...Continuing Case: Carter Cleaning Centers Mskatdog Online University Continuing Case: Carter Cleaning Centers I.Make a list of five specific HR problems you think Carter Cleaning Centers will have to grapple with. 1) Carter Cleaning Centers will have to grapple with communication issues between the various centers and will need to establish some type of communication standard by which all the centers receive the same information, and are delivering identical information to all of its customers at all its different locations (info such as pricing, services, etc.). This could be accomplish through regular meetings, memos, or even an intranet for the company. 2). Carter Cleaning Centers will have to grapple with work standards throughout its various locations, to insure all its staff is treated fairly, and that no one is working more at one store or being paid less while in the same position. And also the centers will have to address training standards for the different levels of labor at each center. 3). Carter Cleaning Centers will have to grapple with fair hiring practices to avoid being accused of discrimination. It cannot risk hiring only one group of people, such as all males and refuse females employment as this will definitely end up in someone’s courtroom. 4). Carter Cleaning Centers will have to grapple with following the legally established pay minimum for every one of its employees. If the centers are open 24/7, then the workers will have to be placed on a work...
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...HUMAN RESOURCE EFH LT MANAGEMENT ™ EDITION Gary Dessler Florida International University .I r e i l t l C e J r l 3 . l l Boston Columbus Indianapolis Dubai New York London Sydney San Francisco Madrid Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Hong Kong Singapore Tokyo Contents Preface xxiii Acknowledgments xxvii Introduction to Human Resource Management 2 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? What Is Human Resource Management? 4 Why Is Human Resource Management Important to All Managers? 5 Line and Staff Aspects of Human Resource Management 6 Line Managers' Human Resource Duties 6 Human Resource Manager's Duties 7 New Approaches to Organizing HR 9 Cooperative Line and Staff HR Management: An Example 9 Moving from Line Manager to HR Manager 10 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 10 Globalization and Competition Trends 11 Indebtedness ("Leverage") and Deregulation 12 Technological Trends 12 Trends in the Nature of Work 13 Workforce and Demographic Trends 14 Economic Challenges and Trends 15 IMPORTANT TRENDS IN HUMAN RESOURCE MANAGEMENT 16 The New Human Resource Managers 16 Strategic Human Resource Management 18 High-Performance Work Systems 19 Evidence-Based Human Resource Management 19 19 • EVIDENCE-BASED HR: Why Should You Be Evidence-Based? Managing Ethics 20 HR Certification 20 THE PLAN OF THIS BOOK 21 The Basic Themes...
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...•-V-? __ H U MAN RESOURCE GLOBAL EDITION THIRTEENTH EDITION MANAGEMENT GARY DESSLER FLORIDA INTERNATIONAL UNIVERSITY PEARSON Boston Columbus Indianapolis Dubai New York London Sydney San Francisco Madrid Hong Kong Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Singapore Tokyo G O N T E N TS Preface 23 Acknowledgments PART ONE 1 INTRODUCTION 27 28 28 30 Introduction to Human Resource Management What Is Human Resource Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated...
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...•-V-? __ H U MAN RESOURCE GLOBAL EDITION THIRTEENTH EDITION MANAGEMENT GARY DESSLER FLORIDA INTERNATIONAL UNIVERSITY PEARSON Boston Columbus Indianapolis Dubai New York London Sydney San Francisco Madrid Hong Kong Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Singapore Tokyo G O N T E N TS Preface 23 Acknowledgments PART ONE 1 INTRODUCTION 27 28 28 30 Introduction to Human Resource Management What Is Human Resource Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated...
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...Chapter 1Application Case: Jack Nelson's Problem 1. What do you think was causing some of the problems in the bank home office and branches? There is clearly aproblem with communication, and the effects are felt in the area of employee commitment. Additional contributingfactors include the lack of consistency in the policies and procedures of various locations. There is no cohesiveness tothe staffing activities of this organization. 2. Do you think setting up a HR unit in the main office would help? Of course we think it would! Since there are HR-related problems both in the home office and in the branches, it is clear that if a personnel office were set up, it wouldneed to help to coordinate the HR activities in the branches. 3. What specific functions should it carry out? What HR functions would then be carried out by supervisors andother line managers? What role should the Internet play in the new HR organization? There is room for quite abit of variation in the answers to this question. Our suggested organization would include: HR Unit: job analyses,planning labor needs and recruiting, providing advising and training in the selection process, orientation of newemployees, managing wage and salary administration, managing incentives and benefits, providing and managing theperformance appraisal process, organization-wide communications, and providing training & developing services.Supervisors and Other Line Managers: interviewing and selection of job candidates, training...
