C202 Managing Human Capital

Study Guide

The instructor team is happy to have you in our class! Use this study guide as your map through each chapter.

• As you study the concepts below, take notes, and answer the critical thinking questions presented. The questions go beyond
mere knowledge and understanding of the material requiring application, analysis, and synthesis – the same skills and abilities
required on the objective assessment. If you struggle to formulate a direct written response, it probably means deeper and more
reflective study is needed.
• Resist the urge to write down everything - take selective, brief, and direct notes mainly on new or challenging information. Avoid
mindlessly copying-and-pasting from the e-text.
• Supplement your study by watching various linked videos (shorter) and other recordings (longer) as much as possible.
• Keep a running list of questions/challenging concepts and self-schedule on any instructor’s calendar – you have a team
supporting your efforts!

Introduction & Getting Started

Video: C202 Jump Start (42:18) or alternate link (passcode 6iMeDQ7@)
C202 Jump Start (slides)

Pacing Plans – 2, 4, 6 weeks

Course Resources Document

Chapter 1: Strategic Human Resource Management

Learning Objectives
- Explain how HRM strategy supports business strategy.
- Describe primary HRM functions.
- Explain why HRM is important to organizational performance.

Concepts & References Notes & Responses

1. What is competitive advantage?

• Competitive advantage 1.1-1.3
2. How can HR help organizations maximize their effectiveness?
• Human resource management
1.4
3. What are the 6 functional areas of HRM? Summarize each area.
• HRM functions 1.5 – 1.11

• HRM & organizational 4. An effective HRM system helps manage organizational risk. Explain what this means.
performance 1.12

• Effective HRM systems 1.12 5. When HR increases the organization’s ability to manage change, how does this benefit the entire
• HRM & business strategy organization’s performance?
1.13 – 1.15 & 1.3 & 1.20
6. Explain business strategy and how HR might help execute it.
• HRM responsibility 1.16 – 1.18

• Employee handbook 1.16 7. What’s your response to the Strategic HRM Exercise p. 1.21?
• HRM systems 1.19 – 1.20
Chapter 2: The Role of Human Resource Management in Business
Learning Objectives
- Describe how HRM supports organizational leadership.
- Describe how HRM can create the foundation for the success of a merger or acquisition.
- Describe how HR managers may serve as internal consultants for managers.
- Identify an ethical dilemma in HRM.
- Recommend an approach to resolve an ethical dilemma.
- Explain how HRM practices reinforce organizational culture.
- Describe how HRM strategy can support organizational change.

Concepts & References Notes & Responses

• HRM role in business 2.1 – 2.2 1. How can HRM influence organizational culture?
• Organizational culture (types)
2.3 - 2.5 2. Explain a situation where a manager might seek out HR’s guidance.
• High performance work systems
2.6 & 2.15 3. What are 3 ways HR can support and reinforce ethical behavior in the workplace?
• Ethical standards (5 types) 2.7
4. Which ethical standard would help evaluate the ethics of each action below?
• Ethical issues in HRM
2.8, 2.10 & ch. 3.20

• Organizational change 2.11

Ethical standard Action
• Cultural differences 2.12

• Mergers & acquisitions 2.13 A hardware store supervisor directs an employee to cut custom glass
orders even though the safety guard on the machine is missing, and the
• HRM metrics 2.14
employee refuses.

A restaurant discovers the beef products they serve are sourced from a
farm that allows migrant employees’ children to perform farm chores.

An airline receives reports that maintenance workers at a certain airport

are not following inspection protocols. Because customer experience is
the airline’s top priority, executives take immediate and drastic action.

Due to shrinking enrollment, a daycare director decides to consolidate

classrooms and age groups, barely meeting state licensing guidelines, so
she could avoid cutting staff hours.

A non-profit board of directors negotiates with a candidate for the

executive director role for a salary that’s no higher than five times the
amount of the lowest paid employee.

5. As an HR manager, justify a request for additional funds to purchase a new program that stores
employees’ and applicants’ personal and medical information.

