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This Document Contains Chapters 1 to 3 Chapter 1 Creating Value through Human Resources DISCUSSION QUESTIONS 1. Why might a newly formed organization be considered successful even if it is losing money? Answer: Because survival is a key indicator of success dur¬ing the entrepreneurial stage. 2. Think of stores where you shop. Do employees of some stores seem happier than employees of other stores? What human resource prac¬tices might explain differences in employee happiness? Answer: Yes, there are noticeable differences in the happiness levels of employees across stores. Several human resource practices can explain these variances. Stores with robust training programs, opportunities for development, and clear paths for advancement tend to have happier employees. Recognition and reward systems, fair compensation, and benefits also play crucial roles. Additionally, fostering a culture of open communication, inclusivity, and diversity can significantly impact employee satisfaction. Providing a supportive work-life balance, prioritizing safety and well-being, and empowering employees with autonomy and decision-making authority contribute to a positive work environment. Ultimately, stores that prioritize these human resource practices tend to have happier employees, leading to improved customer experiences and overall business success.. 3. How can socially responsible organizations have high profits even though they spend money on things like environmental protection? Answer: Interestingly, organizations that are better community citizens are gener¬ally more profitable than organizations that ignore environmental and social concerns. Although there are exceptions, expending effort to do things such as protect the environment and improve local communities usually lead to improved financial performance for organizations. This is further described by the chain of success. 4. Why do managers and human resource specia¬lists often do poorly on tests about the best ways of hiring and paying employees? Answer: Due to common misconceptions about human resources. Many organizational leaders believe that good human resource management is ‘common sense.’ They think, in other words, that hiring and motivating workers requires no special knowl¬edge. Managers generally are unfamiliar with many practices that provide clear direction for improving job performance. For instance, many managers resist using employment tests to select employees, even though evidence strongly shows that such tests can help them to make better hiring decisions. Unfortunately, even HR professionals often have misconceptions about good practices. This is shown by a recent survey that asked human resource leaders a number of questions about specific employment, staffing, and compensation practices. On average, these professionals knew the correct answer only about 60 per¬cent of the time. Those with higher scores had been promoted more often, had received certification as human resource professionals, and read aca¬demic studies more frequently. 5. What are some specific things that can be done to teach company leaders how human resource management can contribute to organizational success? Answer: 1) Help managers and others throughout the organization know the special capabilities that human re¬source specialists provide. 2) Teach organizational leaders effective practices for attracting and keeping ta¬lented workers. 3) Overcome common misconceptions about human resources (e.g., that good human resource management is ‘common sense’). 4) Have knowledge before the HR professionals can share it. 5) Build rela¬tionships of trust by listening to and understanding managers’ problems and then providing solutions that work. 6) Need to be cap¬able of doing a wide array of things that help managers do their jobs better. 6. Which human resource role do you think is most important? employee advocate? func¬tional expert? strategic partner? human capital developer? Explain your answer. Student answers may vary dependent upon which aspects of the role are emphasized. Answer: Each human resource role serves a vital function within an organization, and their importance can vary depending on the organization's goals and challenges. However, if I were to choose one as the most important, I would lean towards the role of a strategic partner. A strategic partner in human resources works closely with senior management to align HR practices with the overall strategic objectives of the organization. This involves understanding the business's goals, identifying talent gaps, and developing HR strategies to address them. By being integrated into strategic decision-making processes, HR can proactively support the organization's growth and success. Strategic HR professionals analyze data and trends to anticipate future workforce needs, identify potential risks, and capitalize on opportunities. They play a crucial role in driving organizational change, whether it's through restructuring, mergers, or new market expansions. By understanding the external market and internal capabilities, they can help shape the organization's competitive advantage through its people. While other HR roles like being an employee advocate, functional expert, or human capital developer are essential for day-to-day operations and employee development, the strategic partner role transcends these functions by directly contributing to the organization's long-term success. By aligning HR practices with business objectives, strategic HR professionals can effectively leverage human capital to drive innovation, productivity, and profitability. Thus, in many contexts, the strategic partner role can be considered the most important within the realm of human resources. 7. Why do you think change is so difficult for or¬ganizations? What can human resource specia¬lists do to make change easier? Answer: Basically, people feel threatened by change that is proposed by others. To be effective in making change easier, HR specialists need to build trust and credibility. In part, they can do so by developing supportive relationships with many people through¬out the organization. Managers of change must be creative, and they benefit from knowing how to encourage creativity in others. Skill in identifying and solving problems is also extremely helpful. 8. What are some challenges you might face if you join an organization with a lot of older workers? Answer: Text authors mention the following. More people will be near the ends of their careers and fewer in the middle. As a result, attracting and motivating older workers will become a more important task for human resource departments. Joining an organization with a significant number of older workers can present several challenges. One such challenge is potential resistance to change. Older workers may be accustomed to traditional methods and technologies, making them hesitant to embrace new approaches or technologies. This resistance can hinder innovation and slow down the adoption of more efficient processes. Communication can also be a challenge. Generational differences in communication styles, such as preferences for face-to-face communication versus digital communication, may lead to misunderstandings or difficulties in conveying information effectively. Moreover, there might be a generation gap in skills and knowledge. Younger employees may have a stronger grasp of newer technologies or trends relevant to the industry, while older workers may possess deep institutional knowledge and experience. Bridging this gap through training and knowledge sharing initiatives can be crucial for maintaining competitiveness and fostering collaboration. Interpersonal dynamics can also come into play. Younger employees may feel intimidated or overlooked by older colleagues who hold more senior positions or have been with the organization for a longer time. Building trust and rapport across generational lines is essential for fostering a positive work environment and promoting teamwork. Additionally, there may be challenges related to work-life balance and expectations. Older workers may have different priorities or commitments outside of work compared to younger employees, which can impact scheduling and project timelines. Furthermore, managing career development and advancement opportunities for younger employees within an organization dominated by older workers can be challenging. Ensuring that all employees have equal opportunities for growth and advancement requires proactive efforts from leadership to address any biases or barriers that may exist. Overall, successfully navigating these challenges requires open communication, mutual respect, and a commitment to understanding and valuing the perspectives of employees from all generations. Embracing diversity in age and experience can ultimately lead to a more dynamic and resilient organization. 