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...Continuing Case Chapter 8 8-32: Orientation program for Carters: Carter Cleaning Company can should cover about Information on employee benefits, personnel policies, daily routine, company organization and operations, safety measures and regulations and arrange a facilities tour with the help of supervisor. As [Dessler, Gary, 2015] says successful orientation should accomplish four things for new employees, so carter cleaning company also should follow the following steps to convey information to their new employees. 1. Make them feel welcome and at ease. 2. Help them understand the organization in a broad sense. 3. Make clear to them what is expected in terms of work and behavior. 4. Help them begin the process of becoming socialized Bottom of Forminto the firm’s ways of acting and doing things. 8-33: Job Instruction sheet: As the carters want their employees to behave properly with their customers they should use a job instruction sheet. It can be like the following one. Steps | Key points | Greetings | n/a | Collecting garments | Checking the stains and damages. | Placing garments | Making sure different customer’s clothes are not mixed up. | Writing tickets and giving receipts | Ensure all the information are correct. | Saying courteous comments when the customer eaves. | n/a | 8-34: Training techniques: The pressers and cleaner-spotters should be trained using on the job trainings like Coaching / Understudy Approach. Job instruction sheet also...
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...Submitted to Subject Human Resource Management Topic Continuing Case: Carter Cleaning Center (The Job Description) Institute Of Management Sciences, Lahore Human Resource Management Questions 1. What should be the format and final form of the store manager’s job description? There is no standard format as to what should be included in the job description of store manager but most job descriptions cover the following sections • Job identification • Job summary • Responsibilities and Duties • Authority of incumbent • Standards of performance • Working conditions • Job specification 2. Is it practical to specify standards and procedures in the body of the job description, or should these be kept separate? Not all the standards and procedures are important to mention in the body of job description except the ones that are relevant and important for the applicants to know i.e. Performance and Competency standards. Note: It depends upon the type of job under discussion as to what sort of standards to include. 3. How should Jennifer go about collecting the information required for the standards, procedures and job description? First of all Jennifer should conduct a complete job analysis for the job of store manager and she should also check out existing policies and procedures of the company in place, then she should use one or more of the following methods for collecting information about Standards...
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...Section C Assignment Fourth (4th) Subject Human Resource Management Topic Continuing Case: Carter Cleaning Center (The Job Description) Institute Of Management Sciences, Lahore Human Resource Management Questions 1. What should be the format and final form of the store manager’s job description? There is no standard format as to what should be included in the job description of store manager but most job descriptions cover the following sections • Job identification • Job summary • Responsibilities and Duties • Authority of incumbent • Standards of performance • Working conditions • Job specification 2. Is it practical to specify standards and procedures in the body of the job description, or should these be kept separate? Not all the standards and procedures are important to mention in the body of job description except the ones that are relevant and important for the applicants to know i.e. Performance and Competency standards. Note: It depends upon the type of job under discussion as to what sort of standards to include. 3. How should Jennifer go about collecting the information required for the standards, procedures and job description? First of all Jennifer should conduct a complete job analysis for the job of store manager and she should also check out existing policies and procedures of the company in place, then she should use one or more of the following methods for collecting...
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...WEEK 10 ASSIGNMENT Employee Rights and Safety Protecting Safety and Health Case Incident Questions: The New Safety and Health Program Question 1: Based upon your knowledge of health and safety matters and your actual observations of operations that are similar to theirs, make a list of the potential hazardous conditions employees and others face at LearnInMotion.com. What should they do to reduce the potential severity of the top five hazards? Answer: I would suggest that LearnInMotion develop a Safety and Health Program that covers employees and employer. Begin by conducting a safety and health survey. The survey should cover the use and maintenance of Equipment, Work Practices, and OSHA Standards. The five top hazards that I can identify are: 1. Exposed wires and cables around the workstations and various areas are hazardous, they could potentially cause electrical fires, and damage to both employees and property. 2. Improper practices when servicing or installing equipment for the network, potentially are very damaging to those doing the servicing and the equipment being serviced. 3. The length of time that employees spend in front of computer screens and typing on the keyboards could result in eyestrain, back-strain and carpel tunnel syndrome 4. Lack of a safety program that covers employees and vendors from workplace hazards, what to do when they occur, and how to avoid them. 5. Situations such as the time that the employees spend working...
