Fundamentals of human resource management 3rd edition pdf

Date published 

 

Talent and competency based human resource management . Chapter 1 starts to lay the foundations of human resource management, on which the rest of the book The third category is positive influence on employees. . ed underutilisation or over utilisation of resources has implications in terms of how the. This work is licensed under a Creative Commons-ShareAlike International License. Human Resource Management. Fundamentals of Human Resource Management 6th Edition edition published as Strategic Human Resource Management: A Guide to Action Third.

Author:AGRIPINA NEIDHARDT
Language:English, Spanish, German
Country:India
Genre:Art
Pages:557
Published (Last):04.12.2015
ISBN:735-2-43904-492-7
Distribution:Free* [*Registration needed]
Uploaded by: KECIA

51054 downloads 100737 Views 23.78MB PDF Size Report


Fundamentals Of Human Resource Management 3rd Edition Pdf

Access Fundamentals of Human Resource Management 3rd Edition solutions now. Our solutions are written by Chegg experts so you can be assured of the. Fundamentals of Human Resource Management (3rd Edition): Human Resources Books @ maroc-evasion.info Full file at maroc-evasion.info Management-3rd-Edition-Gary-Dessler-Test-Bank MULTIPLE CHOICE. Choose the one.

About this title Directed primarily toward undergraduate courses in human resource management, this text also provides practical content to current and aspiring industry professionals. Fundamentals of Human Resource Management covers a wide range of HR topics and shows readers the importance of human resource management within the restraints of a compact semester. Offering a wealth of functional examples and applications, this text emphasizes the notion that all managers need basic human resource management skills. This edition is the first text on the market to build its core around the talent management process—which the author defines as the goal-oriented and integrated process of planning, recruiting, developing, managing, and compensating employees. Dessler's best-selling Human Resources Management is also available in more than 10 languages including Russian and Chinese. As a Founding Professor at Florida International University, Associate Dean, and Chairman of the Management and International Business department, teaching courses in human resource management, strategic management, and management. For the past few years, Dessler has focused on his research and textbook writing, and on giving lectures, seminars, and courses in Asia and around the world on topics including strategic management, modern human resource management, evidence-based human resource management, and talent management.

Students not only learn about best prac- tices but are actively engaged through the use of cases and decision making. As a result, students will be able to take what they have learned in the course and apply it to solving HRM problems they will encounter on the job.

Gerhart B. et al. Fundamentals of Human Resource Management

Each chapter includes several different pedagogical features. Each feature includes questions to assist students with critical thinking and to spark classroom discussions. These are all work situations students are likely to encounter as part of their professional careers. Organization of the Seventh Edition Part 1 Chapters 1—4 discusses the environmental forces that companies face in trying to manage human resources effectively. These forces include economic, technological, and social trends; employment laws; and work design.

Employers typically have more control viii over work design than over trends and equal employment laws, but all of these factors influence how companies attract, retain, and motivate human resources. The chapter introduces HRM practices and the roles and responsibilities of HR professionals and other managers in managing human resources.

Some of the major trends discussed in Chapter 2 include how the continuing economic recovery has motivated employees to look for new jobs and career opportunities and has spawned a gig economy, which is project based rather than job based. The chapter also highlights the greater availability of new and less expensive technologies for HRM, including social media and the Internet; the growth of HRM on a global scale as more U.

Chapter 3 provides an overview of the major laws affect- ing employees and the ways organizations can develop HR practices that comply with the laws.

The chapter also discusses the process of analyzing and designing jobs. Part 2 Chapters 5—8 deals with acquiring, training, and developing human resources. Chapter 5 discusses how to develop a human resources plan. It emphasizes the strengths and weaknesses of different options for dealing with shortages and excesses of human resources, including outsourcing, use of contract workers, and downsizing.

Strategies for recruiting talented employees are highlighted, including use of electronic recruiting sources such as social media and online job sites. Chapter 6 emphasizes that employee selection is a process that starts with screening applications and resumes and concludes with a job offer.

The chapter takes a look at the most widely used methods for minimizing mistakes in choosing employees, including employment tests and candidate interviews.

Briefly explain the EEOC enforcement process. Name and describe each one. Name two methods. How can managers discourage sexual harassment?

How can managers encourage inclusion in a diverse workforce?

How do BFOQs affect recruitment practices? The employer does not have to be shown to have intentionally discriminated against the employee or applicant. It need only show that discrimination did take place.

An employment practice must be job related if it has an unequal impact on members of a protected class. The burden of proof is on the employer to show that the hiring practice is job related.

The act does not require that an unqualified person be hired. It does require that an employer take steps to accommodate a disabled worker unless doing so imposes an undue hardship on the employer. The employer can then use two defenses: the bona fide disab occupational qualification BFOQ defense and the business necessity defense.

Either can be used to justify an led employment practice that has been shown to have an adverse impact on the members of a minority group.

Under the ADA, "Employers are generally prohibited from asking questions about applicants' medical history or requiring preemployment physical examinations. The EEOC receives and investigates job discrimination complaints from aggrieved individuals. When it finds reasonable cause that the charges are justified, it attempts through conciliation to reach an agreement eliminating all aspects of the discrimination.

