...•-V-? __ H U MAN RESOURCE GLOBAL EDITION THIRTEENTH EDITION MANAGEMENT GARY DESSLER FLORIDA INTERNATIONAL UNIVERSITY PEARSON Boston Columbus Indianapolis Dubai New York London Sydney San Francisco Madrid Hong Kong Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Singapore Tokyo G O N T E N TS Preface 23 Acknowledgments PART ONE 1 INTRODUCTION 27 28 28 30 Introduction to Human Resource Management What Is Human Resource Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated...
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...•-V-? __ H U MAN RESOURCE GLOBAL EDITION THIRTEENTH EDITION MANAGEMENT GARY DESSLER FLORIDA INTERNATIONAL UNIVERSITY PEARSON Boston Columbus Indianapolis Dubai New York London Sydney San Francisco Madrid Hong Kong Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Singapore Tokyo G O N T E N TS Preface 23 Acknowledgments PART ONE 1 INTRODUCTION 27 28 28 30 Introduction to Human Resource Management What Is Human Resource Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated...
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... Boston Columbus Indianapolis Dubai New York London Sydney San Francisco Madrid Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Hong Kong Singapore Tokyo Contents Preface xxiii Acknowledgments xxvii Introduction to Human Resource Management 2 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? What Is Human Resource Management? 4 Why Is Human Resource Management Important to All Managers? 5 Line and Staff Aspects of Human Resource Management 6 Line Managers' Human Resource Duties 6 Human Resource Manager's Duties 7 New Approaches to Organizing HR 9 Cooperative Line and Staff HR Management: An Example 9 Moving from Line Manager to HR Manager 10 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 10 Globalization and Competition Trends 11 Indebtedness ("Leverage") and Deregulation 12 Technological Trends 12 Trends in the Nature of Work 13 Workforce and Demographic Trends 14 Economic Challenges and Trends 15 IMPORTANT TRENDS IN HUMAN RESOURCE MANAGEMENT 16 The New Human Resource Managers 16 Strategic Human Resource Management 18 High-Performance Work Systems 19 Evidence-Based Human Resource Management 19 19 • EVIDENCE-BASED HR: Why Should You Be Evidence-Based? Managing Ethics 20 HR Certification 20 THE PLAN OF THIS BOOK 21 The Basic Themes and Features 21 CHAPTER CONTENTS OVERVIEW 22 Part 1: Introduction 22 Part 2: Recruitment and Placement 22 Part 3: Training and...
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...Table of Contents 1. Introduction.............................................................. 2. Case Summary………………………………………………………………….. 3. Questions…………………………………………………………………………… 4. References…………………………….. * * 1. Case Summary Questions * 1. How would you explain the nature of the panel interview Maria had to endure? Specifically do you think it reflected a well thought out interviewing strategy on the part of the firm or carelessness on the part of the firm’s management? If it was carelessness, what would you do to improve the interview process at Apex Environmental? The overall expression of the interview was so stressful .This is because Maria Fernandez was a bright popular and well informed mechanical engineer ,who graduated with an engineering degree from state University in June 2003.As she was a bright and intelligent her working capability and exclusively on her technical skill expertise .So a firm likes Apex Environment which is a well known and structured firm where Maria most wanted to work .This can evaluate her because it was and stress interview .The interview seeks to make applicant uncomfortable with occasionally rude question. The question ranged from unnecessarily discourteous to irrelevant and sexist such. This it reflected a well thought out interviewing out interviewing strategy on the part of the firm because it helps to identify hypersensitive applicants and those with low high stress tolerance and...
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...MGT-495 Transferable skills development 1.Case Study (9 Marks) One common complaint employee’s voice about supervisors is inconsistent messages – meaning one supervisor tells them one thing and another tells them something different. Imagine you are the supervisor/manager for each of the employees described below. As you read their case, give consideration to how you might help communicate with the employee to remedy the conflict. Answer the critical thinking questions at the end of the case? Bob is a 27-year old who is a foodservice manager at a casual dining restaurant. Bob is responsible for supervising and managing all employees in the back of the house. Employees working in the back of the house range in age from 16 years old to 55 years old. In addition, the employees come from diverse cultural and ethnic backgrounds. For many, English is not their primary language. Bob is Serve Safe certified and tries his best to keep up with food safety issues in the kitchen but he admits it’s not easy. Employees receive “on the job training” about food safety basics (for example, appropriate hygiene and handwashing, time/temperature, and cleaning and sanitizing). But with high turnover of employees, training is often rushed and some new employees are put right into the job without training if it is a busy day. Eventually, most employees get some kind of food safety training. The owners of the restaurant are supportive of Bob in his food safety efforts because they know if a...
