Dessler4_SHRM

I INTRODUCTION: SHRM’S HUMAN RESOURCECURRICULUM GUIDEBOOK

SHRM, the Society for Human Resource Management, recently distributed its new SHRMHuman Resource Curriculum Guidebook and Templates for Undergraduate and GraduatePrograms. It contains SHRM’s recommended curriculum templates or guides “to assistuniversity faculty, deans, program directors, and other stakeholders in the dissemination ofHR knowledge that will better prepare students and the organizations they support. . . .”

In a nutshell, the Guidebook advocates building human resource management programsand courses around twenty-four major and minor “HR Learning Modules.” Each modulecontains three interrelated components—HR Content (such as “employment law”),Personal Competencies (such as “ethical decision-making”), and Business or PolicyKnowledge Applications (such as “business law, public policy, and corporate social re-sponsibility”). SHRM’s stated aims are to systematize and standardize the knowledge andskills HR students leave the classroom with, and to make sure that they learn, not justhuman resource management skills, but also how to apply personal skills (like communi-cating) as well as business knowledge to the human resource problems at hand. SHRMwants schools to use the modules to build multi-course programs in human resourcemanagement.

II THE PURPOSES OF THIS APPENDIXThe exercises in the following sections III, IV, and V serve two purposes. First, theyprovide an opportunity to learn more about SHRM recommended HR Content Areas,Personal Competencies, and Business/Policy Areas. For example, section III just belowlets you practice applying some of what you learned in the book about most of SHRM’smain HR Content Areas. Second (since not all adopters will cover the new SHRM guide-lines in detail), we also prepared this appendix so that all adopters and readers can usethese exercises to supplement the behavioral objectives and case questions now in eachchapter and case, simply as supplementary exercises.

APPENDIX A

Applying HR Content, Personal Competencies,and Business KnowledgeSUPPLEMENTARY STUDY AND DISCUSSION ASSIGNMENTS*

*© Gary Dessler, Ph.D. 2007.

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738 APPENDIX A • APPLYING HR CONTENT, PERSONAL COMPETENCIES, AND BUSINESS KNOWLEDGE

III ASSESSING WHAT YOU KNOW ABOUT MAJOR SHRMHR CONTENT AREAS

List of SHRMRecommended HRContent Areas

Supplementary Discussion Questions for Assessing YourKnowledge and Skills with Respect to SHRM HR ContentAreas

History of HR and Its Role(we covered in Ch. 1)

1. Briefly discuss the evolution of the personnel/HR field in theUnited States over the last 100 years to its current role inmodern globally competitive societies.

2. Describe HR’s role in developing human capital.3. Describe HR’s impact on firm success.4. Discuss the partnership of line managers and HR managers

and departments.

HR and OrganizationalStrategy (Ch. 3)

1. List and explain with examples the basic types of corporate,competitive, and functional strategies.

2. Define Strategic Human Resource Management and explainwith examples how managers devise HR practices to supporttheir companies’ strategies.

3. Answer the question, “How do firms gain sustainable com-petitive advantage through effective human resource man-agement strategies and practices?”

Managing a Diverse Workforce (Ch. 2)

1. List and discuss several important strategies for successfullyincreasing workforce diversity.

2. Explain with examples how diversity management can im-prove business results.

3. Give some examples of how creating a diverse workforcecan enhance employee perceptions of fairness and equitythroughout the organization.

HR and Mergers andAcquisitions (Ch. 3)

1. Give several examples of how HR practices can contribute tothe success of corporate mergers and acquisitions.

Measuring HR Outcomes andthe Bottom-Line (Ch. 3)

1. Explain and provide examples of at least 5 HR metrics.2. Discuss how you as a manager could use HR and broader

business metrics to link HR practices to achieving bottom-line business results.

Job Analysis (Ch. 4) 1. List and describe the methods and procedure you would useto conduct a job analysis.

2. Briefly discuss the main factors that must be taken intoaccount in designing a job.

3. List and briefly describe the main sections in a job description.

Workforce Planning andTalent Management (Ch. 5)

1. Describe the basic process and methods of human resourceplanning, and explain, in doing so, how they relate tocorporate strategy.

2. Show how you would create a simple staffing plan.

Employment Law (Ch. 2) 1. List and discuss the major equal employment laws, and giveexamples of how they influence the various HR functionssuch as recruiting and training employees.

2. Describe the basic equal employment law enforcementprocedure, from complaint to conclusion.

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APPENDIX A • APPLYING HR CONTENT, PERSONAL COMPETENCIES, AND BUSINESS KNOWLEDGE 739

Outsourcing (Chs. 5, 13) 1. Explain the difference between employee leasing andoutsourcing.