The EEOC enforcement process begins with someone filing a discrimination claim. Next, the EEOC investigates the claim and either dismisses the charge or attempts to conciliate. Civil suits may occur if conciliation is unsuccessful. Executive Orders and do not just ban discrimination; they require that contractors take affirmative action to ensure equal employment opportunity.

Executive Order issued in requires federal contractors to take affirmative action to improve employment opportunities for women and racial minorities. Quid pro quo means that submission to sexual conduct is made a term or condition of employment or advancement. Even when no direct threats or promises are made in exchange for sexual advances, if an offensive work environment is created, sexual harassment has occurred. Further, advances do not have to be made by the person's supervisor in order to qualify as sexual harassment.

An employee's co-worker or customers can cause the employer to be held responsible for sexual harassment. EEOC guidelines state that an employer is liable for the sexually harassing acts of its nonsupervisory employees if the employer knew or should have known of the harassing conduct. Reasonable care can be shown through strong sexual harassment policies, training managers and employees regarding their responsibilities for complying with these policies, instituting reporting processes, investigating charges promptly, and taking corrective action promptly.

Second, the employer can demonstrate that the plaintiff "unreasonably failed to take advantage of any preventive or corrective opportunities provided by the employer.

First, managers should take all complaints about harassment seriously and issue a strong policy statement condemning such behavior. The policy should clearly describe the prohibited conduct, assure protection against retaliation, describe a complaint process that provides confidentiality, and provide accessible avenues of complaint and prompt, thorough, impartial investigation and corrective action.

Managers should take steps to prevent sexual harassment from occurring, such as communicating to employees that the employer will not tolerate sexual harassment, and take immediate action when someone complains. In order to encourage an atmosphere of inclusion in a diverse workforce, managers should learn about other cultures and groups and facilitate interactions between employees from different backgrounds. Management diversity involves providing strong leadership, assessing the situation, providing diversity training and education, changing culture and management systems, and evaluating the diversity management program.

It exists where an employer treats an individual differently because that individual is a member of a particular race, religion, gender, or ethnic group. Disparate impact means that an employer engages in an employment practice or policy that has a greater impact on the members of a protected group under Title VII than on other employees, regardless of intent.

Josh as a manager is focused on the primary management function of determining what activities need to be completed to accomplish his organizational goals. Josh is focused on which of these functions? Mary as a manager is focused on the primary management function that consists of establishing organizational goals.

Mary is focused on which of these functions? Marty, as a manager, is focused on the primary management function that consists of ensuring that the right people are on the job with appropriate skills, and motivating them to high levels of performance. Marty is focused on which of these functions? Employee relations are part of which primary HRM activity?

Emmanuel conducts new employee orientation for a large organization.

His work is within which basic HRM function? You have been offered a job by a major manufacturer as a campus recruiter for technology positions. Your work will be in which HRM function? Ans: b Difficulty: Medium Selection Reference: The HRM Functions Learning Objective: Outline the components and the goals of the staffing, training and development, motivation and maintenance functions of human resource management.

Which of the following is NOT true regarding changes in the U. Which of the following is NOT a responsibility of human resource professionals? Ans: e Difficulty: Medium Selection Reference: The HRM Functions Learning Objective: Outline the components and the goals of the staffing, training and development, motivation and maintenance functions of human resource management.

Chris is a human resource professional who is currently working with line managers to reward those employees who are creative and innovative. Tom accepted an overseas assignment from his employer, however, after 30 days, he and his family were disgruntled. This most likely occurred because HR failed to a make arrangements for the family pet to join Tom and his family members overseas.

Albert, a VP for Human Resources, is evaluating the extent to which the hiring and employment practices in his organization are in compliance with federal and state laws. Which type of external influences that impact HRM is Albert is considering? Kai, a human resources manager in a service organization, has rewritten the policies and procedures manual and all job descriptions to remove any idioms, and arranged for translations into six languages. This is an example of which part of the dynamic environment of HRM?

The Hawthorne studies were the work of a John Hawthorne.

Fundamental of Human Resource Management

Ans: b Difficulty: Easy Selection Reference: Evolution of Management Learning Objective: Identify advances in management leading to modern human resource management practices. Which of the following early management theorists suggested improved methods of employment testing, training, performance evaluations, and job efficiency? Who was an early management theorist and social philosopher who advocated peopleoriented organizations?

Which of these activities ends the staffing function?

Fundamentals of Human Resource Management 12th Edition Test Bank DeCenzo by xteamemail35 - Issuu

Lou, an HR manager, knows there is trouble in the staffing function for which of these reasons? Ans: e Difficulty: Hard Selection Reference: The HRM Functions Learning Objective: Outline the components and the goals of the staffing, training and development, motivation and maintenance functions of human resource management. Which of these training and development functions is designed to provide better skills for the current job?

Which of the following describes the employee development function? Which of the following describes the organization development function? Which of the following describes the career development function? Employee motivation can be increased by all of the following EXCEPT a maintaining a level of respect between employees and management.

Which of the following is NOT true regarding the maintenance function?

Similar files:


Copyright © 2019 maroc-evasion.info. All rights reserved.
DMCA |Contact Us