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Chapter 1 “Human Resource Management in Organizations”

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Chapter 1 “Human Resource Management in Organizations” 1. Discuss several areas in which HR can affect organizational culture positively or negatively. 2. Give some examples of ethical issues that you have experienced in jobs, and explain how HR did or did not help resolve them. 3. Why is it important for HR management to transform from being primarily administrative and operational to becoming a more strategic contributor? 4. Assume you are an HR director with a staff of seven people. A departmental objective is for all staff members to become professionally certified within a year.

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Using Internet resources of HR associations such as www. shrm. org and www. WorldatWork. org, develop a table that identifies four to six certifications that could be obtained by your staff members, and show the important details for each certification. 1. Human Resources has a profound effect on an organization. The HR department is responsible in several ways including but not limited to administrative, organizational and strategic. This can affect the organization in a positive or a negative way which can include payroll, how the building is set up, the hiring process and disciplinary actions concerning employees.

HR must be empathetic to the employee but at the same time set forth rules and guidelines and make sure everyone is following the policies and procedures put in place. 2. While working at a local hospital a friend of mine looked at another employee’s medical record. HR had to make the choice on what disciplinary action to take on the employee who looked up the record. Ultimately the employee was fired for misuse of power and violating the privacy act. 3. It is important for HR Management to become more a more strategic contributor because it gives a sense that they are willing to help all employees.

It can give an assurance that may have not been there before. This makes HR less of a pressure point and more of a team player and this can boost morale for the company. 4. PHR- Professional in Human Resources focuses on program implementation, has tactical/logistical orientation, is accountable to another HR professional within the organization, typically has two to four years of professional work experience in all HR disciplines, but whose experience lacks the breadth and depth of a more senior-level HR practitioner, has not yet had progressive nd increasingly complicated HR work experience, has responsibilities that focus on the HR department rather than on the whole organization SPHR- Senior Professional in Human Resources designs and plans, rather than implements, HR policy focuses on the “big picture”, has ultimate accountability in the HR department, typically has six to eight years of progressive and increasingly complicated HR experience, has breadth and depth of knowledge in all HR disciplines, uses judgment gained with time and knowledge application, understands the business beyond the HR function and influences the overall organization GPHR- Global Professional in Human Resources certification is designed for the HR professional who  has HR responsibilities that cross national borders, understands the strategies of globalization versus localization of HR policies and programs, establishes HR policies and initiatives that support the organization’s global growth and employer reputation, designs organizational programs, processes and tools to achieve worldwide business goals, develops, implements, and evaluates programs, processes and tools, ensures that programs, processes, and tools align with competitive practice, the organization’s objectives, and legal requirements, oversees practices that balance employer needs with employee rights and needs, has core knowledge of the organization’s international HR activities Chapter 2 “Strategic HR Management and Planning” 1. Discuss how technology has changed jobs in an organization where you have worked. What are some HR responses to those changes? 2. What steps can HR professionals take to ensure that mergers and acquisitions are successful?

How can HR help during the integration process? 3. How can an organization maintain its image while dealing with a talent surplus? If layoffs are necessary, what would you recommend managers do to ensure that survivors remain committed and productive? 4. As the HR manager for a multinational corporation, you want to identify HR competencies that are critical for global companies. Visit the website for the World Federation of People Management Association (www. wfpma. com) to research the topic and to identify differences in the body of knowledge in different parts of the world. 1. Working in a hospital environment it is easy to see how technology can change in the workplace.

Going from writing out orders or pulling medical records by hand to now being able to put everything in a computer and have that computer travel with you from room to room and patient to patient. This makes it a lot easier to improve patient care. HR is very supportive in helping making these changes. They ensure that everything you need is in place to make the process that much more smoothly so that the patients will not be disturbed or inconvenienced. 2. When an acquisition takes place, there is usually a lot of concern on behalf of all the company’s employees. Not only the company that is being acquired also by the company that is doing the acquisition. Usually there will be jobs lost, consolidation of positions, promotions, demotions, etc.