6. What are a few of the most common change initiatives that HR manages?

7. What factors can hinder the success of a merger or acquisition?

8. What are some HRM responsibilities during a merger or acquisition?

9. What are the most important HRM activities to identify and measure?

10. What are 3 characteristics of the most effective HRM metrics (hint: goals, behaviors, rewards)?

11. For the Strategic HRM Exercise p. 2.16, complete at least 1 of the 3 response boards about PepsiCo.
Chapter 3: The Legal Context of HRM (Diversity, Equal Employment Opportunity and Affirmative Action)
Learning Objectives
- Explain how diversity and inclusion benefit organizational performance.
- Define affirmative action.
- Describe the differences between adverse impact and disparate treatment.
- Identify the protected classes and the laws that protect them.
- Identify the key purposes of the employment laws in Table 3.1.
- Explain how biases can create barriers to equal treatment in the organization.

Concepts & References Notes & Responses

• Legal context of HRM 3.1-3.2

1. Why do we have employment laws?
• Risk management (4 categories)
3.4
2. How does HRM help organizations manage risks related to talent issues?
• Fair vs unfair discrimination 3.5

• Unlawful employment practices 3. Which risk management technique is being used when employers perform background checks on job
3.4 candidates?
• Equal Employment Opportunity
& the EEOC 3.5, 3.8, 3.17 4. Contrast fair discrimination with unfair discrimination.
• Diversity & inclusion 3.3, 3.6,
3.22 5. Three-part question: What is inclusion? How is it different from diversity? Why should an
• Major federal employment laws
organization practice inclusion?
from 1935-2010 3.7 – 3.10
(Table 3.1) 6. What law has been violated if an employer refuses to pay minimum wage or overtime?
• Protected classes 3.7 – 3.11
7. How can an employer avoid violating the Equal Pay Act of 1963?
• Video: Protected Classes (2:04)

• Bona fide occupational 8. Which key employment law produced 5 protected classes and the practice of equal employment
qualification (BFOQ) 3.8 opportunity?
• Reasonable accommodation 3.8

• Disability 3.9
9. What are the 5 protected classes of the above law?

• Affirmative action 3.11 10. Justify why this is a legal BFOQ: To hold a first or second-class medal certificate, Federal Aviation
• Preferential treatment 3.11 Regulations require a pilot’s vision to be 20/20 or better, with or without correction, in each eye.
• Sexual harassment 3.13 – 3.14
11. Provide an example of an employer-provided reasonable accommodation for a call center employee
• Quid pro quo 3.13 – 3.14 who is hard of hearing.
• Hostile environment 3.13 – 3.14

• Disparate treatment 3.15

12. The Immigration Reform and Control Act of 1986 is about verifying employment eligibility. What
does that mean?
• Adverse impact 3.15
• Video: Adverse Impact versus 13. How could a hiring manager violate the Genetic Nondiscrimination Act of 2008?
Disparate Treatment (5:56)

• Human biases (4 types) 14. How could a dentist office comply with HIPPA?
3.18 – 3.19

• Barriers to ethical HRM 3.20 15. Employers can ask any question they want during the selection process but doing so generates
potential legal issues. Explain.
• Algorithmic bias 3.21
16. What is Executive Order 11246 and how is it used to integrate the workforce?

17. How do quid pro quo and hostile environment harassment differ?

18. What differentiates the two types of discrimination – disparate treatment and adverse impact?

19. If a small business owner misunderstands the law and only hires minority candidates, which equality-
hindering bias is being experienced?

20. How would you respond to this: “A computer is just a machine. How could it possibly be biased?”

21. For the Strategic HRM Exercise p. 3.23, complete the response board about Troublesome Interview
Questions.
Chapter 4: Analyzing Work and Human Resource Planning
Learning Objectives
- Describe the purpose of a job analysis.
- Describe how managers align performance metrics, organizational action plans, and human resource planning.
- Explain the differences between rules, policies, and procedures.
- Explain how the employee handbook can protect the organization and the employee.

Concepts & References Notes & Responses

1. What is the connection between strategic workforce planning and meeting business goals?
• Workforce planning 4.1-4.3

• Strategic planning 4.4 2. Strategic plans focus on high-level decisions, including an organization’s vision, mission, values, and
• Mission, vision, values 4.4 what other 3 things?