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...8 Management Services Spring 2012 Efficiency nformation 5S By Dan Markovitz. llison is an anaesthesiologist at a major hospital in New York. Real estate prices being what they are in the country's most expensive city, her office is only slightly bigger than a broom closet. Every horizontal surface of Allison's office (except for her chair) is covered - no, buried - in paper: printed-out emails, regular mail, departmental memos, receipts from the last conference she attended, a decade's worth of professional journals...well, you get the idea. The place is a monument to the paper products industry. Now, given that Allison does her clinical work in the operating room and doesn't see patients in her office, you might think that the mess is without consequence. After all, it only affects her, not the surgeons or the patients. Moreover, it only interferes with the administrative aspects of her job, not critical patient care issues. But you'd be wrong. Allison's hospital is also a teaching hospital, which means that she's expected to write grants to bring in funds for academic research and she's supposed to publish her findings. Want to guess how many A papers Allison has published in the past two years? Zero. She justifies her lack of academic productivity by explaining that her clinical responsibilities are so onerous that she has no time to find available grants and apply for them. To be fair, she does work a long day...
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...HUMAN ANATOMY AND PHYSIOLOGY CONTENT Page Number 1.0 Introduction – Integumentary System 3 2.1 The Importance and Mechanism of Integumentary System 4 2.2 Impacts of dysfunction 5-6 2.0 Introduction – Anatomy Of Skin 7 2.1 Epidermis 7 2.1.1 Layer of The Epidermis 8 2.1.2 Specialized Epidermal Cells 9 2.2 Dermis 9 2.2.1 Layer of The Dermis 10 2.2.2 Specialized Dermal Cells 10 2.3 Subcutaneous Tissues 10 3.0 Tattoo 11 3.1 Types of Tattoo 11 3.2 The Procedure of Tattooing 12 3.3 The Risk Involved in Getting Tattooed. 13 3.4 Tattoo Removal 14 4.0 Conclusion 14 - 15 5.0 References 15 1. INTRODUCTION – Integumentary System The Integumentary system consists of the skin and its associated structures such as hair, nails,nerve endings and the sebaceous (oil) and sudoriferous (sweat) glands (Lindh, Pooler, Tamparo and Dahl, 2010,p.790). It is the largest of the body’s anatomy system and count for 12 to 15 percent of body weight covering 1.5-2m2 of surface...
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...offeror and the person to whom the offer is made is referred as the offeree. In other words, the relationship between the offeror and the offeree is determined through the communication made between them which indicate some specific terms. The offeror is prepared to be bound by these terms if the offeree accepts them.An offer can be express or implied from conduct (see case Textile Holdings Ltd v Spencer plc 1897).It is necessary to differ between an offer and an invitation to treat because an invitation to treat is only some kinds of a preliminary stage in forming an agreement where one party invites the other to make an offer. Usually, an offer need to be definite (although can be made to the public at large – see case Carlill v Carbolic Smoke Ball Co 1893) and addressed to a specific party while an invitation to treat can be indefinite. “Acceptance is the unqualified agreement to the terms of the offer”. In other words, once the offeree has accepted an offer then he is unconditionally agreed to the precise terms of that offer. The acceptance can be oral or in writing or even expressed in some kind of action (see case Brogden v Metropolitan Railway Co 1877).An acceptance is normally not effective until it is received by the offeror.Notice that there must be some act from the side of the offeree to show his acceptance.Other parties cannot accept instead of the offeree. “Merely remaining silent cannot amount to an acceptance, unless it...
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...Malaria in Rural Tanzania Monica Thompson SOC300 August 29, 2012 Dr. Mark Perry Introduction Approximately half of the world's population is at risk for contracting malaria, particularly those living in lower-income countries” (WHO, 2013). It is a major public health issue that plagues developing countries around the world; however, “more than seventy percent of the total morbidity is in Africa” (Snow et al., 2005). Although both preventive measures and treatments exist, malaria prevails as one of the biggest killers in Sub-Saharan Africa. Children, pregnant women and HIV-infected individuals are most susceptible to contracting the illness. Tanzania, located in east Africa, is among one of the poorest of countries in the world and is burdened with malaria. There are several factors that contribute to the malaria endemic in Tanzania, including: poverty, environmental and special factors, and access to healthcare. Background Malaria has been in existence since 2700 B.C. (Lambert, 2003). In fact, the ancient Chinese wrote about its symptoms in their medical writings. It is believed to have originated in Western-Africa. In 1879 Charles Louis Alphonse Laveran, a Public Health researcher began his studies on malaria in an Algerian hospital. He noticed that there was a pigment in the blood of people who suffered from malaria, but he was unsure of what that pigment was. After ten years of extensive...