It is the responsibility of the Human Resources Department to ensure that every employee is treated fairly; that promotions, demotions, etc. are spread equally across the board according to qualifications of each individual. HR can also ease the tension of employees by holding meetings and keeping every one abreast of the changes as they occur. Sometimes HR cannot divulge any information during mergers and acquisitions, it is there responsibility in this case to make sure that all information is kept confidential. 3. Employers feel that although there is a windfall of applicants that come in there is a shortage of the workers with the skills and the willingness to perform.

Employers can find the best candidates that fit the job description needed and someone who is willing to learn in other areas as well. If layoffs are necessary I would suggest finding the employees who give the most to the job and are willing to take on more responsibility without wearing them thin. Those that are most dedicated and do the job with little or no supervision are the ones you would want to keep to help the organization thrive through tough times. 4. The HR Competency Survey is an instrument which allows a company to measure the critical competencies of its HR professionals. Individual professionals perform self-assessments, and assessments are also provided by the professional’s key clients.

The survey instrument measures participants on the dimensions of business knowledge, personal credibility, HR functional capabilities, management of change, and culture management. This helps to find out whether or not a common core of competencies exists for human resource management around the world, and therefore whether it is possible to define an HR professional. Chapter 3 “Equal Employment Opportunity” 1. If your employer asked you to review the decision not to hire an African American applicant for a job, what would you need to consider? 2. Explain why you agree or disagree with affirmative action and how affirmative action may be affected by growing workforce diversity. 3. From your own experience or that of someone you know, give examples of the two types of sexual harassment. 4. Use this text and the U. S.

Department of Justice website (www. usdoj. gov/crt/ada/) to identify what is reasonable accommodation and how it is determined. 1. I would have to consider the background of the individual, if the applicant were qualified to do the job or if another applicant was more qualified to get the job done. I would have to consider the work history of the person as well as references from previous employers. I could not base my decision on the fact that the applicant is African American. 2. I agree with affirmative action. I believe that an individual should not be held back or put into a superior position based on race, color, religion, gender or national origin.

Everyone should be considered based on their ability and experience. Workforce diversity makes the company be compliant with equal employment opportunities and this helps affirmative action be proactive in the search for an acceptable applicant. 3. Sexual harassment can include sexual advances, or making it clear to a person that you want to have sex. When I worked for a company there was a guy who always rubbed against me and other women and made comments about appearance or things he wanted to do. Sexual harassment can also include inappropriate touch. I never reported it and no one that I know ever reported it, but it was a problem that we dealt with almost on a daily basis. 4.

A reasonable accommodation is a modification or adjustment to a course, program, service, job, activity, or facility that enables a qualified student with a disability to have an equal opportunity. An equal opportunity means an opportunity to attain the same level of performance or to enjoy equal benefits and privileges as are available to similarly-situated employees without a disability. Chapter 4 “Workers, Jobs, and Job Analysis” 1. Describe how diversity of workers has been impacting organizations, including organizations for which you have worked recently. 2. For many individuals, the nature of work and jobs is changing. Describe these changes, some reasons for them, and how they are affecting both HR management and individuals. 3. Explain how you would conduct a job analysis in a company that has never had job descriptions.

Utilize the O*Net as a resource for your information. 4. You need to convince upper management of the usefulness of a companywide diversity program. How will you define diversity, and what arguments can be made for so defining it? Use the website www. diversityinc. com and other sources to gather the necessary information. 1. Having diversity helps an organization grow. When you have different types of individual brings on more ideas and can bring on a friendly competition if set in the correct way. When I was working we would often put together groups of different people with different backgrounds to brainstorm about how to make the company more effective.

