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 Solution Manual for Human Resource
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CHAPTER 1

HUMAN RESOURCE MANAGEMENT: AN OVERVIEW

LEARNING OBJECTIVES

1.1 Define human resource management (HRM) and the importance of studying it
1.2 Describe who performs HRM
1.3 Explain how the HRM function serves as a strategic business partner and the
elements of the dynamic HRM environment
1.4 Discuss the role of HRM in building corporate culture and employer branding
1.5 Summarize HRM issues for small businesses
1.6 Identify ways that country culture influences global business
1.7 Explore essential skills for developing your career in HR or any other career path

KEY TERMS

Human resource management (HRM): The utilization of individuals to achieve

organizational objectives.
Staffing: Process through which an organization ensures that it always has the proper
number of employees with the appropriate skills in the right jobs, at the right time, to
achieve organizational objectives.
Performance management (PM): Goal-oriented process directed toward ensuring that
organizational processes are in place to maximize the productivity of employees, teams,
and ultimately, the organization.
Human resource development (HRD): Major HRM function consisting not only of
training and development, but also of individual career planning and development
activities, organization development, and performance management and appraisal.
Direct financial compensation (monetary compensation): Pay that a person receives in
the form of wages, salary, commissions, and bonuses.
Indirect financial compensation (benefits): All financial rewards that are not included
in direct financial compensation.

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Nonfinancial compensation: Satisfaction that person receives from the job itself or from
the psychological and/or physical environment in which the person works.
Safety: Protection of employees from injuries caused by work-related accidents.
Health: Employees’ freedom from physical or emotional illness.
Human resource management professional: An individual who normally acts in an
advisory or staff capacity, working with other managers to help them address human
resource matters.
Line managers: Individuals directly involved in accomplishing the primary purpose of
the organization.

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HR outsourcing (HRO): Process of hiring external HR professionals to do the HR work
that was previously done internally.
Shared service center (SSC): A center that takes routine, transaction-based activities
dispersed throughout the organization and consolidates them in one place.
Professional employer organization (PEO): A company that leases employees to other
businesses.
Executive: Top-level manager who reports directly to a corporation’s chief executive
officer or to the head of a major division.
Generalist: Person who may be an executive and performs tasks in a variety of HR-
related areas.
Specialist: Individual who may be an HR executive, a human resource manager, or a
nonmanager, and who is typically concerned with only one of the six functional areas of
human resource management.
Profession: Vocation characterized by the existence of a common body of knowledge
and a procedure for certifying members.
Human capital: As defined by economists, human capital refers to sets of collective
skills, knowledge, and ability that employees can apply to create economic value for their
employers.
Union: Comprised of employees who have joined together for the purpose of dealing
with their employer.
Shareholders: Owners of a corporation.
Human resource information system (HRIS): Any organized approach for obtaining
relevant and timely information on which to base human resource decisions.
Corporate culture: System of shared values, beliefs, and habits within an organization
that interacts with the formal structure to produce behavioral norms.
Employer branding: Firm’s corporate image or culture focused on attracting the type of
employees the firm is seeking.
Country’s culture: Set of values, symbols, beliefs, language, and norms that guide
human behavior within the country.

LECTURE OUTLINE

HUMAN RESOURCE MANAGEMENT

Human resource management (HRM) can be defined as the optimal utilization of
individuals to achieve organizational objectives.

HUMAN RESOURCE MANAGEMENT FUNCTIONS

Six functional areas are associated with effective human resource management: staffing,
human resource development, performance management, compensation, safety and
health, and employee and labor relations.

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● STAFFING—Process through which an organization ensures that it always has
the proper number of employees with the appropriate skills in the right jobs, at the
right time, to achieve organizational objectives.

● Job analysis: Systematic process of determining the skills, duties, and

knowledge required for performing specific jobs in an organization.

● Human resource planning: Systematic process of matching the internal

and external supply of people with job openings anticipated in the
organization over a specified period of time.

● Recruitment: Process of attracting qualified individuals and encouraging

them to apply for work with the organization.

● Selection: Process through which the organization chooses, from a group

of applicants, those individuals best suited both for open positions and the
company.