9. What are some things an organization could do to better meet the needs of women and mem¬bers of minority groups? Answer: Text authors mention the following. More programs that offer convenience to working mothers, such as flexible working hours and onsite daycare. Organizations could find better ways to meet the needs of minority workers. One such approach is to create ongoing groups of people with underrepresented backgrounds and needs who can meet together and discuss issues. These groups can also provide important feedback and sugges¬tions to help leaders understand the unique perspectives of minority workers. Improving inclusivity and meeting the needs of women and members of minority groups requires a multifaceted approach from organizations. Firstly, fostering a culture of diversity and inclusion from the top-down is crucial. Leadership should prioritize diversity initiatives and set clear goals for creating an inclusive workplace environment. Establishing policies and practices that promote equal opportunities for career advancement and pay equity is essential. This includes implementing transparent hiring and promotion processes, conducting regular pay audits to identify and address any disparities, and providing mentorship and sponsorship programs to support the career development of women and minority employees. Creating employee resource groups or affinity groups can provide a supportive community for women and minority employees, allowing them to network, share experiences, and advocate for their needs within the organization. These groups can also serve as valuable sources of feedback for leadership to better understand the challenges faced by underrepresented employees. Investing in diversity training and education programs for all employees can help raise awareness of unconscious biases and promote inclusive behaviors in the workplace. This training should be ongoing and include topics such as cultural competency, inclusive language, and bystander intervention. Offering flexible work arrangements, such as remote work options or flexible hours, can help accommodate the diverse needs of employees, including those with caregiving responsibilities or other personal obligations. Providing comprehensive benefits packages that address the unique needs of women and minority employees, such as parental leave, childcare assistance, and healthcare coverage, is also important. Ensuring that workplace policies and practices are inclusive and accessible to all employees, regardless of gender or minority status, is essential. This includes addressing barriers to advancement, such as discriminatory practices or biased performance evaluations, and implementing accommodations for employees with disabilities or other needs. Lastly, regularly soliciting feedback from employees through surveys, focus groups, or one-on-one meetings can help organizations identify areas for improvement and track progress towards their diversity and inclusion goals. By taking proactive steps to address the needs of women and minority employees, organizations can create a more equitable and inclusive workplace for all. 10. How do you think the field of human resource management will change in the next 10 years? Answer: Text authors mention the following. HR departments will need to find ways to meet the needs of older people, women, and members of minorities. Job growth is expected in the fields of health care, education, and HRM. This will result in increased HRM challenges. Globalization will require HR departments to create processes that effectively manage people working in various foreign countries. In the next decade, the field of human resource management is expected to undergo significant transformations driven by technological advancements, shifting workforce demographics, and evolving organizational needs. One major change will be the increasing reliance on data analytics and AI-driven tools for HR functions. HR professionals will utilize predictive analytics to forecast workforce trends, identify talent gaps, and optimize recruitment strategies. AI-powered systems will streamline administrative tasks, such as payroll processing and benefits administration, freeing up HR professionals to focus on strategic initiatives and employee development. The gig economy and remote work trends will also reshape HR practices. HR departments will need to adapt to managing a more diverse and decentralized workforce, implementing policies and practices that support flexible work arrangements and remote collaboration. This may involve rethinking performance evaluation methods, employee engagement strategies, and talent acquisition approaches to accommodate non-traditional work arrangements. Furthermore, there will be a growing emphasis on employee well-being and mental health in HR management. Organizations will prioritize creating supportive work environments that promote work-life balance, stress management, and employee resilience. HR professionals will play a key role in implementing wellness programs, offering mental health resources, and fostering a culture of empathy and support. Diversity, equity, and inclusion (DEI) initiatives will continue to gain prominence in HR strategies. Organizations will prioritize building diverse and inclusive workplaces, addressing systemic biases in recruitment, promotion, and compensation practices. HR professionals will lead efforts to increase representation of underrepresented groups, foster inclusive leadership behaviors, and create opportunities for diverse talent to thrive. Additionally, HR management will become more agile and adaptive in response to rapid technological change and market disruptions. HR professionals will need to cultivate skills in change management, agility, and innovation to navigate evolving business landscapes and workforce dynamics. This may involve redesigning HR processes, upskilling employees for emerging roles, and fostering a culture of continuous learning and adaptability. Overall, the future of HR management will be characterized by a blend of technology-driven efficiency, human-centered approaches to employee well-being and inclusion, and strategic agility to navigate complex and dynamic organizational environments. Adaptability, creativity, and a focus on employee-centric practices will be critical for HR professionals to succeed in the coming decade. EXAMPLE CASE: SEARS Note: Aylwin B. Lewis became President & Chief Executive Officer of Sears in September 2005. He also is a member of the Sears’ Board of Directors. Arthur C. Martinez is Chairman and Chief Executive Officer Emeritus of Sears, Roebuck and Company and serves as a Director of PepsiCo, Inc., Liz Claiborne, Inc., and IAC/InterActiveCorp. (Source: www.iff.com/Internet.nsf/0/F313B7459021800B85256C7900530B3D accessed January 2008). Martinez wrote a book with Charles Madigan: The Hard Road to the Softer Side: Lessons from the transformation of Sears. Questions 1. In what ways are measures of employee satisfaction potentially more important than measures of financial performance? Answer: Corporate financial performance is a lagging indicator, providing information about what has already happened throughout the firm. Sears was able to establish that in its "high touch" retailing environment, employee attitudes affected both customer attitudes and behavior, both of which in turn influenced Sears’ financial performance. Moreover, Sears has shown that an increase in employee satisfaction in one quarter will increase customer retention in the next quarter, which will subsequently be reflected in shareholder returns the quarter after that. 2. What is it about the business of Sears that makes employee satisfaction so important? Answer: While Sears sells products, the employees provide the service that helps sell the products. The employees are the ones who implement the strategies at the level that most affects customer satisfaction. The employees are the ones who help make Sears a “compelling place to shop” by doing such things as keeping the store area neat and organized, clearing clothes from the dressing rooms, answering customer questions, processing the purchases, etc. 3. How might the vision of the "3Cs" have helped Sears work through issues such as closing stores, downsizing the number of employees, and selling parts of the business? Answer: The vision of the “3Cs” provides guidance to all that they do. Even during the difficult times, management can ask if the changes are helping to accomplish the vision. When explaining the changes to employees, the vision can provide a good framework. DISCUSSION CASE: CURT’S COWBOY CORNER Questions 1. What are some specific tasks that a human resource specialist could do for Curt? Answer: Based on the case, an HR specialist or generalist could help with HR planning, recruiting, selection (include doing the initial interviewing), and doing exit interviews. The HR person could establish procedures for complaints and training supervisors in those procedures. This person also could serve as the EEO officer investigating allegations of discrimination and harassment. If lucky, that person also could help with the payroll, especially the benefits side. However, Curt also might want to hire an accountant to do the payroll, bookkeeping, taxes, etc. Other tasks for an HR person are almost unlimited in scope (assuming Curt understands how to delegate more tasks) but could start with job analysis and job evaluation to make sure decisions based on job descriptions are fair and well defined. 