Having this type of interactment with other co-workers gives you a sense of the individuality that we all bring to the table. 2. The structure, process and content of jobs have changed. Work is now more complex, done on a more collaborative level with other co-workers, more dependent on social skills as well as more technologically advanced. There is more pressure to have things done quickly and jobs are more mobile and not just in one spot anymore. HR as well as the employees of the organization must be able to keep up with all the competitive pressures and technological breakthroughs. If you cannot keep up you can easily be replaced these days. 3. To conduct a job analysis I would go department by department and get as much information that is needed.

I would get the aspects of the job and specify the skills and other requirements necessary to perform the job. All of the information would be put into writing and given to all the managers so that they can successfully give the employee the information needed to perform the job correctly. 4. Diversity is a key element in any successful company. To be successful the diverse workforce has to learn to work together in any and all situations. Developing a diversity program will help all employees understand each other and to work together in a group. Benefits of diversity is that you can identify the elements that make diversity work, gain tangible results as you transform the workplace, and review key issues and ideas for effective implementation.

Chapter 5 “Human Resource Planning and Retention” 1. Discuss the major components of HR planning and forecasting efforts. 2. Describe your expectations for a job. How well does your employer meet the expectations you bring to the psychological contract? 3. If you became the new manager at a restaurant with high employee turnover, what actions would you take to increase retention of employees? 4. As the HR manager, you must provide the senior management team with turnover costs for the following high-turnover position. Use Web sites such as www. talentkeepers. com and www. keepemployees. com, to calculate turnover and analyze the variables involved.

Also identify any other data that might be relevant, and then discuss how you would reduce the turnover. Position: Machine Operator Number of employees: 250 Number of turnovers: 85 Average wage: $11. 50/hour Cost of benefits: 35% of payroll 1. The major components of HR planning and forecasting is knowing the organization’s strategic plan so that everyone is on the same page. Do an external scan as well as assessing the external workforce. Forecast workforce demand and supply. And develop programs and policies that can go along with the information that you have to put the correct steps in place. 2. My expectations for a job include working for a company with great growth potential from with-in and well as low turn-over.

Having a good benefit and 401k package and making sure that the company seems to be the right fit for me by doing research on the company. I am currently not employed but I hope when I am working again that the company I choose to apply for has everything I am looking for. 3. I would gather my current employees and get feedback on what is going on and how they feel about the company. I would take that information along with the policies and procedures of the organization and see if we can come up with a happy medium. You want to try to boost morale with the employees without going against the policies and procedures that the company has in place. 4. Chapter 6 “Recruiting and Labor Markets” 1.

What labor markets should be considered when recruiting to fill an opening for sales representative for a pharmaceutical manufacturer? 2. Discuss ways a regional bank could use the Internet effectively to recruit loan officer professionals. 3. Describe how a local firm might be able to utilize college/university interns to generate future applicants for jobs planned within the next one or two years. 4. Assume you are going to look for a current job of interest to you. Utilize broad websites such as www. Job. com, Yahoo! HotJobs, Monster, Taleo, and others to learn about job possibilities for you. 1. A labor market is an external supply pool which attracts employees.

When looking to fill a pharmaceutical manufacturer sales position one would have to consider the labor force, population, economic indicators, employment and wages for the position as well as the individual applicant. All this must be considered in order to find which labor market fits the job that is needed. 2. The bank could review the labor markets. Outsource by advertisements, scroll for resumes and online applications, Check references as well as consider the compensation that the applicant is seeking. Also you can stream resumes and telephone contacts with potential applicants. 3. By using interns to work at your organization this gives the employer a sense of who the person is and how they work.

So if the individual wanted to come back and work for the company fulltime the employer would already know whether it would be a good fit or not. It also lets the potential know if your company is one they would want to work for. 4. There are many jobs for customer service or administrative assistants. I would use the websites to determine which job description seemed to be the best fit for me and the location. I would then apply for every job that fell in that category. Chapter 7 “Selecting Human Resources” 1. Develop a set of soft skills necessary for a college professor’s job. 2. Put together a structured interview for hiring assistant managers at a large retail store. 3.