● PERFORMANCE MANAGEMENT—A goal-oriented activity to ensure

organizational processes are in place to maximize the productivity of employees,
teams, and ultimately, the organization.

● Performance appraisal: A formal system to review and evaluate

individual or team performance.

● HUMAN RESOURCE DEVELOPMENT—A major HRM function consisting

not only of training and development, but also of career planning and
development activities, organization development, performance management, and
appraisal.

● Training: Activities designed to provide learners with the knowledge and

skills needed for their present jobs.

● Organization development (OD): A planned and systematic attempt to

change the organization to a more behavioral environment.

● Career planning: Ongoing process whereby an individual sets career

goals and identifies the means to achieve them.

● Career development: Formal approach used by the organization to ensure

that people with the proper qualifications and experiences are available
when needed.

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 ● COMPENSATION—All rewards that individuals receive as a result of their
employment.

● Direct Financial Compensation: Pay that a person receives in the form

of wages, salaries, bonuses, and commissions.

● Indirect Financial Compensation (Benefits): All financial rewards that

are not included in direct compensation such as paid vacations, sick leave,
holidays, and medical insurance.

● Nonfinancial Compensation: Satisfaction that a person receives from the

job itself or from the psychological and/or physical environment in which
the person works.

● EMPLOYEE AND LABOR RELATIONS—Businesses are required by law to

recognize a union and bargain with it in good faith if the firm’s employees want
the union to represent them. Internal employee relations comprise the human
resource management activities associated with the movement of employees
within the organization such as promotions, demotion, termination, and
resignation.

● SAFETY AND HEALTH—Employees who work in a safe environment and

enjoy good health are more likely to be productive and yield long-term benefits to
the organization.

● Safety: Activities involved in protecting employees from injuries caused

by work-related accidents.

● Health: Activities involved in securing the employees’ freedom from

illness and their general physical and mental well-being.

● HUMAN RESOURCE DATA ANALYTICS—Pervades all HRM functional

areas and the researcher’s laboratory is the entire work environment. Human
resource research is key to developing the most productive and satisfied
workforce possible. Data analytics go a long way towards establishing the HRM
function as a strategic business partner.

● INTERRELATIONSHIPS OF HRM FUNCTIONS—All HRM functional

areas are highly interrelated.

WHO PERFORMS THE HUMAN RESOURCE MANAGEMENT ACTIVITIES?

The person or units who perform human resource management tasks has changed
dramatically in recent years.

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 ● HUMAN RESOURCE MANAGEMENT PROFESSIONAL—An individual
who normally acts in an advisory (or staff) capacity when working with other
(line) managers regarding human resource matters.

● LINE MANAGERS—Individuals directly involved in accomplishing the

primary purpose of the organization. As the traditional work of HR managers
diminishes, line managers are stepping up and performing some duties typically
done by human resource professionals.

● HR OUTSOURCING—Process of hiring an external provider to do the work

that was previously done internally.

● Discrete services outsourcing: Involves one element of a business

process or a single set of high-volume repetitive functions such as
benefits.

● Business process outsourcing (BPO): The transfer of the majority of HR

services to a third party.

● HR SHARED SERVICE CENTERS—Take routine, transaction-based

activities that are dispersed throughout the organization and consolidate them in
one place.

● PROFESSIONAL EMPLOYER ORGANIZATION (PEO)—Company that

leases employees to other businesses. When a decision is made to use a
professional employer organization, the company releases its employees who
are then hired by the PEO.

HUMAN RESOURCE MANAGEMENT PROFESSION

There are various designations in the human resource management profession.

● EXECUTIVE—A top-level manager who reports directly to a corporation’s chief

executive officer or to the head of a major division is called an executive.

● GENERALIST—A person who may be an executive and performs tasks in a

variety of HR-related areas is called a Generalist.

● SPECIALIST—An individual who may be an HR executive, a human resource

manager, or a non-manager, and who is typically concerned with only one of the
five functional areas of human resource management.

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 ● PROFESSION: Vocation characterized by the existence of a common body of
knowledge and a procedure for certifying members. Professions have
representative organizations. In HR these include the Society for Human
Resource Management, the Human Resource Certification Institute, the
Association for Talent Development, and WorldatWork. Opportunities and
compensation in this profession are growing.

