Week 1 Questions from Textbook.
Chapter 1-2
Roughly, two generations ago or so many HR articles decried problems with performance appraisal. A common complaint was that managers did not devote sufficient time to conducting the appraisals and that biases were rampant. Another common complaint was that most managers gave high ratings to all employees and did not bother to properly differentiate and carefully document the performance evaluation of subordinates. Several old surveys reported that three quarters or more of employees hated performance appraisals and found them of little value, increasing tension at work. Several recent surveys reveal that this situation has not changed much, with the majority of managers and employees unhappy with appraisals. Based on what you have learned in this chapter, what implications does this have for HR practices that presumably rely on an accurate assessment of employee performance (such as promotions and merit pay decisions)?
Chapter 1-3
Go back to the Manager’s Notebook “How Harley-Davidson Is Taking Advantage of a Diverse Customer Base.” If you were a HR manager of a company such as Harley-Davidson, what human resource programs would you put in place to help the company expand its customer base? Explain.
Chapter 1-5
In your opinion, which of the environmental, organizational, and individual challenges identified in this chapter will be most important for human resource management in the twenty-first century? Which will be least important? Use your own experiences in your answer.
Chapter 1-6
Do you think it is fair for a company to discipline employees by charging higher fees for those who show evidence of “unhealthy life styles”? According to Dr. Kevin Volpp, Director of the Center for Health Incentives and Behavioral Economics at the University of Pennsylvania, punitive surcharges and tough health targets may hurt those who need assistance the most. Do you agree? Explain.
Chapter 1-7
3M’s competitive business strategy is based on innovation. 3M requires that at least 25 percent of its annual sales come from products introduced over the previous five years, a goal it often exceeds. Specific HR programs adopted to implement this strategy include the creation of a special fund that allows employees to start new projects or follow up on ideas. 3M’s “release time” program, in which workers are given time off during the day to pursue their own interests, is given credit for the creation of new products that management would not have thought of by itself. In addition, 3M’s appraisal process encourages risk taking. A senior manager at 3M says, “If you are threatened with dismissal after working on a project that fails, you will never try again.” What other types of HR policies might 3M institute to spur product innovation?
Chapter 1-8
Many believe that top managers care little about human resources compared to such areas as marketing, finance, production, and engineering. What might account for the perception, and what would you do to change it?
Chapter 3-1
Explain why HR decisions are heavily regulated. Based on your analysis of current social forces, what new laws or regulations do you think will be passed or issued in the next few years?
Chapter 3-2
You own a small construction business. One of your workers is 55 years old and had heart bypass surgery about six months ago. He wants to come back to work, but you are concerned that he will not be able to handle the job’s physical tasks. What should you do? What are you prohibited from doing? What laws apply in this case?
Chapter 3-3
What is adverse impact? How does it differ from adverse treatment?
Chapter 3-4
How can an individual show prima facie evidence for adverse impact discrimination? How would an employer defend itself from this evidence?
Chapter 3-5
Many companies in the United States have recently put an end to the practice of giving an annual employee Christmas party due to complaints by employees with non-Christian religious backgrounds or spiritual values who claimed the Christmas party was a discriminatory employment practice. These employees argued that the employer who celebrated by paying for an employee Christmas party favored Christianity over other religions and belief systems. Do you think non-Christian employees are treated illegally or unethically when the employer decides to give a Christmas party for all the employees? Why? What would be a reasonable accommodation that an employer could make to satisfy both the Christian and non-Christian employees?
Chapter 4-3
Consider the managers notebook “Religious Differences Moving to the Forefront of Inclusiveness.“ Do you think that the owners of a company, major shareholders, or top management have a right to use the religious believes as a basis of establishing HR policies for employees? Why or why not? Explain.
Chapter 4-4
According to Laura D Andrea Tyson, dean of the College of business in London business school, in both the United States and Europe women often choose to opt out of high powered jobs. In her words: “The opt-out hypothesis could explain why, According to a recent U.S. survey, 1 in 3 women with a MBA is not working full time, verses 1 and 20 men with the same degree. Today, many companies are recruiting female MBA graduates in nearly equal numbers to male MBA grads, but they’re finding that a substantial percentage female recruits drop out within three to five years. The vexing problem for businesses is not finding female talent but retaining it.” In your opinion, how large is the opt-out phenomenon, what are its causes, and what can companies do to retain talented women?
Chapter 4-5
Consider the Manager’s Notebook “The Rise of the Older Worker.” Do you think that young employees now appreciate the wisdom of older workers more than Glad at earlier time? Why do you think the United States has traditionally held older workers at a disadvantage in comparison to other industrialized nations such as Germany Japan or Korea? Explain.
Chapter 4-6
A recent report suggests that pay disparities by gender remain essentially the same whether or not the most senior executive is a man or a woman. Why do you think that is the case? Explain.
Chapter 4-7
Many U.S. computer companies fear that if they do not hire foreign talent, then competitors in other countries will. What is your position on this? Explain.
Chapter 4-8
Doug Dokolosky, a former IBM executive who specializes in coaching women, argues that, “to reach the top requires sacrifice and long hours. If that is your ambition, forget things like balancing work and family…” Do you think most U.S. firms just pay lip service to family accommodation policies? Can you think of any noteworthy exceptions?1.Hewlett suggests a problem for women in their twenties: The best years for having children coincide with the best years for establishing a career. How do you think women should handle this situation? What role should men play when their partners face this predicament? Explain.
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