How would you do a complete background investigation on applicants to minimize concerns about negligent hiring? 4. Your Accounting Manager has decided that a behavioral interview to select accountants will solve many hiring problems. What can you tell the manager about this type of interview and whether it is likely to be effective? Check www. job-interview. net and other sources to gather information. 1. Soft skills are interpersonal skills that typically include social graces, communication, leadership ability, decision making skills, problem solving skills and more. Soft skills are a necessary addition to having technical skills in order to be a complete package for potential employees.

For a college professor you would need to be courteous, honest, and empathetic. You would also need to have good eye contact as well as good written and verbal communication skills. 2. You can start with a pre-selection interview to make sure the applicant is qualified to fill the position. Move on to a more in-depth interview to test the knowledge and skills necessary to carry the job out. The lastly could be a hiring interview to let offer the position and trying to incorporate the applicant into the organization. 3. I would consider each applicant on a case by case basis. Make sure a complete background check is done on each person being considered for the position at hand.

If there is a criminal record I would consider how much time has passed since the offense, what was done to rehabilitate the applicant, education, work experience, and letters of recommendation from community leaders and past employers. I would make sure I document any and all information that I receive, and I would try to be as consistent as possible. 4. A behavioral interview is an interview that is based on how the applicant acted in specific employment related situations. The logic is that past performance predicts future performance. Chapter 8 ”Training Human Resources” 1. Identify training needs for a group of new salespeople in a high-end jewelry store. 2. Why is evaluating training an important part of strategic training? 3.

Develop an orientation checklist based on one first-day session and a second session of 4 hours each to cover 30-days later. 4. Make a briefing for division managers showing the advantages and disadvantages of e-learning and how to “blend” it with other teaching techniques. Use websites, including www. ASTD. org. 1. Some training needs for a group of new salespeople could include the sales technique on how to approach a customer. Making sure the employee knows the product so any and all questions can be answered. The employee must be trained on the operation from beginning to end, including policies and procedures and how to inform a customer on how to maintain their merchandise.

As well as customer service skills to ensure that the customer will have a good experience and will return and also spread the word on the service they had. 2. As technology progresses and organizations change the way things are done it is important to have training that can effectively go along with the changes that have been implemented. Evaluating the training process is important to keep all strategic training up to date and to coincide with the changes being made. 3. The first orientation session would include introductions of all new employees. Give a tour of the facility so that they can become familiar with the new surroundings. Let the new employees know the organizational structure and how the leadership is formed. I would also go over the policies and procedures in the first session.

The second session would include a refresher on the policies and procedures, any type of personnel matters that may need to be address and any organization specific information that needs to be given. I would also give a check list so that the new employees can sign off to make sure that all information was given and they were present and accounted for. 4. Convenience is a major advantage of e-learning. It allows employees to work at a pace they are comfortable with and go thru the information more than once if needed. A disadvantage is the self-discipline it requires. Some cannot be trusted to get the work done on time. Chapter 9 ”Talent Management” 1. Discuss what talent management is and why it is a consideration addressed by a growing number of employers. 2.

Describe the broad range of talent management efforts that use software applications by going to www. learn. com. Then give some examples of firms that have successfully used these applications. 3. How has the increase in uncertainty in business affected the “make-or-buy” decision, and is this trend likely to change? 4. Design a management development program for first-level supervisors in an electric utility company. What courses and experiences do they need? 1. Talent management is attracting highly skilled workers and developing and retaining current workers to meet business objectives. This is a consideration to employers because it helps to get and keep the most qualified individuals. 2.

Talent management efforts use these software applications to create cost effective and high quality training, development, and measurement environment designed to empower users with visibility into and control over their career planning while providing management with real-time business intelligence. Bersin and Associates is an organization that uses this method. 3. Organizations are going more towards the making of the product to sell. This can increase revenue while saving on outsourcing the product since it may be made in house. An organization that chooses to make rather than buy is at risk of losing alternative sources, design flexibility, and access to technological innovations. 4. I would build a program to fit the needs of the company.