HUMAN RESOURCES AS A STRATEGIC BUSINESS PARTNER IN A

DYNAMIC ENVIRONMENT
Today’s HR professional must be a strategic business partner with upper management.
HR must thoroughly understand all aspects of the businesses they support. Working as a
strategic partner requires a deeper and broader understanding of business issues. The HR
professional must inform executives of the key role employees play in achieving
organizational goals. Doing so requires HR professionals to understand the role of capital
in value creation.

● CAPITAL: The factors that enable companies to generate income, increase

company stock prices, economic value, strong brand identity, and reputation.

● HUMAN CAPITAL: As defined by economists, refers to sets of collective skills,

knowledge, and ability that employees can apply to create economic value for
their employers.

DYNAMIC HUMAN RESOURCE MANAGEMENT ENVIRONMENT Many

interrelated factors affect the five HRM functions. Factors outside an organization’s
boundaries that affect a firm’s human resources make up the external environment.

● LEGAL CONSIDERATIONS—Federal, state, and local legislation, and the

many court decisions interpreting this legislation, in addition to many presidential
executive orders, have had a major impact on human resource management.

● LABOR MARKET—Potential employees located within the geographic area

from which employees are normally recruited.

● SOCIETY—Society may also exert pressure on human resource management.

● Ethics: Discipline dealing with what is good and bad, or right and wrong,
or with moral duty and obligation.

● Corporate social responsibility: Implied, enforced, or felt obligation of

managers, acting in their official capacity, to serve or protect the interests
of groups other than themselves.

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● POLITICAL PARTIES—There are two major political parties in the United
States. These parties often have differing opinions on human resource topics.

● UNIONS—Employees who have come together for the purpose of dealing

collectively with their employer are collectively called a union. A union is treated
as an environmental factor because they become a third party when dealing with
the company.

● SHAREHOLDERS—Owners of a corporation are called shareholders. Because

shareholders have invested money in a firm, they may at times challenge
programs considered by management to be beneficial to the organization.

● COMPETITION—Firms may face intense competition in both their product or

service and labor markets.

● CUSTOMERS—People who actually use a firm’s goods and services.

Management has the task of ensuring that its employment practices do not
antagonize the members of the market it serves.

● HR TECHNOLOGY—The world has never before seen the rapid rate of

technological change that is occurring today. The development of technology has
created new roles for HR professionals but also places additional pressures on
them to keep abreast of the technology.

With the increased sophistication of technology has come the ability to design
more useful human resource information systems (HRIS). An HRIS is any
organized approach for obtaining relevant and timely information on which to
base human resource decisions.

Cloud computing, which is a means of providing software and data via the
Internet, and the use of mobile devices are changing the way that HR work is
performed. Social media is also an important HR tool, in particular for use in
recruiting.

● ECONOMY—As a generalization, when the economy is booming, it is often

more difficult to recruit qualified workers.

● UNANTICIPATED EVENTS—Many of the human resource functions require

modification when unanticipated events such as major weather incidents occur.

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THE ROLE OF HRM IN BUILDING CORPORATE CULTURE AND
EMPLOYER BRANDING
As an internal environmental factor affecting human resource management, corporate
culture refers to the firm’s social and psychological climate.

● CORPORATE CULTURE: The system of shared values, beliefs, and habits

within an organization that interacts with the formal structure to produce
behavioral norms. An infinite variety of cultures could exist, so one should view
them as a continuum.

● EMPLOYER BRANDING: The firm’s corporate image or culture created to

attract and retain the type of employees the firm is seeking

● Diversity management: Pursuing an inclusive corporate culture which

makes everyone feel welcome.

● Organizational fit: Management’s perception of the degree to which an

individual fits with the culture.

● New hire orientation: The corporate culture by showing how things are
done

● Talent management: The strategic endeavor to optimize the use of

employees to drive short and long-term organizational results.

● Organizational development: A means to achieving change in corporate

culture.

● Country’s culture: The set of values, symbols, beliefs, languages, and

norms that guide human behavior within the country. It is learned behavior
that develops as individuals grow from childhood to adulthood.

