Reference the attached “Whether to Fire Employees?” that comes from the Daft textbook. This case sets the stage of pending organizational change and the dilemma to effectively deal with change, innovation, and managing people by implementing strategies to meet organizational goals while properly developing human capital.
Assume the role of Human Resource Manager and design strategies that will create an organizational culture that addresses the forces of change. Draw upon key concepts in Chapters 11 and 12 to build a strategic plan to drive future organizational performance. Then, assess how the function of organizing assists managers in forming tasks and allocating human resources effectively.
: What is the objective or purpose in studying and analyzing a real-world organizational situation and applying learning lessons in this paper?
: Based on your reading of the situation of “Whether to Fire Employees?,” identify and evaluate the current problem that this organization faces.
: Assess the essential conceptual insights gained that allowed you, in the role of a Human Resource Manager, to design strategies that would create an organizational culture to properly address the forces of change. Develop and apply a strategic plan to drive future organizational performance.
: As a Human Resource Manager, describe how the management function of organizing would allow you to form an organizational culture to create best practices in forming tasks and allocating resources to achieve strategic goals.
: Describe key learning lessons that you will take from this assignment that will advance your management planning skills.
Review the components below and the grading rubric for this assignment before you begin writing your paper. Construct and write your paper with subheadings that connect to the key components below. This is a sound structural strategy to guide performance of your critical thinking.
Title this paper: “Whether to Fire Employees?”
Subheadings
Components
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Management,
1
4e
Chapter 12: Managing Human Talent
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Add slide notes here
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Icebreaker
Ten Things
Break into small groups of 4–5 people
Find 10 things that you all have in common
Try to avoid the obvious (e.g., all human, all in this class, at this school, etc.)
Ideas for commonalities: places you’ve been, unusual foods, hobbies, pets
Each group shares its most unusual or favorite commonality
with the larger class
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Instructor facilitation note: Adjust the size of the groups as needed. If teaching online, you might consider utilizing virtual break-out rooms to facilitate this activity.
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Learning Objectives (1 of 2)
By the end of this chapter you should be able to:
Explain the strategic role of human resource management.
Describe how federal legislation and societal trends influence human resource management.
Explain what the changing social contract between organizations and employees means for workers and human resource managers.
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Review objectives.
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Learning Objectives (2 of 2)
By the end of this chapter you should be able to:
Describe tools and techniques managers use to determine their future staffing needs and to recruit and select the right employees.
Describe how organizations develop an effective workforce through training and performance management.
Explain how organizations maintain a workforce through the administration of rewards, benefits, and terminations.
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Review objectives.
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Human Resource Management
(LO 1)
Human resource management (HRM): the design and application of formal systems in an organization to ensure the effective and efficient use of human talent to accomplish organizational goals
Human capital: the economic value of the combined knowledge, experience, skills, and capabilities of employees
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The Strategic Role of HRM
(LO 1)
HR drives organizational performance
Human capital cited as the top factor in competitive success
Talent management is a top concern for all managers
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12.1 Top Three Factors for Maintaining Competitive Success
(LO 1)
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SOURCE: “Leading Through Connections: The IBM 2012 Chief Executive Officer Study,” reported in Eric Lesser and Carl Hoffman, “Workforce Analytics: Making the Most of a Critical Asset,” Ivey Business Journal (July–August 2012), www.iveybusinessjournal.com/topics/strategy/workforce-analytics-making-the-most-of-a-critical-asset (accessed August 27, 2012).
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Strategic Issues for Managers
(LO 1)
Hiring the right people to become more competitive on a global basis
Hiring the right people for improving quality, innovation, and customer service
Knowing the right people to retain after mergers, acquisitions, or downsizing
Hiring the right people to apply new information technology (IT) to HRM processes
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12.2 Strategic Human Resource Management
(LO 1)
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Polling Activity 1
If you were tasked with making your organization’s human resources management as effective as possible, which area would take priority for you?
Finding the right people
Maintaining an effective workforce
Managing talent
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Answers will vary.