Give the managements training in strategic thinking, coaching skills as well as leadership developments. I would also have the supervisors have a utility management certificate. Chapter 10 ”Performance Management and Appraisal” 1. Describe how an organizational culture and the use of performance criteria and standards affect the remaining components of a performance management system. 2. Suppose you are a supervisor. What errors might you make when preparing the performance appraisal on a clerical employee? How might you avoid those errors? 3. Based on your experiences, as well as the chapter information, what are some good “rules of thumb” for conducting successful performance appraisal interviews? 4.

Review the performance appraisal process and appraisal form used by a current or former employer, and compare them with those provided by other students. Also review other appraisal issues by going to www. workforce. com and searching for articles on performance appraisals. Develop a report suggesting changes to make the performance appraisal form and process you reviewed more effective. 1. Once the performance management has been put in place you must have a set of criteria and standards that the employee is expected to meet. Being consistent and making sure this is carried thru correctly can eliminate performance problems in the future. 2. A performance appraisal can have errors on it when preparing the appraisal.

Depending on how many employees you may have it can get confusing. You can make a clerical error for a clerical employee. Reviewing you appraisal beforehand can help to eliminate errors. Also, making sure it is written and verbally given to the employee so if there is something wrong he/she can come to you and it can be corrected. 3. Carefully view the performance appraisal as a process and take it seriously. Develop work standards that can be evaluated objectively. Let the employee know how their appraisal can affect pay increase and bonuses. Try to reassure the employee with praise and recognition for a job well done. 4. Chapter 11 “Total Rewards and Compensation” 1.

Discuss the compensation philosophies and approaches that have been used at organizations where you have worked. What have been the consequences of those philosophies and approaches? 2. You have been named Human Resources Manager for a company that has 180 employees and no formal base pay system. What steps will you take to develop such a coordinated system? 3. You are the HR Director for an insurance company with regional offices in several states. For each office, you want to be sure that the administrative assistants reporting to the regional manager are paid appropriately. Go to www. salary. com to find geographic pay survey data for this job in Hartford, Connecticut; Atlanta, Georgia; Omaha, Nebraska; and Phoenix, Arizona.

Then recommend pay ranges, identifying the low, median, and high rates for each pay range. To present the data, list each of the offices in order from lowest median pay to highest median pay. 1. When I was working one compensation philosophy was to make the bonuses more competitive to boost sales for the company. Based on how much you sold at the end of the year the top sellers would be rewarded. For raises there was an evaluation done to determine to what level and how much your’ pay would increase. This made you work harder to reach all the set goals or beyond. 2. A formal based pay system would provide a way of rewarding employees for their efforts and contributions to the company.

To develop this program I would define the jobs first, then evaluate the jobs, price the jobs, and explain the process to the employees then I would use the performance appraisal for the employees under the system to determine compensation under the plan. 3. Here is a list of the Administrative assistant’s salaries by state. Omaha, NE- low $26,448, median $33,658, high $41,780 Phoenix, AZ- low $28,032, median $35,674, high $44,283 Atlanta, GA – low $28,344, median $36,070, high $44,774 Hartford, CT – low $30,776, median $39,166, high $48,617 Chapter 12 “Incentive Plans and Executive Compensation” 1. Discuss why variable pay-for-performance plans have become popular and what elements are needed to make them successful. 2. Give examples of individual incentives used by an organization in which you were employed, and then describe why those plans were or were not successful. 3.

Describe the nature and components of, and the issues currently facing, executive compensation in various U. S. industries. 4. Suppose you have been asked to lead a taskforce to develop a sales incentive plan at your firm. The taskforce is to generate a list of strategies and issues to be evaluated by upper management. Using details from www. salescompensation. org and other related websites identify and develop preliminary materials for the taskforce. 1. Pay for performance plans are popular because it motivates the person to work harder for the company. If the employee knows the harder they work the more money they will make it will give them the incentive to give more than just good enough.