EMPLOYER BRANDING
Employer branding is the firm’s corporate image or culture focused on attracting the
type of employees the firm is seeking. Through employer branding, people get to know
what the company stands for, the people it hires, the fit between jobs and people, and the
results it recognizes and rewards.

HUMAN RESOURCE MANAGEMENT IN SMALL BUSINESSES

Typically the same HR functions previously identified must be accomplished by small
business, but the manner in which they are accomplished may be altered. Small
businesses often do not have a formal HR unit or HRM specialists, rather, line managers
handle the HR functions. The focus of their activities is generally on hiring and retaining

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capable employees. Some aspects of HR functions may actually be more significant in
smaller firms than in larger ones.

COUNTRY CULTURE AND GLOBAL BUSINESS

A country’s culture is the set of values, symbols, beliefs, languages, and norms that guide
human behavior within the country. Cultural differences between countries are a major
factor influencing global business. This borderless world adds dramatically to the
difficulty of managing employees. Cultural differences reveal themselves in everything
from the workplace environments to differences in the concept of time, space, and social
interaction. Cultural misunderstandings are common, but they can be hazards to
executives managing global workforces, creating significant challenges in managing a
firm’s human resources.

DEVELOPING SKILLS FOR YOUR CAREER

You will have the opportunity to develop many of the skills that employers have
identified as critical to success in the workplace.

● Communication: The effective use of oral, written, and nonverbal skills for
multiple purposes, effective listening, and teamwork.

● Critical thinking: The purposeful and goal-directed thinking used to define and
solve problems.

● Collaboration: Individuals actively work together on a task and construct

meaning and knowledge as a group through dialogue and negotiation.

● Knowledge applicator and analysis: The ability to learn a concept and then
appropriately apply that knowledge in another setting to achieve a higher level of
understanding.

● Business ethics and social responsibility: Business ethics are sets of guiding
principles that influence the way individuals and organizations behave within the
society that they operate.

● Corporate social responsibility is the implied, enforced, or felt obligation

of managers to serve or protect the interests of groups other than
themselves.

● Corporate sustainability focuses on the possible future impact of an

organization on society, including social welfare, the economy, and the
environment.

● Information technology application and computing skills: The ability to select

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 and use appropriate technology to accomplish a given task.

● Data literacy: The ability to access, assess, interpret, manipulate, summarize, and
communicate data.

ANSWERS TO CHAPTER 1 QUESTIONS FOR REVIEW

1-1. Define human resource management. What HRM functions must be performed
regardless of the organization’s size?

Human resource management is the utilization of a firm’s human resources to achieve

organizational objectives. The following functions are necessary for any size
organization.

Staffing: Process through which an organization ensures that it always has the
proper number of employees with the appropriate skills in the right jobs, at the
right time, to achieve organizational objectives.

Human resource development: Major HRM function consisting not only of

training and development, but also of career planning and development activities,
organization development, and performance management and appraisal.

Compensation: Compensation includes all rewards individuals receive as a result

of their employment. The reward may be one or a combination of the following:

● Direct financial compensation: Pay that a person receives in the form of

wages, salaries, commissions, and bonuses.

● Indirect financial compensation (Benefits): All financial rewards that

are not included in direct compensation such as paid vacations, sick leave,
holidays, and medical insurance.

● Nonfinancial compensation: Satisfaction that a person receives from the

job itself or from the psychological and/or physical environment in which
the person works.

Safety and health: Safety involves protecting employees from injuries due to
work-related accidents. Health refers to the employees’ freedom from illness, and
their general physical and mental well-being.

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 Employee and labor relations: Even with the projected decline in union
membership, a business firm is required by law to recognize a union, and bargain
with it in good faith, if the firm’s employees want the union to represent them.

1-2. Define profession. Do you believe that the field of human resource management is
a profession? Explain your answer.

Profession is a vocation characterized by the existence of a common body of knowledge

and a procedure for certifying members. Performance standards are established by
members of the profession rather than by outsiders; that is, the profession is self-
regulated. Most professions also have effective representative organizations that permit
members to exchange ideas of mutual concern. These characteristics apply to the field of
human resources, and several well-known organizations serve the profession.

1-3. What are the environmental factors that affect HRM? Describe each one.