• Business strategy 4.4

3. What does it mean to forecast labor demand and labor supply?
• Human resource planning 4.4 &
Figure 4.1 4. How are organizational goals and action plans dependent on performance metrics?
• Forecasting labor demand 4.5
5. Job analysis is a systematic process used to identify and describe what 2 things?
• Forecasting labor supply 4.8

• Gap analysis 4.9 – 4.10 6. What are the primary and secondary outcomes of a job analysis?
• Action plans 4.9 – 4.10

• Job analysis 4.13 – 4.15

7. How are job-related worker characteristics usually described?

• Job description 4.14 8. Why is it important to link organizational structure to business strategy?
• Person specification / KSAOs
4.15 9. Identify each characteristic or example as a policy, procedure, or rule.
• Organizational design &
structure 4.19 Policy, procedure, or Characteristic / example
• Organizational chart 4.19 rule?
• Policy, procedure, rule 4.19
Guiding principles that help set direction for organizations

• Employee handbook 4.19 Sequence of steps employees follow to complete a task

• Characteristics of organizational
structure (formalization, Clarification of what employees are or are not allowed to do
centralization, division of labor,
span of control, hierarchy) 4.20 WHAT we do

HOW we do something

Is this action PERMITTED?

After using the restroom, employees must wash their hands before
returning to work.

Employees working in the kitchen may not wear jewelry.

10. Name several key topics you’d expect to be addressed in most employee handbooks.

11. For the Strategic HRM Exercise p. 4.23, complete at least 1 response board about O*Net.

Video: Practice Question Review Session – Chapters 1-4 (43:05)

Chapter 5: Sourcing and Recruiting
Learning Objectives
- Explain the difference between sourcing and recruiting.
- Identify types and benefits of internal and external recruiting sources.

Concepts & References Notes & Responses

• Sourcing & recruiting
5.1 – 5.3 & 5.4 & 5.12
1. Describe the relationship between sourcing and recruiting.
• Internal recruiting sources &
benefits 5.6 – 5.7
2. Why should an organization consider internal recruits first?
• External recruiting sources &
benefits 5.6 & 5.8 – 5.11
3. Why should organizations strive to give candidates a realistic job preview?
• Realistic job preview 5.16 – 5.17
4. What are at least 2 common ethical issues with sourcing and recruiting?

5. For the Strategic HRM Exercise p. 5.22, complete at least 1 response board about Working for the
CIA.
Chapter 6: Selection and Hiring
Learning Objectives
- Define the types of fit.
- Describe the differences among behavioral, case, and situational interview questions.
- Explain how to promote fairness in hiring practices.

Concepts & References Notes & Responses

• Selection 6.1 – 6.3 & 6.22 1. What is the purpose of the selection process?
• Fit (3 types) 6.5
2. What could it mean if a hiring manger said, “I don’t think that applicant would be a good fit here.”?
• Unstructured interview 6.11

• Video: Types of 3. What is the focus of each type of fit?

Interviews (3:05) a. Person-organization:
• Structured interview 6.11 b. Person-group:
c. Person-job:
• Behavioral question 6.11

• Video: Types of Interview 4. What are 3 key characteristics of a structured interview?

Questions (4:01)

• Case question 6.11 5. How do case questions differ from situational questions?
• Situational question 6.11
6. Why is it probably not productive to ask behavioral questions to a recent college graduate?
• Fairness perceptions (3 types)
6.18
7. Explain the relationship between perceptions of fairness and structured interviews.

8. For the Strategic HRM Exercise p. 6.23, complete at least 1 response board about Open Hiring at the
Body Shop.
Chapter 7 Training and Development
Learning Objectives
- Describe steps to create an effective training program.
- Describe various training methods.
- Explain why learning style is important to training effectiveness.
- Explain Kirkpatrick’s four levels of training evaluation.