2. Are there any financial benefits that might come from hiring a human resource specialist? Answer: First, Curt should be focusing on more strategic issues especially with his plans for growth. He has to carefully plan and monitor the growth. Secondly, (theoretically) a specialist’s or generalist’s salary would be less than Curt’s so money could be saved there. In addition, the HR person would have the knowledge that Curt has had to acquire (takes time which translates into money). This should reduce problems with recruiting and selection so that the right people are hired. Thirdly, lawsuits brought by employees who believe they have been treated wrongly are costly and may bring unwanted publicity that may adversely affect sales. Other financial benefits include higher employee satisfaction which influences customer satisfaction, profits, etc. 3. How might labor trends affect Curt’s ability to continue expanding his stores? Answer: He most likely will be employing a more diverse workforce because of the trends associated with older, female, and minority workers. He may find that he needs to offer different benefits (e.g., flextime) to attract quality workers. As noted above, his employees and supervisors might need more training and awareness regarding diversity. A more diverse workforce should help attract and retain customers who also have become more diverse. 4. What benefits and problems might result if Curt hires a human resource specialist to provide support to all stores? Would it be better to simply delegate all human resource activities to each store manager? Answer: Some benefits: Curt and the other managers would have one knowledgeable person to coordinate and advise on HR issues. Curt and the store managers can focus on accomplishing the mission of Curt’s Cowboy Corner. Some problems: The HR person will need to learn about issues that may be specific to each store, spend time traveling to each store, and may feel role conflict and overwhelmed due to the various demands on his/her time and how much needs to be done. No, it would not be better to simply delegate all human resource activities to the store managers for many reasons. For example, they need to focus on accomplishing the organization’s mission rather than spending time on HR issues. Curt and the managers can still be involved in the various stages of hiring but do not have to do it all themselves. Moreover, Curt and the managers do not have the time to keep abreast of all the HR legal issues. EXPERIENTIAL EXERCISE: VISIT THE SHRM WEBSITE Questions: 1. How many members are there in SHRM? Answer: As of January, 2008, there are 225,000 members. 2. What types of careers are available in the field of human resource management? Answer: SHRM is an individual membership organization, and members include HR professionals with the following titles: President, CEO, Chair, Partner, Principal; Chief HR Officer; Vice President of HR; Assistant/Associate Vice President of HR; Director of HR; Assistant/Associate Director of HR; Manager of HR; HR Generalist; HR Supervisor; Specialist; Consultant; and Legal Counsel. The SHRM careers website lists a variety of additional job titles including Benefits Coordinator, Compensation and Benefits Director, Compensation Analyst, Staffing Manager, Recruiting Specialist, HR Business Partner, Employee Relations Specialist, Manager Employee Relations Internal Review and Compliance, Director of Talent Strategy, HR Systems and Process Analyst, Human Resource Specialist (Test Development), HRIS Analyst, and Workforce Planning Division Manager. 3. What is the SHRM Code of Ethics, and how does it guide the efforts of human resource specialists? Answer: It describes the professional responsibility of HR Professionals starting with the Core Principle: As HR professionals, we are responsible for adding value to the organizations we serve and contributing to the ethical success of those organizations. We accept professional responsibility for our individual decisions and actions. We are also advocates for the profession by engaging in activities that enhance its credibility and value. The code of ethics also outlines ethical conduct in relation to professional development, ethical leadership, fairness and justice, conflicts of interest, and use of information. Disciplinary procedures for violations of the Code of Ethical and Professional Standards are described in, Article 2, Section 5 of the SHRM Bylaws. 4. What kind of resources does SHRM offer to help people learn new skills? Answer: The resources include regional and local professional meetings (with speakers); regional, state, and national conferences; seminars, SHRM learning systems (to prepare for the PHR®/SPHR® and GPHR certification exams), SHRM webcasts, HR Management magazine, and various resources on the SHRM website (e.g., white papers, survey and benchmark findings). Furthermore, SHRM sponsors groups of college students, scholarships, lowered membership fees, etc. 5. What are chapter/member groups? Who can join? Answer: More than 575 affiliated SHRM chapters offer local activities. The purpose of chapters is to provide a local forum for personal and professional development; provide an opportunity to develop leadership, managerial, public speaking and group decision-making skills; provide a local networking arena; and to provide a focus for legislative attention to local, state, and national human resource management issues. Membership in an SHRM local chapter is separate and apart from membership in SHRM. Anybody can join. 6. What are some current news issues that relate to human resource management? Answer: Of course, the answers to this question will depend on when the students access the website. In the first few days of January 2008, the following news issues were noted in HR News: Charles Daniels, a victim of racial harassment and bias at Lockheed Martin, has won $2.5 million, one of the largest settlements ever for an individual case; Supreme Court will review an Americans with Disabilities Act challenge of a Wal-Mart policy to hire only the best job candidates; Experts say that compensation strategy and market pay practices should be examined regularly to ensure the most effective practices; and U.S., Canadian and Bermudian citizens seeking to enter the United States at a land or sea border must now provide documentation of U.S. citizenship. Certainly, here are some current news issues pertaining to human resource management: 1. Remote Work Optimization: As companies continue to navigate remote and hybrid work models, HR professionals are exploring ways to optimize virtual collaboration, maintain team cohesion, and support employee well-being in decentralized work environments. 2. Talent Retention Challenges: With the Great Resignation phenomenon gaining momentum, HR teams are grappling with retaining top talent amidst heightened job mobility and competition. Strategies include enhancing employee benefits, fostering career development opportunities, and refining company culture. 3. Technology Integration: The rapid evolution of HR technology, including AI-driven recruitment tools, employee engagement platforms, and analytics software, presents both opportunities and challenges for HR professionals seeking to streamline processes and enhance decision-making. 4. Diversity, Equity, and Inclusion (DEI) Initiatives: DEI remains a focal point for HR, with companies prioritizing initiatives to foster inclusive workplaces, address systemic biases, and promote diversity at all levels of the organization. 5. Workforce Reskilling and Upskilling: Amidst ongoing technological disruption and skill gaps, HR leaders are investing in reskilling and upskilling programs to ensure their workforce remains agile and adaptable to evolving job requirements. 6. Health and Safety Protocols: The COVID-19 pandemic continues to shape HR practices, with a focus on implementing and adapting health and safety protocols, managing vaccination policies, and addressing employee concerns about returning to the workplace. 7. Flexible Work Arrangements: HR departments are reimagining traditional work structures to accommodate employee preferences for flexible schedules, remote work options, and alternative work arrangements, necessitating policy updates and infrastructure adjustments. 8. Data Privacy and Security: As data-driven HR practices become increasingly prevalent, organizations are grappling with data privacy regulations, cybersecurity threats, and ethical considerations surrounding the collection and use of employee data. 9. Workforce Planning and Succession Management: HR professionals are tasked with strategic workforce planning to anticipate future talent needs, identify key skills gaps, and develop succession plans to ensure continuity in leadership and critical roles. 