● Legal considerations: Another significant external force affecting human

resource management relates to federal, state, and local legislation, and the many
court decisions interpreting this legislation. In addition, many presidential
executive orders have had a major impact on human resource management.

● Labor market: Potential employees located within the geographic area from
which employees are normally recruited.

● Society: Society may also exert pressure on human resource management. If a

firm is to remain acceptable to the general public, it must be capable of
accomplishing its purpose in line with societal norms.

● Political parties: There are two major political parties in the United States. These
parties often have differing opinions on human resource topics.

● Unions: Group of employees who have joined together for the purpose of dealing
collectively with their employer.

● Shareholders: Owners of a corporation. Because shareholders have invested

money in a firm, they may at times challenge programs considered by
management to be beneficial to the organization.

● Competition: For a firm to succeed, grow, and prosper, it must be able to

maintain a supply of competent employees. Other organizations are also striving
toward that objective.

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 ● Customers: Because sales are critical to the firm’s survival, management has the
task of ensuring that its employment practices do not antagonize members of the
market it serves.

● HR technology: The development of technology has created new roles for HR

professionals but also places additional pressures on them to keep abreast of the
technology. With the increased sophistication of technology has come the ability
to design more useful human resource information systems (HRIS).

● Economy: The economy of the nation—on the whole—and of its various

segments is a major environmental factor affecting human resource management.
As a generalization, when the economy is booming, it is often more difficult to
recruit qualified workers. On the other hand, when a downturn is experienced,
more applicants are typically available.

● Unanticipated events: Occurrences in the external environment that could not be

foreseen such as a significant weather event.

1-4. How might HR technology affect the various HR functions?

There is no doubt that HR technology is truly the trend of the future. There are many
advantages to using HR technology, but the most important benefit is that it lets HR
professionals accomplish their tasks in a quicker and more efficient manner. Cloud
computing can change the way HR work is performed as secure access to applications
can happen anywhere. HR professionals are not required to work in their office; HR tasks
can be performed anywhere there is a signal. While this will affect all functions of HR,
recruitment is likely most affected as social media can be used to build a company’s
brand and attract potential employees.

1-5. Define corporate culture. Explain why corporate culture is a major internal
environment factor.

Corporate culture is defined as the system of shared values, beliefs, and habits within an
organization that interacts with the formal structure to produce behavioral norms.

Culture gives people a sense of how to behave and what they ought to be doing. Each
individual gradually forms such perceptions over a period of time as the person performs
assigned activities under the general guidance of a superior and a set of organizational
policies. The culture existing within a firm influences the employee's’ degree of
satisfaction with the job, as well as the level and quality of their performance.

1-6. This chapter describes HR’s changing role in business. Describe each component
that is involved in HRM.

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HR professionals are increasingly taking on the role of a strategic partner with upper
management within organizations. To become a strategic partner, HR must understand
the company as a whole and build HR systems to support the organization’s strategy.
This includes all the functions of HR such as staffing, compensation, performance
management, human resource development, safety and health, and labor and employee
relations.

1-7. How does HRM become more complex as a company's workforce reaches 25
employees?

New small businesses are faced with a host of federal and state government regulatory
requirements, tax laws, and compensation demands. The SBA has identified various
compliance steps for new small businesses. Before anyone is hired, an Employment
Identification Number (EIN) should be obtained. EINs can be acquired online from the
IRS and are needed to report taxes as well as information about new employees to state
government. Then, procedures for withholding taxes should be made. The IRS requires
that businesses keep records of employment taxes for at least four years. This includes
employee wages, tips, and sickness records, as well as employee tax withholding
certificates.

Verification of eligibility to work is required for new employees within three days of the
hire date. An Employment Eligibility Verification Form I-9 must be completed. Also all
employers are required to report newly hired and rehired employees to a state directory
within 20 days of their hire or rehire date.

Workers’ compensation insurance should then be obtained. Any business that hires
employees must carry this insurance. A new business should also register for
unemployment insurance tax. Small businesses may also be required to pay
unemployment insurance tax. New companies should also check to see if they are
required to purchase disability insurance. Some states require employers to provide
partial wage replacement insurance coverage to eligible employees for non-work related
sickness or injury.