Concepts & References Notes & Responses

• Training & development
7.1 – 7.4 1. Use this acronym to help remember training program steps. What does each letter stand for?
• Training program (5 steps) 7.5
N
O
• Needs assessment 7.6

• Learning objectives 7.7 D

• Design (training methods)
I
7.8 – 7.9 & 7.13 E
• Learning style 7.9
2. Identify which training program step matches the description or example:
• Sensory modality 7.9

• Implementation 7.10 Training Description / example

• Evaluation 7.11 – 7.12
program step
Creates the foundation for effective training by identifying where development or
• Kirkpatrick’s model 7.12
improvement opportunities exist
• Video: Kirkpatrick's Training
Evaluation Model (3:36) These are based on the needs assessment and identify desired learning outcomes
• Popular types of training Determination is made on how to most effectively accomplish the desired learning
programs 7.15
outcomes

Sessions scheduled, participants invited, instructors scheduled, materials prepared and

delivered, and training conducted

Systematically collecting information necessary to make effective decisions about training

success, improvements, continuation, etc.

Gaps in knowledge or practice identified on 3 levels: organizational, task, person

Three types include cognitive, affective, and psychomotor

Classroom, on-the-job, virtual, experiential, games, simulations

Avoid information overload, provide learning and practice time, multiple shorter sessions
or “learning bites”

Participant reactions, learning assessments, training transfer back to the job

3. What could on-the-job training look like at a local fast-food restaurant?

4. Of the various training methods, which do you prefer? Why?

5. Why should a trainer be aware of the various learning styles?

6. Which level of Kirkpatrick’s model is being implemented if employees are asked to rate their
onboarding experience?

7. Which level of Kirkpatrick’s model has been reached if an employee changes his on-the-job actions?

8. What are the benefits of investing in training gamification?

9. Why might an organization conduct global leadership training?

10. For the Strategic HRM Exercise p. 7.24, complete at least 1 response board about Training at Apple
Stores.
Chapter 8: Performance Management
Learning Objectives
- Describe the benefits of performance management.
- Explain the benefits of goal setting.
- Identify sources of performance information.
- Explain why feedback is important to goal accomplishment.
- Describe the purpose and process of progress discipline.
- Identify common obstacles to effective performance management.

Concepts & References Notes & Responses

• Performance management
8.1 – 8.3 & 8.22
1. One benefit of performance management is that helps align organizational goals with team and
• Importance of performance
management 8.4 individual goals. What does that mean, and why is it important?
• Balanced scorecard 8.5
2. How could an organization measure their comprehensive performance?
• Setting goals & standards
8.6 – 8.7 3. Why do employees typically perform better with clear goals and feedback?
• Performance information
sources 8.8 4. Feedback in the form of praise by itself is insufficient to improve performance—feedback should be
• Multisource assessments 8.8 __________ and ____________.
• Task acquaintance 8.8
5. How do feedback and progressive discipline differ?
• Upward reviews 8.8

• Feedback & goal 6. Which steps of progressive discipline could be repeated?

accomplishment 8.6, 8.13 –
8.16 7. Identify and explain the 3 common obstacles to performance management.
• Progressive discipline (4
steps) 8.17 – 8.18 & ch. 14.13 8. Sam’s co-workers and customers provided very positive performance information, but he received a
• Performance management low performance appraisal score. Sam’s manager said it’s because he isn’t upbeat and outgoing
obstacles 8.19 – 8.20 enough. Which bias is the manager likely experiencing?
• Human biases and errors 8.20

9. 10.

Answer: Answer:

11. For the Strategic HRM Exercise p. 8.23, complete feedback exercise then answer at least 1 response
board about Your Feedback Seeking Behavior.

10 Tricky Topics Pre-Work Practice Questions

Video: 10 Tricky Topics (1st session; chapters 1-8 - 58:15)
10 Tricky Topics slides
10 Tricky Topics Post-Work Practice Questions
Video: Practice Question Review Session - Chapters 5-8 (45:19)
Chapter 9: Base Compensation
Learning Objective
- Describe types of monetary and non-monetary compensation.

Concepts & References Notes & Responses

• Base compensation 9.1 – 9.2

1. What is the difference between direct and indirect financial compensation?
• Strategic compensation 9.3, 9.5,
9.21
2. Pay mix is the proportion of pay that is fixed versus variable. What is the difference between the
• Direct financial compensation
two?
9.4 & 9.7

• Indirect financial compensation 3. Why might an organization opt for a variable pay system instead of fixed pay?
9.4

• Nonfinancial compensation 9.4 4. What is potential drawback of variable pay (also see 10.7 & 10.9)?
• Total rewards 9.4
5. How does FLSA and the Equal Pay Act impact employee compensation?
• Fixed pay 9.5

• Variable pay 9.5 6. For the Strategic HRM Exercise p. 9.22, complete at least 1 response board about making
• Fair Labor Standards Act (FLSA) Compensation Decisions.
9.20

• Equal Pay Act 9.20

• Workers’ compensation 9.20

Chapter 10: Incentives
Learning Objective
- Describe the advantages and disadvantages of pay for performance.