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...In brief: This chapter gives an overview of the selection process, testing concepts, types of tests, and selection techniques. It also addresses legal and ethical questions surrounding the area of testing and selection. Interesting issues: Most companies desire reference and background information to make employment decisions, however, most companies also have policies against giving out any information on current or past employees beyond basic job titles and dates of employement. Students need to see the tug-of-war between privacy rights and employer needs for background and predictive information. Lecture Outline I. The Selection Process A. Why the Careful Selection is Important 1. Performance 2. Costs 3. Legal Implications and Negligent Hiring II. Basic Testing Concepts A. Validity 1. Criterion Validity 2. Content Validity B. Reliability 1. Retest Estimate 2. Equivalent Form Estimate 3. Internal Consistency C. Sources of Unreliability 1. Poor Sampling of the Material 2. Chance Response Tendencies 3. Testing Conditions 4. Changes in the Person D. How to Validate a Test 1. Analyze the Job 2. Choose your Tests 3. Administer the Test a. concurrent validation b. predictive validation 4. Relate Test Scores and Criteria Figure 5-3 on page 178 shows a sample expectancy chart. 5. Cross-validation and Revalidation E. Testing Guidelines 1. Use...
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...|PART TWO RECRUITMENT AND PLACEMENT | | | | | |CHAPTER | |T Seven | | | | | | | | | |Interviewing |7 | | |Candidates | | | |Lecture Outline | | | |Strategic Overview |In Brief: This chapter gives an overview of types of | | |Basic Features of Interviews |interviews and their features. It discusses common | | |Types of Interviews ...
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...A. Intention Social/domestic nature: do not intent to create legal relation Balfour v Balfour (1912) husband n wife diff region(do not intent to legally bound), Wakeling v Ripely (1951) do have intent to legally bound, in reliance on the promise & serious consequences & evidence regarding parties intention.Commercial nature: intend to create legal relations: Edwards v Skyways Ltd(1964)(Employees & Company)(agreement was commercial, have intention) Carlill v Carbolic Smoke Ball Co( 1893)(Advertisement)(claim have money in bank and intent to pay for those who sick after use the product) .Leorard v Pepsico Inc (2000)(Advertisement)(PUFF)(no intention) Issue: Did the grandfather and granddaughter intent to create legal relation? Situations for rebutting: The nature of the document (if any) may indicate intention (eg if drafted by a solicitor) The agreement may expressly state that it creates legal relations (Rose & Frank Co v J R Crompton & Bros Ltd (1925)) The surrounding circumstances may indicate intention (eg Merritt v Merritt) One party may have changed position significantly in reliance on the agreement - the consequences are sufficiently serious (eg Wakeling v Ripley) B. Agreement : offer n Acceptance #1 Invitation to treat: invitation to other to make an offer (Advisements catalog: Carlill v Carbolic Smoke Ball Co, Advertisements are usually considered to be invitations to treat (Carlill v CSBC).(Display of good:Goods on display in a shop are not treated as an offer...
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...PART THREE TRAINING AND DEVELOPMENT | | | | | | |CHAPTER | |T Eight | | | | | | | | | |Training and Developing |8 | | |Employees | | | |Lecture Outline | | | |Strategic Overview |In Brief: This chapter is devoted to the issue of | | |Orienting Employees |ongoing training and development of employees. Needs | | |The Training Process |analysis, techniques, purposes, and evaluation are...
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...PART THREE TRAINING AND DEVELOPMENT | | | | | | |CHAPTER | |T Eight | | | | | | | | | |Training and Developing |8 | | |Employees | | | |Lecture Outline | | | |Strategic Overview |In Brief: This chapter is devoted to the issue of | | |Orienting Employees |ongoing training and development of employees. Needs | | |The Training Process |analysis, techniques, purposes, and evaluation are...
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...PART THREE TRAINING AND DEVELOPMENT | | | | | | |CHAPTER | |T Eight | | | | | | | | | |Training and Developing |8 | | |Employees | | | |Lecture Outline | | | |Strategic Overview |In Brief: This chapter is devoted to the issue of | | |Orienting Employees |ongoing training and development of employees. Needs | | |The Training Process |analysis, techniques, purposes, and evaluation are...
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