Laws also require that the business prominently display posters that inform employees of
their rights and the small business’s responsibilities to them under labor laws. New
employers now have different and new federal and state tax filing requirements that
apply.

Once the above discussed tasks have been completed, new small businesses can focus on
creating a fulfilling, safe, and fair workplace.

1-8. What are the various designations associated with the HRM profession?

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 ● Executive: Top-level manager who reports directly to a corporation’s chief
executive officer or to the head of a major division.

● Generalist: Person who may be an executive and performs tasks in a variety of

HR-related areas.

● Specialist: Individual who may be an HR executive, a human resource manager,

or a nonmanager, and who is typically concerned with only one of the five
functional areas of human resource management.

1-9. What has been the evolution of HRM?

Traditionally, separate functions such as staffing, training and development,

compensation, safety and health, and labor relations (if the firm was unionized) were
created and placed under the direction of a human resource manager or executive. Large
firms might have had a manager and staff for each HR function that reported to the HR
executive. The HR vice president worked closely with top management in formulating
corporate policy.

Today, the person or persons who perform HR tasks is certainly different than it was even
a decade ago. As more and more companies use alternative means to accomplish HR
tasks, the role of the traditional HR manager is diminishing. HR must now enter into the
business of strategic HR, focus more on the bottom line of the organization, and leave the
more administrative tasks to technology or others.

1-10. Explain how the seven employability skills matte regardless of your career
aspirations.

Communication is defined as effective use of oral, written, and nonverbal skills for
multiple purposes. You will gain insight into your and your group member’s strengths
and weaknesses pertaining to communication and collaboration skills.

Critical thinking involves purposeful and goal-directed thinking used to define and solve
problems, make decisions or form judgements related to a situation or set of
circumstances. Critical thinking, which includes self-assessment and personal reflection,
will help you understand yourself and finding your voice will help you approach
situations within and outside the employment setting with greater confidence.

Collaboration takes place when individuals actively work together on a task, constructing
meaning and knowledge as a group through dialogue and negotiation resulting in a
product reflective of their join interdependent actions. HR professional and managers
throughout the organization work together to address important workplace issues.

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Knowledge application and analysis is the ability to learn a concept and then
appropriately apply that knowledge in another setting to achieve a higher level of
understanding. This allows you to think through opportunities and solutions to specific
problems and apply these processes to other situations you will likely encounter in the
future.

Business ethics and social responsibly are guiding principles that influence the way
individuals and organization behave within the society that they operate. Ethics also
focuses on individual decision-making and behavior as well as the impact of ethical
choices on employee welfare.

Information technology application and computing skills are the ability to select and use
appropriate technology to accomplish a given task, and solve problems.

Data literacy is the ability to access, assess, interpret, manipulate, summarize, and
communicate data. This will enable you to translate quantitative information for use in
other contexts. You can expand this skill by thinking through when and how to create
new policies or modify existing ones.

DISCUSSION OF CHAPTER 1 INCIDENTS

HRM Incident 1: HR after a Disaster

After Hurricane Rita struck Lake Charles in southwest Louisiana, many businesses
wondered if they would ever return to their former selves. Lake Charles, known for its
large and beautiful oak and pine trees, now had the job of removing those downed trees
from homes, businesses, and lots. You could see for miles through what used to be thick
forests. Huge trucks designed for removing massive tree trunks were everywhere. While
driving down a street, downed trees could be seen stacked two stories high, waiting to be
picked up. The town grew rapidly in size because of the increased number of repair crews
working on recovery operations. The noise created by their chain saws could be heard
from daylight until dark. The sounds of hammers were everywhere as homeowners
scrambled to get their roofs repaired. Often repair crews would just find an empty lot and
set up tents for the night because all motels were full. Traffic was unbelievably slow, and
it appeared as if everyone was attempting to get on the road at the same time. Just driving
from Point A to Point B could often be quite an adventure. As might be expected in
conditions such as these, accidents were numerous. Often police did not have the
resources to ticket every fender bender, so unless there were injuries, insurance cards
were exchanged and the police went on to the next accident.