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12.3 The Role and Value of Human Capital Investments
(LO 1)
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SOURCE: Adapted from Susan Cantrell et al., “Measuring the Value of Human Capital Investments: The SAP Case,” Strategy & Leadership 34, no. 2 (2006): 43–52. Copyright 2006 by Emerald Group Publishing Limited. Reproduced with permission.
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The Impact of Federal Legislation on HRM (1 of 2)
(LO 2)
Laws ensure equal opportunity, stop discrimination, and define enforcement agencies
Discrimination: hiring or promoting applicants based on criteria that are not job relevant
Affirmative action: requires employers to take positive steps to guarantee equal employment opportunities for people within protected groups
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The Impact of Federal Legislation on HRM (2 of 2)
(LO 2)
Failure to comply with EEO legislation can result in substantial fines and penalties for employers
Sexual harassment, a violation of the Civil Rights Act, is a growing concern
Scope of HR legislation is increasing at federal, state, and municipal levels
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12.4 Historically Important Federal Laws Related to Human Resource Management (1 of 3)
(LO 2)
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12.4 Historically Important Federal Laws Related to Human Resource Management (2 of 3)
(LO 2)
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12.4 Historically Important Federal Laws Related to Human Resource Management (3 of 3)
(LO 2)
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Knowledge Check 1
Sexual harassment in the workforce in an important concern for all employers. Any incidence of sexual harassment is a violation of the
Equal Pay Act
Title VII of the Civil Rights Act
Occupational Safety and Health Act
Family and Medial Leave Act
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Knowledge Check 1: Answer
Sexual harassment in the workforce in an important concern for all employers. Any incidence of sexual harassment is a violation of the
Title VII of the Civil Rights Act
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The correct answer is b: Title VII of the Civil Rights Act
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End of Lifetime Employment
(LO 3)
New social contract is based on the concept of employability rather than lifetime employment
Individuals
Develop their own skills and abilities
Demonstrate their value to the organization
Employer
Offers creative training and development opportunities
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12.5 The Changing Social Contract
(LO 3)
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SOURCES: Based on Louisa Wah, “The New Workplace Paradox,” Management Review (January 1998): 7; and Douglas T. Hall and Jonathan E. Moss, “The New Protean Career Contract: Helping Organizations and Employees Adapt,” Organizational Dynamics (Winter 1998): 22–37.
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Leading-Edge HR Practices
(LO 3)
Blind hiring: managers focus on an applicant’s job skills and performance rather than educational credentials, appearance, or prior experience
Artificial intelligence (AI) algorithms can be used to reduce bias in hiring decisions
Employer brand: promoting an organization as a highly desirable place to work
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Discussion Activity 1
As HR manager for a small company that makes computer games and software, what are some steps that you might take to create an employer brand?
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Discussion Activity 1 Debrief
As HR manager for a small company that makes computer games and software, what are some steps that you might take to create an employer brand?
Potential candidates for a company that makes computer games are more likely to be young. This should be a vital consideration while promoting the company. The question here is ‘what would appeal to young software professionals’?
Attractive benefits, flexible schedules, and a lot of room to work independently are just some ways to attract potential candidates.
However, skilled candidates are often not motivated by monetary benefits alone. It is important to also appeal to their intellectual need by offering challenging work.
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Finding the Right People
(LO 4)
Matching model: the organization and the individual attempt to match the needs, interests, and values that they offer each other
Process of finding the right people
Predict needs through human resource planning
Use recruiting procedures to communicate with potential applicants
Select the best candidate
Welcome the new employee
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12.6 Attracting an Effective Workforce
(LO 4)
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Human Resource Planning
(LO 4)
Human resource planning: the forecasting of HR needs and the projected matching of individuals with expected job vacancies
Answers to big-picture questions help define the direction for the organization’s HRM strategy
What new technologies are emerging, and how will these affect the work system?
How much is the volume of the business likely to change in the next five to ten years?
What is the turnover rate, and how much turnover, if any, is avoidable?