10. Employee Mental Health Support: Recognizing the impact of work-related stressors and the blurring of work-life boundaries, HR departments are expanding mental health support services, promoting employee wellness programs, and fostering a culture of open communication and psychological safety. ADDITIONAL WEB-BASED ACTIVITIES Overview of activity Students compare some of the HR practices utilized in the top ten companies listed in the 100 Best Companies to Work for in America. This and other chapter topics could be investigated through a review of the companies’ websites. Exercise: Refer back to the How Do We Know: Are Great Places to Work More Profitable? inset box on page 12. Students could review two websites of the top ten companies listed as the 100 Best Companies to Work for in America OR compare a top ten company to one not on the list (e.g., Sears, Wal-Mart) or to the organization for which the student works. The main purpose is to compare and contrast several of the HR practices for which at least one of the organizations was nominated. As noted below, additional chapter topics can be discussed by the students. For each organization, the students also should explain the relevant life cycle stage(s) and which of the major stakeholders appear to be emphasized or focused upon. They could explain how the HR practices the students are addressing appear to enhance the organization’s success and employee satisfaction. The students also could describe how both organizations appear to be addressing (or not addressing) at least two current trends described in the chapter (i.e., population, labor force, employment, education and training, and globalization). The students should be asked if the HR practices noted on the websites would appeal them so they would want to work (or continue working) for the organizations and why. Of course, you may select any or all of the above questions depending upon how much time and how many points you want to allocate to this assignment. Alternate Approaches to the Exercise: A variation of this exercise could include selecting one of the best companies and comparing several of the HR practices to a company not included in the list (e.g., Sears, Wal-Mart) or an organization for which the student(s) work(s). This could be an individual or group project. Another variation that would not require a large written report would be to ask each student to report on one or two HR practices found on a different website of the top 100 best companies. In this case, a student only would be responsible for one company and one or two HR practices found on that website. This could be accomplished verbally (with internet access) or a short written report. Ideally, the whole class would hear about the various HR practices for which the organizations were nominated. Links to relevant information Information about the top ten on the 2007 list and earlier lists of the top 100 companies in America can be found at http://money.cnn.com/magazines/fortune/bestcompanies/2007/ This web site includes links to web pages for the top ten on the list, giving easy access to information about the companies. In January, 2007, Google was #1 on the list. Extensive information on why Google is #1 is provided via the website noted above. In addition, you and the students can learn more about Google (e.g., their mission, culture, philosophy, social responsibility, HR practices, etc.) via their corporate website: http://www.google.com/corporate/index.html Experimentation indicates that information about more recent lists of the top 100 companies in America will be accessible by changing the “2007” in this web address to the desired year such as http://money.cnn.com/magazines/fortune/bestcompanies/2008/ Chapter 2 Making Human Resource Management Strategic DISCUSSION QUESTIONS 1. Why are effective human resource practices often a better competitive resource than equipment and buildings? Answer: HR practices involve acquiring and motivating employees. A strategy is only effective if an organization has the talent needed to carry it out. Since our focus is on human resource management, we will concentrate on this part of the value chain. Effective management of people can be a source of internal strength. HRM is critical because high-quality employees are relatively rare. 2. What are some external opportunities and threats that you think organizations will face in the next 10 years? What types of organizations will benefit most? Answer: Generally, the organizations that will benefit are those who are effective in monitoring the external and internal environments and meet the needs of current and future customers. In the next decade, organizations will encounter a range of external opportunities and threats shaped by global trends, technological advancements, and socio-economic shifts. Opportunities include the continued expansion of digital technologies, which will enable organizations to innovate, automate processes, and reach new markets. The growth of emerging economies and global markets will present opportunities for expansion and diversification, particularly for organizations with agile business models and cross-cultural competency. Environmental sustainability and corporate social responsibility (CSR) will become increasingly important drivers of competitive advantage. Organizations that prioritize sustainability initiatives, embrace renewable energy sources, and implement eco-friendly practices will benefit from growing consumer demand for ethically produced goods and services. Advancements in healthcare and biotechnology will create opportunities for organizations in the healthcare, pharmaceutical, and biotech sectors. The aging population and increasing focus on preventive healthcare will drive demand for innovative medical treatments, personalized medicine, and digital health solutions. However, organizations will also face numerous threats in the external environment. Economic volatility, geopolitical instability, and regulatory changes can disrupt global supply chains, increase operational costs, and create uncertainty for businesses. Rapid technological change and digital disruption may render traditional business models obsolete, posing existential threats to organizations that fail to adapt. Cybersecurity threats will continue to escalate, with organizations facing risks such as data breaches, ransomware attacks, and intellectual property theft. The proliferation of digital platforms and interconnected systems will increase vulnerabilities, requiring organizations to invest in robust cybersecurity measures and employee training to mitigate risks. Social and demographic shifts, such as changing consumer preferences, demographic aging, and workforce diversity, will present both opportunities and challenges for organizations. Companies that fail to adapt to evolving consumer demands or embrace diversity and inclusion may lose market share and struggle to attract top talent. Organizations that are most likely to benefit in the next decade are those that embrace innovation, agility, and resilience in navigating external challenges and capitalizing on emerging opportunities. Companies with strong leadership, a culture of continuous learning, and a customer-centric focus will be best positioned to thrive amidst uncertainty and disruption. Additionally, organizations that prioritize sustainability, social responsibility, and ethical business practices will enhance their long-term viability and reputation in an increasingly interconnected and socially conscious world. 3. Why can groups be more effective than individuals for making decisions? Answer: Various individuals have differing views, insights, information, etc. which (when shared and discussed) should result in decisions that consider as many elements as possible. Furthermore, one part of effective strategy formulation is to encourage decision makers not to agree with one another too quickly. Making sure that the team of decision makers includes people with different backgrounds can help in this regard. Experienced managers and younger managers, for example, bring different insights to the decision-making process, as do marketing personnel and operations personnel. Groups can often be more effective than individuals for making decisions due to several reasons. Firstly, groups can bring together diverse perspectives, experiences, and expertise, leading to more comprehensive problem-solving and decision-making processes. Secondly, group discussions allow for the exploration of various alternatives and the evaluation of potential risks and benefits from multiple viewpoints. Thirdly, the collective intelligence of a group can often surpass that of any single individual, as group members can contribute unique insights and knowledge. Additionally, group decision-making promotes greater buy-in and commitment from participants, as they feel included in the process and are more likely to support the final decision. Moreover, group dynamics, such as brainstorming and consensus-building techniques, can foster creativity and innovation, leading to more effective solutions. Furthermore, group decisions often benefit from checks and balances, as group members can challenge assumptions, question biases, and identify blind spots that individuals might overlook. However, it's important to note that group decision-making can also have drawbacks, such as groupthink and the potential for conflicts or power struggles among members. Nonetheless, when managed effectively, groups can harness their collective strengths to arrive at decisions that are more robust, well-informed, and aligned with organizational goals. 4. What are the primary differences between a cost leadership and a differentiation strategy? Answer: Cost leadership emphasizes efficiency and minimizing costs. This allows the organization to create value by producing goods and services at lower cost. Differentiators seek to produce goods and services that are somehow superior to the goods and services provided by competitors; their goal is to create unique value for which customers are willing to pay a higher price. In contrast to cost leaders, differentiators reward innovation, individual performance, and results and outcomes, which results in some competition among employees. 5. What are the key elements of the commitment strategy from the universalistic approach? Why does this approach generally contribute to success for organizations? Answer: The primary focus of practices in the commitment strategy is to empower workers and build a strong sense of loyalty and commitment. This strategy typically involves extensive recruiting and careful screening of recruits, employee involvement groups, widespread training, widespread use of incentive pay, and high teamwork. This strategy fosters a strong sense of cooperation between employees and managers, which results in higher productivity and generally higher quality goods and services. 