Concepts & References Notes & Responses

• Incentives 10.1 – 10.3 1. What are the top 4 reasons organizations give for tying pay to performance?
• Pay-for-performance 10.4 &
10.10 2. Why is pay for performance such a powerful motivator?
• Extrinsic motivation
3. Why is pay for performance also called merit pay?
10.10, 10.15, 10.19

• Intrinsic motivation 10.10 4. Are you extrinsically motivated? Explain.

5. Are you intrinsically motivated? Explain.

6. Why might an organization choose not to tie pay to performance?

7. For the Strategic HRM Exercise p. 10.20, complete the motivation exercise and reflect on What
Motivates You.
Chapter 11: Benefits
Learning Objectives
- Explain why organizations offer employee benefits.
- Differentiate among mandatory, customary, and optional benefits.
- Identify factors that influence an organization’s benefit choices.
- Describe the difference between unemployment insurance and workers’ compensation.

Concepts & References Notes & Responses

• Benefits 11.1– 11.2
1. Employees are indirectly compensated through benefits. What does this mean?
• Purpose of benefits 11.3-11.4

• Goal-directed benefits 11.3-11.4 2. In addition to attracting and retaining top talent, what are 3 other purposes of offering employees’
• Types of benefits 11.5
benefits?

• Mandatory benefits 11.6 3. List and describe the 5 mandatory benefits.

• Customary benefits 11.7 – 11.8

• Optional benefits 11.9 4. There is disagreement over categorizing health insurance as a mandatory benefit given the Patient
Protection and Affordable Care Act of 2010 (aka Obamacare). Review chapter 3.10 and describe the
• Creative benefits 11.10
2015 “employer mandate.”
• Managing benefits
11.14 – 11 15 5. Customary benefits fall into 3 categories - Forms of paid time off (PTO) is one; what are the other
• Flexible benefits 11.14 two?

6. Explain the connection between optional benefits and employee retention.

7. For employees and employers, why are flexible benefits plans so popular?

Goal-Directed Benefits Matching Activity: Employers offer certain benefits in order to meet certain
objectives or goals. Click, drag, and drop the goal on the left to its accompanying benefit on the right.

8. For the Strategic HRM Exercise p. 11.16, complete at least 1 response board about Changing the
Daycare Benefit at Google.
Chapter 12: Creating a Healthy Work Environment
Learning Objectives
- Explain the concept “culture of safety.”
- Explain the primary goal of OSHA.
- Describe how employee wellness programs benefit employers and employees.
- Explain the difference between functional and dysfunctional stress.
- Identify forms of workplace bullying.
- Recommend ways to protect employees and others from workplace violence.
- Describe how providing a safe workplace impacts employee engagement and motivation.

Concepts & References Notes & Responses

• Employee safety 12.1 – 12.4
1. Employees are the driving force of a safety culture. What does this mean?
• Safety culture 12.3, 12.5, 12.17
• Safety incentives 12.5 2. Cut and paste the supporting statement from the blue box to its logical safety influencer in the table
• Occupational Safety and Health
below. The first one is done for you.
Administration (OSHA)
12.7 – 12.8 Building a culture of safety brings Without management commitment, Recognizing employees for doing the
together employees across all safety is likely to lose the frequent right things and communicating and
• Employee wellness 12.9 – 12.10 organizational levels. battle with production and celebrating successes are
& 12.13 (video) - 12.14 profitability. also important.
• Stress 12.11 & ch. 14.7
Showing the direct and indirect costs Because developing a strong safety Training all employees in safety and
• Bullying 12.12 of accidents, including higher workers’ culture has a large impact on accident health, communication, and hazard
compensation premiums, lost reduction, developing a safety culture recognition can help strengthen a
• Sustainable performance 12.15 productivity, turnover, and lack of should be a top priority for safety culture.
• Workplace violence 12.14 trust, can help secure managers’ all managers
commitment.