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Recruiting (1 of 2)
(LO 4)
Recruiting: activities or practices that define the characteristics of applicants to whom selection procedures are ultimately applied
Job analysis: systematic process of gathering and interpreting information about the essential duties, tasks, responsibilities, and context of a job
Job description: summary of the tasks, duties, and responsibilities of a job
Job specification: outline of characteristics needed to perform the job
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Recruiting (2 of 2)
(LO 4)
Realistic job preview (RJP): gives applicants all pertinent and realistic information about the job and the organization
Contributes to employee satisfaction and reduces turnover because RJPs facilitate matching people to positions
Virtual recruiting: use of social media’s video and chat features, virtual job fairs, and recruitment software to identify desired candidates
Internship: arrangement whereby an intern exchanges free or low-cost labor for the opportunity to explore a career or gain valuable work experience in a particular field
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12.7 DBS Bank’s Vital Skills for a Digital World
(LO 4)
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SOURCE: Based on “Vital Skills for a Digital World,” table in Abbie Lundberg and George Westerman, “Transformer CLO,” Harvard Business Review (January–February 2020): 84–88.
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Discussion Activity 2
What might be some possible advantages and disadvantages of virtual recruiting and AI-based hiring?
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Discussion Activity 2 Debrief
What might be some possible advantages and disadvantages of virtual recruiting and AI-based hiring?
Advantages:
Managers eliminate travel time and expenses by interviewing virtually
Companies shifted to 100 percent virtual recruiting in the midst of the COVID-19 pandemic in 2020
Retailers can quickly find thousands of potential seasonal workers
AI-based algorithms can reduce bias in hiring decisions
Disadvantages:
The typical interview, virtual or otherwise, generally is not a good predictor of job performance
Virtual recruiting has a tendency to attract far too many unqualified candidates
AI algorithms are subject to biases if not carefully constructed
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Selecting (1 of 3)
(LO 4)
Selection: process employers use to assess applicant to determine the fit between the job and applicant
Most frequently used selection devices include the application form, interview, and employment test
Application form: tool used to collect information about the applicant’s education, previous job experience, and other background characteristics
Avoid irrelevant questions
Avoid questions with adverse impact
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Selecting (2 of 3)
(LO 4)
Some type of interview is used in nearly every organization in the selection process
Cannot violate EEO guidelines
Structured interview: set of standardized questions that are asked of every applicant so comparisons can easily be made
Behavioral questions: ask people to describe how they have performed a certain task or handled a specific problem
Work sample: real example of work that a candidate has produced or a live simulation of the job
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Selecting (3 of 3)
(LO 4)
Employment tests: tests that may include cognitive ability tests, physical ability tests, personality inventories, and other assessments
Cognitive ability tests measure an applicant’s reasoning, verbal, and mathematical abilities as a predictor of performance
Personality tests assess such characteristics as openness to learning, agreeableness, conscientiousness, creativity, and emotional stability
Studies show that personality tests are better predictors of future career success than job interviews
Online checks allow managers to search a candidate’s criminal record, credit history, and other indications of honesty, integrity, and stability as well as view candidate’s presence on social media
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Knowledge Check 2
Employers collect information about a potential employee’s education, previous job experience, and other background characteristics through
a job description
a matching model
an employment test
an application form
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Knowledge Check 2: Answer
Employers collect information about a potential employee’s education, previous job experience, and other background characteristics through
an application form
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The correct answer is d: an application form.
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12.8 Employment Applications and Interviews
(LO 4)
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SOURCES: Based on “Appropriate and Inappropriate Interview Questions,” in George Bohlander, Scott Snell, and Arthur Sherman, Managing Human Resources, 12th ed. (Cincinnati, OH: South-Western, 2001), p. 207; and “Guidelines to Lawful and Unlawful Preemployment Inquiries,” Appendix E, in Robert L. Mathis and John H. Jackson, Human Resource Management, 2d ed. (Cincinnati, OH: South-Western, 2002), pp. 189–190.