2. Discuss the pros and cons of outsourcing.

Recruiting and Selection (Ch. 5)

1. Describe the various methods of locating qualified jobcandidates and the advantages and disadvantages of each.

2. Briefly discuss what you believe would illustrate a successfulstrategy for developing a diverse talent pool of qualifiedcandidates.

Recruiting and Selection(Chs. 6, 7)

1. List and compare and contrast the main assessment methodsan employer can use for identifying a candidate’s suitabilityfor employment.

2. Discuss the main legal implications associated withemployment selection techniques, including interviewing.

Organizational Entry and So-cialization (Ch. 8)

1. Answer the question, “Why is it important to familiarize newemployees with the organization, and with their new jobs andwork units?”



Training and Development(Ch. 8)

1. Explain how you would link training objectives to organiza-tional goals.

2. List and discuss the principles of learning, and describe howthey facilitate training.

3. Explain how you would create a training program.4. List and briefly describe five important training methods.5. Why is it important to assess training effectiveness, and how

would you go about doing so?

Performance Appraisal andFeedback (Ch. 9)

1. Explain what you would consider to be the main purposes,characteristics, methods and communication techniques ofan effective performance appraisal program.

2. Answer the question, “How would you use performance man-agement techniques to develop a clear ‘line of sight’ connect-ing the employees’ performance and the company’s goals?”

Career Planning (Ch. 10) 1. Answer the question, “How would you use HR managementfunctions to better match individual and organizationalneeds?”

2. List and describe the basic stages of one’s careerdevelopment.

3. Describe five methods employers can use to support theiremployees’ career development needs.

Compensation Benefits andTotal Rewards (Ch. 11)

1. Discuss the major federal laws affecting compensation.2. What role does “equity” play in devising a compensation

plan?3. Define “strategic compensation” and explain how you would

go about linking pay, employee performance, and organiza-tional objectives.

Compensation Benefits andTotal Rewards (Ch. 12)

1. What is meant by “variable pay”?2. List and explain the nature and pros and cons of at least one

individual, group, and companywide incentive plan.

(continued)



Employee Benefits (Ch. 13) 1. List the employee benefits required by law.2. What are the trends with respect to employee benefits costs

and what strategies are employers using to control thesecosts?

3. What are the major trends in retirement policies and pensionplans?

4. What strategic considerations should guide the design ofbenefits programs?

Employee and LaborRelations (Ch. 14, 2)

1. Explain the concepts of employment at will, wrongfuldischarge, implied contract, and constructive discharge.

2. What is “discipline” and what are the characteristics of adefensible discipline system?

3. Answer the question, “How can effective employee relationspolicies and practices create a positive organizational cultureand improved employee commitment and performance?”

4. With respect to fair and equitable treatment, what areemployees’ rights and responsibilities?

HR and Downsizing (Ch. 14) 1. Identify the legal issues associated with organizationaldownsizings and layoffs.

2. What are some other, business and people, issues to considerwhen making downsizing and/or layoff decisions?

Employee and LaborRelations (Ch. 15)

1. List and discuss each of the principal federal laws thatprovide a framework for labor relations.

2. Briefly define collective bargaining, union representation,union organizing, and bargaining and negotiation.

3. Discuss the main types of alternative dispute resolutionprocedures.

Occupational Health, Safety,and Security (Ch. 16)

1. Explain the general provisions of the Occupational Safetyand Health Act of 1970.

2. Answer the question, “How would you go about creating asafe work environment?”

HR and Globalization (Ch. 17)

1. For the manager, HR manager, and employer, what are themain challenges that influence designing HR policies andpractices when managing across borders?

HR Information Systems(Chs. 1–17)

1. In general, how can employers use technology to improve theefficiency and effectiveness of their human resource manage-ment operations?

2. Explain how HR information systems can lessen time spenton transactional HR activities and thereby allow HR profes-sionals to focus more on strategic activities.

3. Give specific examples of how employers use HR informa-tion systems to improve HR practices in each of the main HRfunctions such as recruiting and training.

4. Answer the question, “How can technology help HRand other managers to make better short and long termdecisions?”



(continued)



List of SHRMRecommended PersonalCompetencies Neededfor Effectively CarryingOut the Manager’sVarious HR Activities

Supplementary Discussion Questions for Assessing YourAbility to Apply SHRM Personal Competencies in SolvingHR Issues

Change Management:Demonstrate an ability todevelop a planned approachto help employees adjust tochanges within theorganization.