To make a system like this successful you can have flexible work schedules for employees, if they are paid for performance it is not necessary to work a typical 9-5 day. 2. One incentive that comes to mind is being compensated for being a high seller while it motivated all the employees to sell their best it also was discouraging to know that everyone will not be given money for their efforts. You would have to out sell everyone in the department to get the big check. So it became a pitfall after a while. 3. Executive compensation is usually meant to be competitive with other companies of the same caliber. Executive salaries are usually determined by a committee which usually consists of the board of directors of the organization.

Some concerns are that the executives make decisions to benefit themselves financially rather than what it will do to improve the organization. 4. Form the task force to define the sales goals that will achieve corporate profitability. Develop sales targets for both individual and sales teams. Establish incentives to reward salespeople who reach a specified amount of sales in one quarter after training. Initiate a separate compensations plan to boost sales during normal cycles. Pay sales people the same way as everyone else in the company to create an overall sense of team. Chapter 13 “Managing Employee Benefits “ 1. Why are benefits strategically important to employers and what are some key strategic considerations? 2.

Discuss the following statement: “Health care costs are out of control in the United States, and increasing conflicts between employers and employees are likely as employers try to reduce their health benefits costs. ” 3. Assume that as an HR staff member, you have been asked to research consumer-driven health plans because your employer is considering implementing one. Go to a leading benefits information resource, Employee Benefit News, at www. benefitnews. com, and identify the elements of a successful CDH plan and some examples of firms that use such a plan. 4. Based on the information discussed in the chapter, how would you oversee the design (or redesign) of a benefits program in a large organization? What issues would you consider? 1. Employers with good benefit packages are among the highest in the pool of job seekers.

The benefit design is important to strategic consideration. Organizations with more choices and flexibility concerning benefits allow employees to fit the benefits needed to their own personal situation. 2. The cost of healthcare is going up as employers try to cut out a lot of benefit packages. The employers want to make the benefits more cost effective for them and in turn this makes the benefits less appealing to the employees. If the insurance isn’t worth much it makes no sense for the employee to keep it and cuts even more cost down for the employer because they won’t have to pay anything out of pocket for every employee that chooses to cancel the insurance. 3.

Consumer Driven Health Plans are health benefits plans that engage covered individuals in choosing their own health care providers, managing their own health expenses, and improving their own health with respect to factors that they can control. 4. I would try to make the package as organization/employee friendly as possible. Weigh all options given for the benefits and come up with a complete list of packages to choose from. I would consider the cost of the benefits to the organization as well as the individual employee and if it would be a good fit for the company. Chapter 14 “Risk Management and Worker Protection” 1. How does one go about controlling workers’ compensation costs, and why is that important? 2. What should an employer do when facing an OSHA inspection? 3.

As the HR manager of a distribution and warehouse firm with 600 employees, you plan to discuss a company wellness program at an executive staff meeting next week. The topics to cover include what a wellness program is, how it can benefit the company and employees, and the process for establishing it. To aid in developing your presentation to the executives, consult the website www. welcoa. org and other applicable websites you can locate. 4. What should be included in disaster planning for a big employer in New York City that is concerned about terrorism attacks that might shut down the company and part of the city? 1. Try to eliminate small claims. Have a safety program in place to teach employees how to be safe in the workplace.

Make sure the employees know first aid and that there are first aid kits all around the facility. Try to reduce workers compensation fraud. 2. Begin by asking the OSHA representative for credentials. HR can insist on an open conference. The compliance officer should be present to walk around with the representative. Keep clear and accurate records about anything in the workplace. Employee manuals and policies and procedures should be kept in a known area. 3. A wellness program is designed to nurture wellness in workers regardless of the work environment. A wellness program can help employees by boosting morale, improve health and fitness and increase productivity in the workplace.