Safety culture influencers Supporting statement

A. Management and employee attitudes Perhaps the most important element in creating a culture of
safety is a CEO who makes a culture of safety a core value that
permeates every aspect of their organization.
B. Supervisor priorities, accountability, and
responsibilities
C. Management and employee norms,
beliefs, and assumptions
D. Employee safety training and motivation
E. Manager and employee involvement
and commitment
F. Production and financial pressures
G. Actions employees take (or do not take)
to correct unsafe behaviors and
situations.

3. What is the purpose of OSHA’s Log of Work-Related Injuries and Illnesses (Form 300)?

4. What part of the OSH Act requires employers to keep their workplaces free of serious recognized
hazards and is generally cited even when no specific OSHA standard applies to a hazard?

5. What workplace situation gets focused resources and top priority for OSHA inspection?
Chapter 12 continued
6. An employee wellness program is expensive, but what is at least 1 way a company benefits from the
investment?

7. Explain how a wellness program could impact an organization’s workers’ compensation claims.

8. What type of stress is being described – functional (F), dysfunctional (D), or either (E)?

Type of stress Description

satisfaction, excitement, and enjoyment

under- or over-arousal stemming from too few or too many demands
continuing for too long
manageable level of stress that generates positive emotions
related to withdrawal and turnover
increases employees’ use of healthcare and disability benefits and
employee assistance programs
if resulting anxiety is unmanaged, even it can lead to counterproductive
behaviors
undergoing for too long can cause health problems, including elevated
blood pressure and high cholesterol
excessive work hours, lack of work-life balance, and job insecurity

9. Give an example of how a manager might bully a subordinate.

10. Sustainable organizations attempt to simultaneously balance the triple bottom line. What does that
mean and why is it important to HRM?

11. What 6 factors potentially increase the potential for workplace violence?

12. Choose 1 of the 10 proactive approaches and explain how it could impact an organization’s
workplace violence prevention efforts.

13. For the Strategic HRM Exercise p. 12.18, complete at least 1 response board about using Fun and
Games to Improve Safety Performance.

Video: Practice Question Review Session - Chapters 9-12 (34:37)

Chapter 13: Creating Positive Employee-Management Relations
Learning Objectives
- Describe labor relations strategies.
- Describe how unions impact human resource management.
- Explain the concept of psychological contract in the workplace.

Concepts & References Notes & Responses

• Labor union 13.1 – 13.4
1. Why do workers join unions?
• Video: Unions (2:52)

• Collective bargaining 2. What did the Wagner Act guarantee employees who are not in managerial roles?
13.2, 13.5, 13.8

• Video: Collective 3. Regarding the Railway Labor Act, why is it so important to avoid a strike?
Bargaining (4:23)

• Wagner Act aka National 4. Label the unfair labor practices below as committed by the employer or union.
Labor Relations Act of
1935 13.6 Unfair labor practice Committed by
• Video: The Wagner Act
and the Railway Labor Discouraging membership support by using promises, threats, punishment, or discrimination
Act (2:52)
Using bribes, threats, or coercion to influence employees to vote for a union
• Railway Labor Act 13.6

• Unfair labor practices 13.6 Punishing or firing workers for giving up their union membership

• Taft-Hartley Act aka Observing, listening to, or interfering with employees when they are discussing union matters
National Labor Relations with coworkers
Act of 1947 13.6
Assigning difficult or dangerous work duties to discourage union participation
• Video: The Taft-Hartley
Act and the Landrum-
Threatening nonunion supporters with loss of work if the union is elected
Griffin Act (with Labor
Laws Chart) (3:57)

• Landrum-Griffin Act aka 5. What are 2 prohibitions of the Taft-Hartley Act?