6. What human resource practices might be associated with a cost reduction emphasis? What practices might be associated with a differentiation emphasis? Answer: Organizations with a cost leadership strategy focus their efforts on increasing efficiency and hire generalists who work in a variety of different positions. Other practices include control work processes and carefully define employee tasks; specifically prescribe appropriate behaviors; and mass production of standardized goods or services at the lowest possible cost. Organizations using a differentiation strategy focus their human resource efforts on innovation and quality enhancement. Employees in these organizations are often specialists. They have more choice about how things should be done and are held accountable for the goods and services they produce. Rather than seeking to control processes, the organization concentrates on outcomes. Best process for completing work is often unknown, and employees are expected to continually look for different ways of doing things. Unique customer expectations require employees to change their actions to best serve each client. 7. What are the strengths and weaknesses of internal and external labor orientations? Answer: Strengths of the Internal Labor Orientation include predicting what skills and capabilities will be available to them in the future; employees building strong relationships with one another (high coordination and cooperation); and saving money by reducing expenses for recruiting, interviewing, and hiring employees. Weaknesses include long-term commitments make it difficult to adapt; changes in strategic direction are complicated because workers have outdated skills; long-term commitments make it difficult for organizations to replace workers whose skills are not up to date; and bureaucratic structures are inflexible. Strengths of the External labor Orientation include flexibility; workers trained by universities or other employers can be quickly added in areas that demand new skills; labor costs are not fixed, and the total number of employees can easily be increased or decreased. Weaknesses include weak relationship between organization and its employees; employees work because they are paid, not necessarily because they are loyal; employees usually do not develop a strong feeling of attachment to the organization; and employees do not provide a unique competitive advantage. 8. Choose a company where someone you know works. Which of the four human resource strategies do you think is most common in the company? Answer: In a company where someone I know works, the most common human resource strategy may depend on various factors such as the industry, company size, organizational culture, and business objectives. However, let's consider a medium-sized technology company where my acquaintance is employed. In this context, the most common human resource strategy is likely to be the talent development strategy. The talent development strategy focuses on investing in employees' skills, knowledge, and capabilities to enhance their performance, engagement, and long-term career growth within the organization. In a technology company, where innovation and technical expertise are critical for success, talent development is a strategic priority for attracting, retaining, and developing top talent. The company likely offers various initiatives and programs to support employee learning and development, such as technical training, professional certifications, leadership development, mentorship programs, and career advancement opportunities. By investing in employee development, the company can cultivate a skilled and motivated workforce capable of driving innovation, delivering high-quality products and services, and adapting to changing market demands. Moreover, the talent development strategy aligns with the company's values of continuous learning, personal growth, and meritocracy, creating a culture where employees feel valued, supported, and empowered to reach their full potential. This, in turn, fosters higher levels of employee engagement, job satisfaction, and retention, contributing to the company's overall success and competitiveness in the marketplace. While other human resource strategies such as cost leadership, differentiation, or outsourcing may also play a role in the company's overall HR approach, the talent development strategy stands out as the most common and impactful strategy for attracting, developing, and retaining talent in a dynamic and competitive industry like technology. EXAMPLE CASE: United Parcel Service Questions 1. How do practices such as internal promotion and assignment of broad job duties help UPS achieve its competitive business strategy? Answer: The managers have to make thousands of decisions in the field to keep things moving. In order to make these decisions in the most efficient and effective manner, they need to know how the system of UPS works together and how one decision will affect other aspects of UPS. The experience with UPS and broad job duties helps reduce the learning curve and the chances of improving the system. 2. How do the human resource practices at UPS help build teamwork? Answer: The HR practices noted in the above question help in that people recognize that their work will be rewarded. The sharing of the wealth, emphasis on fairness, inclusiveness, and coaching also help in that the employees see the value of working together. Furthermore, they are given the tools (through inclusiveness, coaching, etc) to contribute to the team. Another factor is that managers know a lot of functional areas requiring interaction with people from various orientations, a better understanding of those orientations, and willingness of those in various areas to work with each other. 3. Why are training and experience so important at UPS? Answer: As noted above, training and experience are important for efficiency and effectiveness in a demanding work environment. Many decisions have to be made quickly with the least amount of negative impact on the UPS system and customers. Knowing one’s job and the organization also allows everyone to make quick, effective decisions, interact with customers and employees with a positive attitude, and help UPS be successful in achieving its strategy. DISCUSSION CASE: Mountain Bank Questions 1. What competitive business strategy do you recommend for Mountain Bank? Answer: Differentiation 2. Based on the universalistic approach and commitment strategy, what types of human resource practices do you recommend for Mountain Bank with respect to its tellers? Answer: For any of the following HR practices that Mountain Bank has not already implemented, they should add: broader job responsibilities, meaningful tasks, job rotation, inclusive decision making, high levels of responsibility, building employee confidence, two-way communication, quality-of-life surveys, and encourage suggestions, extensive new employee training, formal training for everyone (full- and part-time), multiple job skill development, pay for performance, Higher levels of pay, ownership forms of pay such as stock, highly selective recruiting of full- and part-time tellers, identification of skilled workers, and long-term relationships with employees. They also should consider keeping some of the successful tellers as tellers rather than transfer them to another job. They could give them the opportunity to be lead persons or give them a different title (e.g., Senior Teller, Master Teller) or supervisors of the part-time and floating employees. Perhaps the more experienced tellers should be included as floaters (even if they have been transferred to customer service positions). 3. Which of the four human resource strategies do you recommend for Mountain Bank with respect to its tellers? Why? Answer: Committed Expert HR strategy because they want to hire and retain employees who are specialists and innovators. They also want people who fit their organizational culture (of excellent customer service, cooperation, and coordination) and that have the aptitude for becoming experts in particular areas (e.g., corporate banking). They typically hire people early in their careers and give them long-term training that helps employees develop strong expertise. The bank will need to make several changes to achieve this strategy, including increasing their base pay and paying for performance. APPLICATION EXERCISE: Explore Company Websites ADDITIONAL WEB-BASED ACTIVITIES Overview of activity Refer back to the inset box on page 57 describing how Fenmarc Produce has benefited from emphasizing an internal labor orientation. This activity gives students the opportunity to investigate and justify Fenmarc’s practices. Exercise: As noted previously, Fenmarc’s website (http://www.fenmarc.com/) is very colorful and illustrates the concepts described in the inset box on page 57. Through Fenmarc’s website, students could describe how Fenmarc appears to be implementing each of their six key principles, Cost Leadership strategy, internal labor orientation, and Loyal Solder HR strategy. Their philosophy is found on most pages. Alternate Approaches to the Exercise: Students could compare Fenmarc to an organization found in the top ten of the 100 best companies in America. (refer back to the “How Do We Know” inset box on page 12). Fenmarc’s six key principles could provide the basis for comparison. Links to relevant information The organization’s website (http://www.fenmarc.com/) provides the information needed for the students to accomplish this