16
Copyright © 2019 Pearson Education, Inc.
Months after Hurricane Rita struck, large and small businesses were still frantically
trying to find workers so they could start up again. It appeared that every business in the
town had a “Help Wanted” sign out front. Individuals who wanted a job could get one
and could command a premium salary. Walmart, known for remaining open 24 hours a
day, could only stay open on an abbreviated schedule. Employers often had to bus
employees from locations not affected by the hurricane each morning and return them at
night because there were not enough workers available in the local area. Restaurants that
normally remained open late into the evening closed at 6:00 p.m., if they opened at all.
Compensation scales that were in use prior to the hurricanes had to be thrown out and
new plans implemented. Minimum-wage jobs were nonexistent. Employees who earned
minimum wage before the storm could now command $10 per hour just for being a
flagger (a person who directs traffic). Fast-food restaurants that normally paid minimum
wage now paid $10 or $11. Burger King was even offering a $1,500 bonus for entry-level
workers. Upscale restaurants that normally paid minimum wage plus tips now paid
premium rate plus tips. Restaurants that remained open often had a much younger staff
and it was evident that the managers and assistant managers were working overtime to
train these new workers. Restaurant patrons had to learn patience because there would be
mistakes by these eager, but largely untrained workers.

QUESTIONS

1-18. Which environmental factor(s) did Hurricane Rita affect? Discuss.

Certainly the primary external environment factor was unanticipated events. Hurricane
Rita could not have been foreseen although disaster planning could overcome many of
the problems.

Several external environmental factors resulted from the hurricane. The labor market
experienced considerable change. Remember that restaurants were having difficulty in
hiring experienced workers and many of the servers had to be trained. Some customers
were having difficulty in receiving supplies from producers in the area. Technology was
affected as cell phone towers had been destroyed in the area and it was difficult to
communicate. To complicate the situation, landlines were also down. The economy took
an initial beating from the storm, but the ultimate economic stimulus produced powerful
results that continue today.

1-19. How were the HR functions affected by Hurricane Rita?

Virtually every area of HR was affected when Hurricane Rita struck. Businesses were
desperately trying to staff their business. Compensation systems had to be significantly
altered. There were many untrained workers so the training function continued. Safety
issues were everywhere.

17
Copyright © 2019 Pearson Education, Inc.
1-20. Do you believe that the HR situation described regarding Hurricane Rita would
be typical in a disaster? Explain.

Certainly there can be some degree of planning for a disaster. But it is unlikely that all
events can be anticipated. At times, managers just have to react to occurrences and hope
that the proper decision is being made.

HRM Incident 2: Downsizing

Employer branding is an ongoing effort that requires a company to “put its money where
its mouth is.” In other words, building and maintaining a positive employer brand goes
beyond written policy and good media coverage. Successful branding starts with
executive leadership setting an example for employees. Take the Internet company,
Yahoo. Yahoo has a policy that provides generous paid parental leave and permits
employees to work from home. The company had a golden opportunity to demonstrate
commitment to its family leave policy after then CEO Marissa Mayer gave birth to her
baby in 2012. Rather than taking several weeks to work from home, she built a nursery
next to her office where she could be close to the baby. Then, in 2013, a leaked internal
memo revealed that Yahoo would terminate its telecommuting policy that allowed
employees to work from home. In the memo, she stated, “Speed and quality are often
sacrificed when we work from home.” In addition, “We need to be one Yahoo, and that
starts with physically being together.” Media responses were mixed. On one hand, Mayer
showed that she could continue to lead Yahoo as a new mother. On the other hand, media
reports criticized her, “for failing to set a realistic expectation for America’s working
moms.” Since then, Yahoo expanded its parental leave policy for the birth or adoption of
a child, foster child placement, or surrogacy.

1-21. How do these changes at Yahoo influence the company’s employment branding?

When work from home options were eliminated, the firm may have been branded as less
family friendly, rigid, or “behind the times”. Mayer was judged on her decisions as a new
mother, not as a corporate executive. When Yahoo expanded its parental leave policy, it
once again began to rebrand itself in to more of a family friendly and supportive
organization for all parents.

1-22. As an HR professional, what would you have done after Mayer chose not to take
more time allowed under Yahoo’s parental leave policy?