1. Bandag Automotive case (Appendix B, pp. 745–747): Assum-ing Jim Bandag’s father decides to step back in and imple-ment the required changes, what issues might he encounter,and how exactly would you suggest he plan and execute thechanges (using guidelines like those in chapter 8)?

2. BP Texas City case (Appendix B, pp. 756–760): In 2007Lord Browne stepped down as BP’s CEO, and the firm’spresident took charge. Based on the case, what organizationalchanges should BP make now and how would you suggestthe new CEO go about executing them?

3. Jack Nelson case (ch. 1, pp. 25–26): Assuming the bank de-cides to set up a central HR office, what employee resistanceissues would you expect them to face and how (in outlineform) do you suggest they implement the change?

Communication Skills:Demonstrate an ability toeffectively convey informa-tion both verbally and inwriting.

1. Video case 3: Recruitment and Placement (ch. 7, p. 289): Inthis video, Paul and BMG’s vice president have a heatedand not particularly productive exchange regarding thefirm’s hiring practices. What did each of these two peopledo right and wrong with respect to communicating, andwhat do you think they each should have done to make thediscussion more useful?

2. “Helping ‘The Donald’” experiential exercise (ch. 1, p. 25):Would you consider Mr. Trump’s communication style in theevaluation sessions entirely effective or not, and if not howwould you suggest he improve his style?

Conflict Management:Demonstrate an ability todevelop strategies to helpproductively resolve dis-agreements between individ-uals or groups within theorganization.

1. Disciplinary Action case (ch. 15, p. 631): The parties’ actionsin this case, which may merely reflect misunderstandings,have the potential to turn into a more serious union–manage-ment conflict. If you were the supervisor in this case, whatwould you have done at this point to reduce the potential forconflict? If you are the firm’s HR manager, what if anythingwould you do to reduce the potential that the conflict will es-calate?

2. Video case 5: Training and Development (ch. 10, p. 419): Inthis video the training director handles a fairly confrontation-al meeting with the firm’s marketing director. What was thesource of the conflict, how well do you think the partiesmanaged the conflict, and what would you have donedifferently?

IV APPLYING YOUR KNOWLEDGE OF SHRM PERSONALCOMPETENCIES TO SOLVE HR ISSUES

(continued)



Ethical Decision-Making:Demonstrate an ability tomake decisions that reflect ahigh standard of professionalbehavior.

1. BP Texas City case (Appendix B, pp. 756–760): The text-book defines ethics as “the principles of conduct governingan individual or a group,” and specifically as the standardsone uses to decide what their conduct should be. To what ex-tent do you believe that what happened at BP is as much abreakdown in the company’s ethical systems as it is in itssafety systems, and how would you defend your conclusion?What would you have done differently, ethically? Whatshould the new CEO do now?

2. Fire My Best Salesperson case (ch. 14, p. 588): In this case,Greg, the sales manager, faces what is probably (andunfortunately) an ethical dilemma. Focusing on theethical issues, what would you do now if you were Greg,and why?

Leadership: Demonstrate theability to direct, lead, andinspire others toward a sharedvision.

1. Carter Cleaning Company Guaranteeing Fair Treatment case(ch. 14, p. 589): “To change her employees’ behavior in thismatter, Jennifer will have to exhibit effective leadership.”Explain why you do (or do not) agree with that statement,and (if you do agree) explain exactly what you would do nowif you were Jennifer with respect to exercising effective lead-ership to improve the situation.

2. Reinventing the Wheel at Apex Door Company case (ch. 8,pp. 326–327): In what ways is Apex’s current problem a fail-ure of leadership, what leadership mistakes has president JimDelaney made, and what leadership steps would you takenow if you were in his shoes?

Managing OrganizationalCulture: Demonstrate anability to recognize and influ-ence organizational normsand values.

1. BP Texas City case (Appendix B, pp. 750–756): Based on thecase, how would you characterize the organizational cultureat BP companywide and at its refineries, and what exactlywould you do to change that culture (assuming it needschanging)?

2. Honesty Testing at Carter Cleaning Company case (ch. 6,pp. 245–246): Often, the best way to reduce problems likethe one now facing the Carters is to create an organizationalculture that strongly supports ethical behavior. How exactlycould the Carters have fostered such a culture, and whatexactly should they do now to do so?

Cross-CulturalEffectiveness: Demonstratean ability to successfully rec-ognize and deal with culturaldifferences that may affectbehavior in the workplace.

1. Google case (Appendix B, pp. 750–753): What sorts of fac-tors will Google have to take into consideration as it triestransferring its culture and reward systems and way of doingbusiness to its operations abroad?