exercise. Chapter 3 Ensuring Equal Employment Opportunity and Safety DISCUSSION QUESTIONS 1. How can human resource professionals reduce employment discrimination? Answer: Provide important guidance for treating employees fairly and helping organizations comply with laws. 2. Why do you think the majority of employment and safety laws have been passed in the last 50 years, rather than at an earlier time? Answer: Reasons could include increased diversity in the workforce, globalization, and good people became tired of seeing and hearing unethical and unfair practices, jokes, etc. The majority of employment and safety laws have been passed in the last 50 years due to several interconnected factors. Firstly, industrialization and urbanization accelerated in the 19th and early 20th centuries, leading to the rise of large-scale factories, mines, and other industrial workplaces where workers faced hazardous conditions and exploitation. As a result, there was growing public awareness of the need to address workplace safety and labor rights issues. Secondly, labor movements and advocacy groups gained momentum during the late 19th and early 20th centuries, campaigning for improved working conditions, fair wages, and protections for workers. These movements mobilized workers, organized strikes and protests, and lobbied policymakers to enact legislation addressing labor rights and safety concerns. Thirdly, societal shifts and cultural changes, such as the rise of progressive ideals, increased awareness of social injustices, and the expansion of democratic principles, created a conducive environment for the passage of employment and safety laws. Progressive leaders and reformers advocated for government intervention to regulate labor markets and protect workers from exploitation and harm. Additionally, major events such as the Great Depression and World Wars I and II highlighted the vulnerability of workers and the need for government intervention to mitigate economic hardship, ensure social stability, and promote national security. These crises prompted policymakers to enact sweeping reforms, including the establishment of labor standards, social welfare programs, and occupational safety regulations. Furthermore, advancements in technology, medicine, and scientific understanding of workplace hazards have contributed to the development of more comprehensive and evidence-based approaches to occupational safety and health. As our understanding of workplace risks has evolved, so too has the need for legislation to address emerging challenges and protect workers from new threats. Overall, the passage of employment and safety laws in the last 50 years reflects a confluence of historical, social, political, and economic factors that have shaped public policy and transformed the landscape of labor rights and workplace safety. 3. How is adverse impact different from disparate treatment? Answer: Disparate Treatment is the specific practice of treating certain types of people differently than others. Adverse impact is more subtle and occurs when company’s policies treat all applicants the same but result in different employment opportunities for different groups. 4. How are Title VII and Executive Order 11246 similar? How are they different? Answer: In general, the courts have upheld the legality of Executive Order 11246 by ruling that its practices are consistent with the intent of Title VII. Affirmative action policies actually derive from Executive Order 11246 that does not have the force of law. Affirmative action goes beyond equal opportunity and gives preferential treatment to members of groups that have been discriminated against in the past. Executive orders are not passed by Congress but rather are issued by the president of the United States. Executive Order 11246 was issued by President Lyndon B. Johnson and requires any organization doing business with the federal government to have an affirmative action plan. 5. What trends in society do you think encouraged the Americans with Disabilities Act and the Family and Medical Leave Act? Answer: Trends include technology has made it possible for people to overcome mental and physical challenges, need to hire and retain quality employees, large percentage of workforce have challenges, increase of number of older workers (may become disabled or ill), desire to be fair. The Americans with Disabilities Act (ADA) and the Family and Medical Leave Act (FMLA) were both influenced by significant societal trends and shifts in attitudes towards disability rights and workplace accommodations. The ADA, passed in 1990, was spurred by a growing recognition of the rights of individuals with disabilities and the need for greater accessibility and inclusion in society. Throughout the 20th century, there was a burgeoning disability rights movement advocating for equal opportunities, accessibility, and anti-discrimination laws. The ADA was a response to this movement and aimed to address barriers faced by people with disabilities in employment, public accommodations, transportation, and other areas of life. It was also influenced by changing societal attitudes towards disability, with a greater emphasis on recognizing the value and contributions of individuals with disabilities. Similarly, the FMLA, enacted in 1993, was shaped by evolving societal norms regarding work-life balance, family responsibilities, and gender equality in the workforce. The late 20th century witnessed a shift in attitudes towards family and caregiving responsibilities, with a growing recognition of the need for policies to support working parents, particularly women. The FMLA was a response to these societal changes and aimed to provide job-protected leave for eligible employees to care for their own serious health condition or that of a family member, including newborn or newly adopted children. It reflected a broader recognition of the importance of balancing work and family responsibilities and the need for workplace policies to accommodate these needs. Overall, both the ADA and FMLA were influenced by broader societal trends towards inclusion, equality, and work-life balance. They represented significant milestones in advancing civil rights, disability rights, and family-friendly workplace policies in the United States. 6. What are some reasons employees might engage in unsafe acts even when they know they could be harmed? Answer: Reasons include beliefs of invincibility, taking shortcuts to either meet organizational goals or because they think they know better than organization, stress, exhaustion, time constraints, etc. Employees may engage in unsafe acts despite knowing the potential risks for several reasons, ranging from individual factors to organizational and environmental influences. Firstly, individuals may underestimate the severity of the risk or overestimate their own abilities to handle the situation safely, leading to a perception of invulnerability. This can be influenced by factors such as experience, confidence, and personality traits. Secondly, employees may feel pressured to prioritize productivity or meet deadlines over safety, especially in high-pressure work environments where production targets or financial incentives take precedence. This can create a culture where shortcuts are taken, safety protocols are ignored, and risks are downplayed to maintain efficiency. Thirdly, lack of awareness or understanding of safety procedures, hazards, or the potential consequences of unsafe behaviors can contribute to risk-taking behaviors. Inadequate training, poor communication of safety policies, or language barriers may hinder employees' ability to make informed decisions about safety. Moreover, social factors such as peer pressure, group norms, and the desire to fit in or impress colleagues can influence individuals to engage in unsafe acts, particularly in team-based or competitive work environments where conformity is valued over dissent. Additionally, organizational factors such as inadequate safety resources, equipment, or supervision, as well as perceived management indifference or lack of enforcement of safety policies, can contribute to a lax attitude towards safety among employees. If employees do not see safety as a priority or feel that their concerns are not taken seriously, they may be more likely to take risks. Lastly, external factors such as time constraints, fatigue, distractions, or personal stressors can impair employees' judgment and decision-making abilities, leading to lapses in safety behavior. Addressing these underlying factors requires a comprehensive approach that includes providing adequate training and resources, fostering a safety-oriented culture, promoting open communication and reporting of safety concerns, incentivizing safe behavior, and actively involving employees in safety initiatives and decision-making processes. By addressing both individual and organizational factors, employers can create safer work environments and reduce the likelihood of employees engaging in unsafe acts. 7. How do workers’ compensation laws protect both employees and employers? Answer: Provide protection for employees who are injured or disabled while working. Employers are required to carry workers’ compensation insurance. Benefits include payment of medical expenses for injured workers, disability benefits to replace income for injured workers, and benefits for family members of workers killed on the job. Most states make workers’ compensation a no-fault and exclusive remedy for injury. This means that insurance must compensate an injured employee even if the actions of the employee caused the injury, but the employee cannot bring a lawsuit to try to collect more money than what is provided by the insurance policy. Workers’ compensation programs require employees and employers to record and report workplace incidents. 