Mayer was setting an example for all leadership within Yahoo in terms of what they
should expect of their employees who will utilize the parental leave policy. While not
taking more time was certainly her choice, as CEO, Mayer reflects the values of the
organization. Mayer should have been made aware of the perception her actions may
have precipitated.

18
Copyright © 2019 Pearson Education, Inc.
Exploring the Variety of Random
Documents with Different Content
 De twee mannen verhieven zich gelijktijdig van hun zitplaatsen en
een oogenblik bleven zij hand in hand staan in het rookerige licht
van de lamp en van den dageraad. Geen van beiden hoorde hoe er
op de deur geklopt werd, die naar de naaste kamer leidde; zij zagen
niet hoe die deur zich zacht naar binnen opende en dat Meleese, als
weifelend, op den drempel bleef staan.
Het was Howland, die het eerst sprak.
„Ik dank God, dat dit alles gebeurd is, Jean,” zei hij plechtig. „Ik
ben blij, dat gij mij tijdelijk voor dien anderen John Howland hebt
gehouden en dat Pierre Thoreau en zijn broers het plan smeedden
om mij te Prince Albert of aan de Wekusko te dooden, want als dit
alles niet was gebeurd, dan zou ik Meleese nooit ontmoet hebben.
En nu, Jean—”
Zijn ooren vernamen een zacht geritsel en zich omwendend, zag
hij nog juist hoe Meleese behoedzaam trachtte weg te sluipen.
In een ommezien volgde hij haar, terwijl Jean bij de tafel bleef
staan. Door de deur viel alleen de schemering van den grijzen
morgen, maar dat was hem voldoende om de gestalte te
onderscheiden van haar, die hij liefhad en die—zich half omwendend
—op hem scheen te wachten. Met een kreet van vreugde sprong hij
vooruit en sloot hij haar vast in zijn armen.
„Meleese—mijn Meleese!—” fluisterde hij.
En daarna kwam er geen geluid meer uit die tweede kamer, die
door den dageraad werd verlicht, maar Jean Croisset, die nog steeds
bij de tafel stond, mompelde zacht: „Onze Lieve Vrouwe zij
geprezen, want het komt uit, zooals Jean Croisset het gewenscht
had—en nu kan ik weer teruggaan naar mijn Mariane!”
 INHOUD.

Bladz.
Hoofdstuk I. De Sneeuwjonkvrouw 5
„ II. Lippen, die niet spreken 12
„ III. De Geheimzinnige Overval 20
„ IV. De Waarschuwing 26
„ V. Een Middernachtelijk Bezoek 37
„ VI. De Liefde van een Man 53
„ VII. Het opblazen van de coyote 62
„ VIII. De Ure des Doods 73
„ IX. De Samenkomst 81
„ X. Een sledevaart het Noorden in 87
„ XI. Het Huis van den Rooden Dood 98
„ XII. Het Gevecht 110
„ XIII. De Vervolging 118
„ XIV. Een Lichtstraal 126
„ XV. In het Slaapvertrek 139
„ XVI. Jean's Verhaal 150
„ XVII. Meleese 163
 Overzicht aangebrachte correcties

De volgende correcties zijn aangebracht in de tekst:

Plaats Bron Correctie
Blz. 7 Gregton Gregson
Blz. 23 redden redde
Blz. 36 , [Verwijderd.]
Blz. 59 hakken takken
Blz. 66 [Niet in Bron.] ”
Blz. 72 [Niet in Bron.] ”
Blz. 91 bezorgd verzorgd
Blz. 91 ge [Verwijderd.]
Blz. 95 [Niet in Bron.] „
Blz. 98 ommetelijke onmetelijke
Blz. 126 [Niet in Bron.] „
Blz. 131 ” [Verwijderd.]
Blz. 137 [Niet in Bron.] .
Blz. 144 , [Verwijderd.]
Blz. 146 stietten stieten
Blz. 155 vecht vocht
Blz. 156 , [Verwijderd.]
Blz. 159 [Niet in Bron.] „
Blz. 169 dicht geknepen dichtgeknepen
Blz. 170 [Niet in Bron.] ”
Blz. 172 [Niet in Bron.] ,
 *** END OF THE PROJECT GUTENBERG EBOOK OP HET
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