To get the process started you should know what is driving up the health care plan. Develop a realistic workplace wellness program. Maintain strong wellness communications. Integrate work wellness with other benefits. Have management practice what is being put out and make the wellness program a part of their daily routine. 4. When making a disaster plan you should be sure to train and drill all employees so that everyone will know what to do in case of an emergence. Incorporate emergency preparedness into the culture of the organization. When writing a disaster plan think ahead of the possibilities of what can go wrong and make contingency plans. Chapter 15 ”Employees’ Rights and Responsibilities” 1.

Identify how the issues of due process and just cause are linked to employer disciplinary actions. 2. Discuss the following statement: “Even though efforts to restrict employees’ free speech at work may be permissible, such efforts raise troubling questions affecting individual rights. ” 3. Give some examples of how technology is creating employer/employee rights and policy issues. Then suggest some possible actions that may be needed. 4. Assume that as the HR manager, you have decided to prepare some guidelines for supervisors to use when they have to discipline employees. Gather the information needed, using Internet resources such as www. blr. com and www. workforce. om for sample policies and other details. Then prepare a guide for supervisors on implementing both positive and progressive discipline. 1. Due process is the requirement that the employer is fair in any disciplinary action or dismissal of any employee. Just cause protects against unfair termination and other types forms of workplace discipline. Both due process and just cause are linked to employer disciplinary actions because the processes make the employee feel like they were treated fairly if being accused or having discipline action taken against them. 2. There are certain rights given under the US Constitution regarding freedom of speech.

There are certain restrictions that arise when working for a company when it comes to freedom of speech. As an employee you can’t say what you want to say just because, you can have disciplinary actions taken against you for being insubordinate. 3. Privacy in email is an issue for some employer/employees. Employees may feel like email should be something that is not known in the company but employers can monitor your email usage and what goes in and out. Another issue is social networks. Even though you may have access to internet it still may be against the rules to go on such websites while working. 4. Start with a verbal warning. Let the employee know even though it is a verbal warning it will be documented in the employee file.

If the problem persist move to a written warning, this should be signed by the employee to let them know that it is going in the file and being taken very seriously. After the written warning the next step would be termination. Explain to the employee why this action has been taken. Chapter 16 “Union/Management Relations” 1. Discuss the following statement: “If management gets a union, it deserves one. ” 2. Suppose a coworker just brought you a union leaflet urging employees to sign an authorization card. What may happen from this point on? 3. As the HR manager, you have heard rumors about potential efforts to unionize your warehouse employees. Use the www. genelevine. om website to develop a set of guidelines for supervisors if they are asked questions by employees about unionization as part of a “union prevention” approach. 4. Public-sector unions now account for more than half of union members, while the private sector accounts for less than half. Why has this change occurred? 1. A union is a formal association of workers. Unions constrain what managers can and cannot do. Managers do not like this because it can limit the control they normally could have in a situation with an employee. Unions are more for the employee and not the organization. 2. I would start with asking why a union is necessary. I would ask other employees if they feel a union is necessary.

I would speak to management and if I felt that management is not responsive to the needs of the employees then I would make my decision about trying to be a part of the union. 3. Supervisors can let the employees know about the common myths of unions. Let them know that employees do not control the union that unions cannot provide job security or higher wages, and unions do not provide worker dignity. 4. In the private sector of union workers you are to increase productivity while having fewer workers. Yet in the public sector that is the opposite. There is no requirement to increase your productivity. Workers are more inclined to move over to the public sector because it tough to enforce even though the union rate is higher.

Cite this Chapter 1 “Human Resource Management in Organizations”

Chapter 1 “Human Resource Management in Organizations”. (2019, May 02). Retrieved from https://graduateway.com/chapter-1-human-resource-management-in-organizations/

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