8. How might efforts to hire more minorities and women result in greater productivity and profits? Answer: Greater variety of ideas, views, experiences, etc. More diverse organizations may be more flexible, accepting of differences, and less bureaucratic to better accommodate differing needs and motivations of their diverse workforce. Perhaps there is more mentoring, coaching, and training, helping people become productive more quickly. Furthermore, customers are more diverse so it behooves the organization to have a workforce that reflects that diversity. These organizations also tend to be more involved in community and are perceived to be more socially responsible, which employees and customers value. 9. What are some ways in which organizations can motivate employees to follow safety guidelines? Answer: Employees working in hazardous areas must be trained in procedures to protect them from injuries and illnesses. Motivation can be increased when organizational leaders help managers and employees see that they have the skills necessary to do what is being asked. Individuals who work hard to ensure fairness and safety should be rewarded with higher pay and promotions. Conversely, workers who try to accomplish tasks using shortcuts that compromise safety may need to suffer penalties. 10. Why are the example and actions of top organizational leaders so important for encouraging employees and supervisors to follow laws and guidelines? Answer: Employees generally follow their leaders. They are therefore much more likely to comply with laws and guidelines when leaders show high commitment to compliance. Furthermore, top organizational leaders set the culture and reward structure. EXAMPLE CASE: Xerox Questions 1. How has hiring women and minorities improved Xerox’s profitability? Answer: They are receptive to change, which most likely extends to their analyzing and reacting to changes in the external environment. Their female CEO cut the workforce, refreshed the product line, and strengthened the balance sheet. 2. What changes did Xerox make to become a more attractive employer for women and minorities? Answer: They first allowed women to take work home in order to get home in time for supper. Now, no one hesitates to reschedule a meeting to take a child to the pediatrician; managers are judged and compensated on meeting diversity goals. They also aggressively hire blacks and support a caucus of black employees who meet to network and discuss grievances. And as feminism took hold, Xerox’s progressive attitudes on race made it especially receptive to changes. They also promote women and they find ways to promote people without the typical route of relocating. 3. Do you think the emphasis on hiring and promoting women and minorities has been unfair to white men? Why or why not? Answer: No, men also should benefit from the new, more flexible policies, especially since more men are more actively involved in family and care giving. Furthermore, only about 30% of middle management jobs are held by women, which means about 70% are held by men (most of whom are most likely white). DISCUSSION CASE: Jones Feed and Seed Questions 1. What training would you provide to the supervisors who conduct job interviews? Answer: They need to know about relevant employment laws and what issues to avoid (e.g., age, disability, previous worker’s compensation claims). They also need to learn how to ask questions about skills (e.g., lifting, work schedule), safety procedures (including ergonomics), and to only ask questions that are job-related. 2. What are some primary safety concerns that the company should have about the warehouse operation? Answer: Nine of the listed job duties could involve major safety concerns (#2, 4, 5, 6, 9, 10, 11, 12, and 13). In addition, ergonomics and stress are safety concerns. 3. What OSHA guidelines does the company need to follow and communicate to employees? Answer: OSHA requires employers to keep safety practices and incidents. Companies must have records of the information they provide to teach employees about the health concerns and dangers present in the workplace; they must keep track of all illnesses and injuries that occur at work; and they must also conduct periodic inspections to ensure workplace safety. In these inspections, they examine and test structures, machines, and materials to guarantee proper operation and not place employees in dangerous situations. Employers must provide information and keep employees informed of protections and safety obligations. An important role of the human resource function is thus to ensure the accuracy of the relevant records. Training workers in how to report injuries is important as well. Human resource professionals in many companies work with medical providers who treat injuries and help determine when employees are ready to return to work. 4. What kind of disabilities do you think could be reasonably accommodated for this job position? Answer: Mental disabilities. The physical disabilities would depend upon what would not cause undue hardship for this organization. APPLICATION EXERCISE: Visit the Web site that describes workers’ compensation for your state. Links can be found at http://www.comp.state.nc.us/ncic/pages/all50.htm Questions: Student answers will vary depending upon your state. 1. Who can employees contact if they think they have claims? Answer: Employees who believe they have claims related to employment issues can typically contact several entities for assistance and guidance. Firstly, they may reach out to their company's HR department or designated HR representative to address concerns internally and explore potential resolutions. If internal channels are not effective or appropriate, employees may contact relevant government agencies or regulatory bodies, such as the Equal Employment Opportunity Commission (EEOC), the Department of Labor (DOL), or state labor departments, to file complaints or seek assistance with legal matters. Additionally, employees may consult with legal counsel or labor unions for legal advice, representation, or advocacy in pursuing their claims. Nonprofit organizations, community groups, or advocacy organizations specializing in labor rights and employment issues may also offer resources, support, and guidance to employees facing workplace-related challenges. Ultimately, the appropriate course of action for employees depends on the nature of their claims, the relevant laws and regulations governing their employment, and the available support and resources accessible to them. 2. How would an employee go about filing a workers’ compensation claim? Answer: To file a workers' compensation claim, an employee typically needs to take several steps. Firstly, they should notify their employer or supervisor as soon as possible after the injury or illness occurs, preferably within the timeframe specified by their employer's workers' compensation policy. Next, the employee should obtain and complete the necessary claim forms provided by their employer or workers' compensation insurance carrier. These forms typically require details about the injury or illness, including the date, time, location, and circumstances surrounding the incident. The employee may need to seek medical attention from an approved healthcare provider designated by their employer or workers' compensation insurance carrier, who will assess the injury or illness and provide necessary treatment. The completed claim forms, along with any relevant medical documentation or supporting evidence, should then be submitted to the employer or workers' compensation insurance carrier according to the specified procedures and deadlines. Throughout the process, the employee should keep copies of all documents related to the claim for their records and maintain open communication with their employer, healthcare provider, and workers' compensation representative to ensure timely processing and resolution of the claim. 3. How soon after an injury must an employee make a claim? Answer: The timeline for when an employee must make a workers' compensation claim varies depending on state laws and company policies. In general, employees should report work-related injuries or illnesses to their employer as soon as possible, ideally immediately or within a few days of the incident occurring. Many states have specific deadlines for reporting workplace injuries, typically ranging from within 30 days to one year after the injury or onset of symptoms. However, delaying the reporting of an injury can jeopardize the employee's ability to receive workers' compensation benefits, as timely notification is crucial for initiating the claims process and accessing necessary medical treatment and benefits. Therefore, employees should prioritize reporting injuries promptly to ensure compliance with legal requirements and maximize their chances of receiving appropriate compensation and support. 4. What types of benefits might an injured employee receive? Answer: An injured employee may be eligible to receive various types of benefits through workers' compensation, depending on the nature and severity of their injury, as well as state laws and company policies. These benefits typically include: 1. Medical Benefits: Coverage for medical expenses related to the treatment, diagnosis, and rehabilitation of the work-related injury or illness, including doctor's visits, surgeries, prescriptions, and therapy. 