2. Carter Cleaning Company Going Abroad case (ch. 17,p. 720): What do you see as the two or three main culturalchallenges Carter would face in opening a store in Mexico?How (in terms of specific HR policies and practices) wouldyou suggest the Carters deal with these challenges?



(continued)



Negotiation Skills: Demon-strate an ability to communi-cate, discuss, and agree onsomething among peoplewith differing objectives.

1. Video case 7: Compensation (ch. 13, p. 550): In this case An-gelo is negotiating a pay raise with Cheryl and Gina. Howwould you rate each person’s negotiating skills? Why? Whatwould you advise Cheryl and Gina to do with respect to theirnegotiating technique?

2. Salary Inequities at Acme Manufacturing case (ch. 11,pp. 454–455): Joe Black may well now find himself negotiat-ing with the female supervisors in order to reach an equitablesalary arrangement with them. What negotiating strategy (forinstance, “take it or leave it” vs. “collaboration”) would yousuggest he use in this situation, and why?

Quantitative Analysis:Demonstrate an ability toascertain quantitatively, forexample, the attributes,behavior, or opinions of theentity you are measuring.

1. Muffler Magic case (Appendix B, pp. 753–756): Create aspreadsheet showing the titles of the main measurable factorsowner Ron Brown should take into consideration in analyz-ing whether to take the professor’s pay plan advice.

2. Carter Cleaning Company Incentive Plan case (ch. 12,p. 502): What measurable factors should the Carters take intoconsideration in costing out and deciding on the newincentive plan?

Teambuilding: Demonstratean ability to engage in aplanned effort to improve theworking relationships withina group of people in anorganizational setting.

1. Angelo’s Pizza case (Appendix B, pp. 747–750): If Angelowants to open more stores, he will have to take steps to makesure that teamwork prevails in each store—that employees ineach store work together collaboratively, supportively, and insupport of each store’s goals. What concrete steps can Ange-lo take to make sure that teamwork prevails in each store?

2. Video case 8: Nova Soft Information Technology (ch. 13,p. 550): What specifically can Neal do to use incentives toencourage teamwork among Nova Soft’s employees?



Accounting Ch. 3, Strategic HR—computing costs and benefits of various HRactivities

Assignment: Give specific examples of how dealing withthe following HR activities depends on your knowledgeand skills in the business or policy areas listed in the leftcolumn.

V SHRM’s BUSINESS/POLICY AREAS: WHY MANAGERSAPPLYING HR PRACTICES NEED A BROAD-BASEDBUSINESS BACKGROUND

Business Law Chs. 2, 11, 15, 16, HR’s Legal Framework—understanding thecontext of equal employment, safety, compensation, laborrelations law.

SHRM’s RecommendedList of Business or PolicyArea Knowledge andSkills Managers Requirefor Executing HRActivities

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Corporate SocialResponsibility

Ch. 13, Fair treatment—excersing fairness in downsizings

SHRM’s RecommendedList of Business or PolicyArea Knowledge andSkills Managers Requirefor Executing HRActivities

Assignment: Give specific examples of how dealing withthe following HR activities depends on your knowledgeand skills in the business or policy areas listed, in the leftcolumn.

Organizational Behavior Chs. 9, 12, 14, Applying your knowledge of human behavior incounseling, motivating, and disciplining employees

Finance Chs. 11–13, Compensation—formulating possible pay plans

Economics Ch. 5, Personnel planning—labor supply and demand forecasting

Entrepreneurship Chs. 1–17, When You’re on Your Own How does understandingthe entrepreneur’s unique challenges make it possible to formulateHR policies and practices that are appropriate for the smallbusiness’s needs

General Management Ch. 3, Strategic HR How does understanding how interplay ofvarious business functions influences company strategy, and howHR can support various departments’ (sales, production, etc.)strategic aims

Information Technology Ch. 5, Recruitment—using technology-based services such asapplications service providers to support the recruitment function

International Business Ch. 17, Managing global human resources—creating internationalHR services (such as testing and compensation) that make sensein terms of the company’s global sales, production, and financeoperations

Managing InformationSystems

Chs. 1–17, HRIS—instituting companywide human resourceinformation systems

Statistics Ch. 6, Testing and selection—assessing the effectiveness ofvarious selection tools

Strategic Management Ch. 3, Strategic HR—being able to formulate an HR strategy thatsupports the company’s broader strategic aims

Supply-Chain Management Chs. 11–13, Compensation—creating a compensation plan thatmotivates employees to work cooperatively with supply chainpartners such as vendors, distributors, and customers.


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