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12.9 Interview Brain Teasers
(LO 4)
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SOURCES: Similar questions have been used at companies such as Microsoft, Google, and eBay. Reported in William Poundstone, “The Google Cheat Sheet,” Bloomberg BusinessWeek (January 9–January 15, 2012): 79; Michael Kaplan, “Job Interview Brainteasers,” Business 2.0 (September 2007): 35–37; and William Poundstone, “Impossible Questions,” Across the Board (September–October 2003): 44–48.
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Training and Development
(LO 5)
Developing talent includes planned efforts by an organization to facilitate employees’ learning of job-related skills and behaviors
On-the-job training (OJT): an experienced employee shows a newcomer how to perform job duties
Social learning: learning informally from others by using social media tools
Corporate university: in-house training and education facility that offers broad-based learning opportunities for employees
Promotion from within
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12.10 Where Do Job Candidates Need Improvement?
(LO 5)
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SOURCE: SkillSurvey analysis, reported in “Room for Improvement,” Harvard Business Review (November 2016): 28.
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Performance Management
(LO 5)
Performance appraisal: observing and evaluating employee performance, recording assessment, and providing feedback
Two popular approaches
360-degree feedback: process that uses multiple raters, including self-rating, as a way to increase awareness of strengths and weaknesses and guide employee development
Performance review ranking system: method in which managers evaluate direct reports relative to one another and categorize each on a scale
A new approach focuses on engaging and developing employees rather than assessing or rating them
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12.11 How People in Different Countries Give Feedback
(LO 5)
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SOURCE: “How These Countries Critique,” visual based on Erin Meyer, The Culture Map: Breaking Through the Invisible Boundaries of Global Business, in Aaron Taube and Skye Gould, “Here Are the Wildly Different Ways People Give Feedback Around the World,” Business Insider, www.businessinsider.com/how-people-givecriticism-all-over-the-world-2014-11 (accessed August 18, 2016).
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12.12 Changes in Performance Management
(LO 5)
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SOURCE: Based in part on “Changes to IBM’s Performance Management” in David Kiron and Barbara Spindel, “Rebooting Work for a Digital Era,” MIT Sloan Management Review (February 19, 2019), https://sloanreview.mit.edu/case-study/rebooting-work-for-a-digital-era/ (accessed May 25, 2020).
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Rewards (1 of 2)
(LO 6)
Compensation: all monetary payments and all goods or commodities used to reward employees
Wage and salary systems
Job-based pay
Skill-based, or competency-based, pay
Organizational environment and other factors contribute to employee satisfaction and job performance
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Rewards (2 of 2)
(LO 6)
Compensation equity maintains a sense of fairness within the pay structure and fortifies employee morale
Job evaluation: process of determining the value or worth of jobs within an organization through an examination of job content
Wage and salary surveys: show what other organizations pay incumbents in key jobs
Pay-for-performance: ties at least part of compensation to employee effort and performance
Also called incentive pay
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Benefits
(LO 6)
Some benefits required by law
Social Security, unemployment compensation, and workers’ compensation
Additional benefits offered to attract and maintain effective workforce
Include vacation time, on-site fitness centers, educational reimbursement
Benefits packages should meet the needs of employees
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Polling Activity 2
When you are considering accepting a job offer, which of the following would be the biggest priority for you?
High pay
Excellent benefits
Great working environment
Good potential for advancement
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Answers will vary.
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Termination
Terminations are valuable in maintaining an effective workforce
Poor performing employees can be dismissed
Exit interviews can be used to learn about dissatisfaction and reason for departure
Exit interview: an interview conducted with departing employees to determine why they are leaving
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Summary (1 of 2)
Now that the lesson has ended, you should have learned how to:
Explain the strategic role of human resource management.
Describe how federal legislation and societal trends influence human resource management.
Explain what the changing social contract between organizations and employees means for workers and human resource managers.
‹#›
©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Summary (2 of 2)
Now that the lesson has ended, you should have learned how to:
Describe tools and techniques managers use to determine their future staffing needs and to recruit and select the right employees.
Describe how organizations develop an effective workforce through training and performance management.
Explain how organizations maintain a workforce through the administration of rewards, benefits, and terminations.
‹#›
©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