Labor Management
Reporting and Disclosure
Act of 1959 13.6 6. The Landrum-Griffin Act was designed to remedy widespread union corruption and resulted in what
3 provisions?
• Union models (shops) 13.6

• Video: Union Models and 7. Which union model is historically controversial and why?
Right-to-Work Laws (3:42)

• Negotiation breakdowns 8. When is the most strategic time for a union call a strike?
13.10

• Strike 13.10 9. When is the most strategic time for an employer call a lockout?
• Video: Negotiation
Breakdowns (6:02) 10. Some argue that all employees, whether union members or not, benefit from union presence. Do
you agree? Why or why not?
• Boycott / secondary
boycott 13.10

• Lockout 13.10

• Labor relations strategies

13.12

• Union impact on HRM

13.13

• Seniority 13.13

• Psychological contract
13.14 & 13.16

• Article: What is a
psychological contract?
(breathehr.com)
Chapter 13 continued
11. A company whose employees are represented by a union essentially outsource their HRM; what
does this mean?

12. What HR functional area (chapter 1) do unions view as the absolute most important?

13. How would a typical labor union view an employee’s annual performance appraisal?

14. How do unions typically view pay-for-performance programs?

15. Describe your understanding of the relationship between psychological contract and unionization.

16. What contributions might an employee make to the psychological contract?

17. How might an employer undermine or damage the psychological contract?

18. For the Strategic HRM Exercise p. 13.17, watch the 2 videos and complete at least 1 response board

about Are Unions Good or Bad.

Chapter 14: Managing Engagement and Turnover
Learning Objectives
- Define employee engagement.
- Describe factors that impact employee engagement.
- Describe types of organizational commitment.
- Describe types of voluntary and involuntary turnover.
- Identify costs associated with voluntary turnover.
- Explain how voluntary turnover can be reduced.
- Explain the benefits of succession management.
- Describe reasons for workplace redeployment.
- Define employment at-will.

Concepts & References Notes & Responses

• Employee engagement
14.1 – 14.5 & 14.20 1. Get someone in mind that you’d characterize as an engaged employee – describe their attitude,
• Organizational commitment (3 behaviors, etc.
types) 14.6
2. There are about 10 ways to enhance employee engagement. Pick 1 that would have a positive effect
• Turnover (6 types) 14.7
on your level of engagement and explain why.
• Turnover benefits & costs
14.7 & Table 14.2

• Optimal turnover 14.9 What type of organizational commitment is each employee bubble describing?
• Voluntary turnover
misperceptions 14.9

• Involuntary turnover examples My job is rewarding My manager has My salary and benefits
14.10 – 14.13 and I enjoy coming invested so much time get me a nice house in
to work each day. in training and a nice area.
• Employment at will 14.14 mentoring me.

• Employee retention 14.15

• Retention strategies 14.16

• Generational retention 14.16

3. Answer: 4. Answer: 5. Answer:
• Succession management
14.17 – 14.18 & ch.6.21

• Skills inventory 14.18 6. How is it possible that turnover could have both benefits and costs?
• Workforce redeployment 14.19
7. In your opinion, what is the most significant turnover benefit? Why?

8. In your opinion, what is the most significant turnover cost? Why?

9. What are 4 examples of involuntary turnover?

10. To classify turnover as functional or dysfunctional, what factor must be considered?

11. Why should an organization be exceptionally concerned with avoidable turnover?

12. How would employees know if they are governed by employment at will?

13. What’s the top retention strategy you think would be most effective in your workplace? Why?

14. Explain the relationship between turnover and retention.

15. What do you think are the top 3 reasons an organization should practice succession management?

16. If an organization is going to redeploy talent, what benefit is a skills inventory and a real-time view of
labor-supply-chain activities?

17. For the Strategic HRM Exercise p. 14.21, watch the video and complete at least 1 response board
about The Stan Problem.
10 Tricky Topics Pre-Work Practice Questions
Video: 10 Tricky Topics (2nd session; chapters 9-14 - 34:28)
10 Tricky Topics slides
10 Tricky Topics Post-Work Practice Questions
Video: Practice Question Review Session - Chapters 13-14 (36:25)

Final Review & Objective Assessment Preparation

Video: Know to Pass (1:52:13)

Know to Pass slides

Take the Pre-Assessment and then use this resource: Pre-Assessment Follow-Up Resource

Video: What Every Student Should Do Before Test Day (3:08)

Video: What If I Fail the Objective Assessment? (8:22)
Video: Ace That Exam!: Test-Taking Techniques (21:40)
Video: Test-Taking Tips & Strategies (37:11)