2. Disability Benefits: Compensation for lost wages or income due to temporary or permanent disability resulting from the injury, which may include partial or total disability benefits. 3. Lost Wage Benefits: Payments to replace a portion of the employee's lost income while they are unable to work or are on restricted duty due to the injury, typically calculated as a percentage of their average weekly wage. 4. Vocational Rehabilitation: Services and support to help injured employees return to work or acquire new job skills if they are unable to return to their previous job due to the injury. 5. Death Benefits: Payments to surviving dependents or beneficiaries if an employee dies as a result of a work-related injury or illness, including compensation for funeral expenses and ongoing financial support. 6. Travel Expenses: Reimbursement for reasonable travel expenses incurred by the employee for medical treatment related to the work-related injury, such as mileage or transportation costs. 7. Disfigurement Benefits: Compensation for permanent scarring, disfigurement, or loss of function resulting from the injury, which may be provided in addition to other disability benefits. 8. Rehabilitation Services: Access to vocational training, job placement assistance, and other support services to help injured employees return to work or transition to new employment opportunities. 9. Death Benefits: Financial support and assistance provided to the surviving family members or dependents of an employee who dies as a result of a work-related injury or illness, including compensation for lost income, funeral expenses, and ongoing financial support. 10. Legal Representation: Access to legal representation and advocacy services to help injured employees navigate the workers' compensation process, resolve disputes, and ensure their rights are protected under the law. 5. What happens if the employee and employer have a dispute over workers’ compensation? Answer: If an employee and employer have a dispute over workers' compensation, there are several steps that may be taken to resolve the issue. Firstly, the parties may attempt to resolve the dispute informally through discussion, negotiation, or mediation to reach a mutually acceptable agreement. If informal resolution is not successful, the employee may file a formal claim with the state workers' compensation agency or commission, initiating a formal legal process to resolve the dispute. The agency or commission will typically conduct an investigation, hold hearings, and review evidence to adjudicate the claim and determine whether the employee is entitled to benefits. Additionally, either party may seek legal representation and pursue litigation through the court system to resolve the dispute if alternative methods fail to reach a resolution. Ultimately, the outcome of the dispute will depend on the specific facts of the case, applicable laws and regulations, and the decisions of the adjudicating authority or court. Visit the OSHA Web site at www.osha.gov. In the compliance assistance section, visit the area called "Quick Start." Look at the modules that describe guidelines for the construction industry. Questions. 1. What kind of records should a construction company keep? Answer: Records of workplace injuries and illnesses (unless have 10 or fewer employees); all employers, regardless of size or industry, must report the work-related death of any employee or hospitalizations of three or more employees, and employers generally must maintain employee exposure records for 30 years and medical records for the duration of the employee’s employment plus 30 years. 2. What should be included in a jobsite safety program? Answer: Accident prevention programs that provide for frequent and regular inspection of the jobsites, materials, and equipment by competent persons designated by the employers. 3. What type of training should construction companies offer to employees? Answer: How to recognize and avoid unsafe conditions and train re: the regulations applicable to work environment to control or eliminate any hazards or other exposure to illness or injury. Employees required to handle or use poisons, caustics, and other harmful substances shall be instructed regarding the safe handling and use, and be made aware of the potential hazards, personal hygiene, and personal protective measures required. In job site areas where harmful plants or animals are present, employees who may be exposed shall be instructed regarding the potential hazards, and how to avoid injury, and the first aid procedures to be used in the event of injury. Employees required to handle or use flammable liquids, gases, or toxic materials shall be instructed in the safe handling and use of these materials and made aware of the specific requirements. All employees required to enter into confined or enclosed spaces shall be instructed as to the nature of the hazards involved, the necessary precautions to be taken, and in the use of protective and emergency equipment required. The employer shall comply with any specific regulations that apply to work in dangerous or potentially dangerous areas. Also need to review the specific training requirements in OSHA’s construction standards. 4. What features of the OSHA Web site do you find most helpful? What would you do to improve the Web site? Answer: Construction companies should offer a variety of training programs to ensure the safety, skill development, and professional growth of their employees. Firstly, safety training is paramount in the construction industry. Employees should receive comprehensive instruction on recognizing and mitigating workplace hazards, proper use of personal protective equipment (PPE), emergency procedures, and compliance with Occupational Safety and Health Administration (OSHA) regulations. This includes training on fall protection, scaffolding safety, electrical safety, hazardous materials handling, and other relevant topics. Additionally, construction companies should provide technical training to ensure that employees have the necessary skills to perform their job duties effectively and efficiently. This may include training in construction techniques, equipment operation, blueprint reading, carpentry, masonry, plumbing, electrical work, welding, and other specialized trades. Furthermore, companies should offer ongoing professional development opportunities to support employees' career advancement and growth. This may involve leadership training, project management courses, communication skills workshops, and other soft skills training to enhance employees' ability to work effectively in teams, communicate with clients, and lead construction projects. Moreover, given the increasing emphasis on sustainability and green building practices, construction companies may offer training on sustainable construction methods, energy-efficient building techniques, and green building certifications such as LEED (Leadership in Energy and Environmental Design). Furthermore, training on diversity, equity, and inclusion (DEI) can help create a more inclusive work environment and foster awareness and understanding of different cultures, backgrounds, and perspectives among construction workers. Lastly, companies should provide training on emerging technologies and trends shaping the construction industry, such as Building Information Modeling (BIM), drones, virtual reality, and modular construction. Keeping employees abreast of technological advancements can improve efficiency, productivity, and competitiveness in the construction sector. By offering a comprehensive range of training programs, construction companies can ensure that their employees are equipped with the knowledge, skills, and competencies needed to perform their jobs safely, effectively, and competitively in today's construction industry. ADDITIONAL WEB-BASED ACTIVITIES Overview of activity Please refer back to Building Strength Through HR: Pepsico on page 96. Students report on the diversity-related information found on the Pepsico’s website (www.pepsico.com). Exercise: Compare the aspects of the diversity websites/programs linked to the “Supplier Diversity” link (i.e., Pepsi-Cola Program, Frito-Lay Program, Tropicana Program, and Quaker Program). Students could generally comment on the purpose(s) of these programs. Then they could contrast and compare the information presented for each program commenting on effectiveness, information, presentation of information, etc. In addition, they could compare the commitment statements of each program and state why they think one is best. Finally, they could review the initial page of Supplier Diversity Partners Registration and who can be a part of their Supplier Diversity Partners program. Alternate Approach to the Exercise: An alternative approach could be to have the students summarize one or more of the recent entries linked to “Diversity News.” The students should be encouraged to outline some of the major HR practices that were touted as being excellent in regard to promoting diversity. Please be aware that some of the news releases only provide lists of companies and others provide information about many organizations in addition to Pepsico. Links to relevant information www.pepsico.com Solution Manual for Human Resource Management: Linking Strategy to Practice Greg L. Stewart, Kenneth G. Brown 9780471717515
