sophisticated. Eschewing narrow specialists or broad generalists, organizations of the future will come to rely on cross-trained multispecialists in order to get things done.

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