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...Analyzing Business Transactions LEARNING OBJECTIVES 1. 2. Record in equation form the financial effects of a business transaction. Define, identify, and understand the relationship between asset, liability, and owner’s equity accounts. Analyze the effects of business transactions on a firm’s assets, liabilities, and owner’s equity and record these effects in accounting equation form. Prepare an income statement. Prepare a statement of owner’s equity and a balance sheet. Define the accounting terms new to this chapter. LP2 Chapter NEW TERMS accounts payable accounts receivable assets balance sheet break even business transaction capital equity expense fair market value fundamental accounting equation income statement liabilities net income net loss on account owner’s equity revenue statement of owner’s equity withdrawals 3. 4. 5. 6. www.southwest.com Rollin King and Herb Kelleher had a simple notion when they got into the airline business: If you get your passengers to their destinations when they want to get there, on time, at the lowest possible fares, and make darn sure they have a good time doing it, people will fly your airline. What began as a small Texas airline has grown to become one of the largest airlines in America. Today, Southwest Airlines flies almost 100 million passengers a year to 63 cities all across the country. In an economy where airlines struggle to stay out of bankruptcy, Southwest has flourished. Other airlines have tried to imitate...
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...Adventist International Institute of Advanced Studies AIIAS BUAD635 Quantitative Analysis for Decision-Making Study Guide To accompany the prescribed text: Quantitative Analysis for Management by Render, Stair and Hanna, 11th edition, Prentice Hall, 2012 Unit # 1: Overview and Introduction to Quantitative Analysis Prescribed Text: Quantitative Analysis for Management by Render, Stair and Hanna, 11th edition, Prentice Hall, 2012 – Chapter 1 Objectives of unit 1: After completing this unit, students should be able to: 1. Describe the quantitative analysis approach for management 2. Demonstrate an understanding by applications of quantitative analysis in real world situations 3. Demonstrate the use of modeling in quantitative analysis 4. Use computers and spreadsheet models to perform quantitative analysis 5. Understand the limitations of quantitative analysis 6. Demonstrate/perform break-even analysis. Scope of coverage: Concepts Development 1. Overview of quantitative analysis 2. Defining quantitative analysis 3. The approach to quantitative analysis 4. A quantitative analysis model 5. Using spreadsheet for quantitative analysis 6. Limitation of quantitative analysis Introduction Quantitative analysis for decision-making is the application of a scientific approach to solve management problems. The purpose is to help...
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...9-600-006 REV: JANUARY 22, 2003 ROBERT D. AUSTIN DEBORAH SOLE MARK J. COTTELEER Harley Davidson Motor Company: Enterprise Software Selection We were in McDonald’s having our initial SiL’K planning meeting when a gunfight erupted in the parking lot. Bullets started flying through the restaurant. Someone said, ‘Everyone down, lock the doors’. We all hid under the table. I’m lying on the floor looking at Dave and Pat—I’m thinking, Holy Smokes, this is unreal. It was just incredible—a real bonding experience! —Garry Berryman, Vice President, Materials Management David Cotteleer, Information Systems (IS) Manager of the Supplier Information Link (SiL’K) project, smiled as he recalled the terror and subsequent camaraderie that had grown out of that unusual beginning. It had set the tone for the partnership that developed between Berryman, Pat Davidson, Manager of Purchasing, Planning and Control, and himself, as they worked collaboratively to develop the specifications for an integrated procurement system to support the new Supply Management Strategy (SMS). Now he and the SiL’K project team were gathered in their “war room” on the top floor of the Harley-Davidson Corporate Headquarters to face another critical moment in the project’s history. After three hectic months of meeting potential software suppliers, reviewing documentation, and evaluating software packages, the SiL’K team had to make a decision. Who should they choose as their supplier and partner in implementing an...
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...9-600-006 REV: JANUARY 22, 2003 ROBERT D. AUSTIN DEBORAH SOLE MARK J. COTTELEER Harley Davidson Motor Company: Enterprise Software Selection We were in McDonald’s having our initial SiL’K planning meeting when a gunfight erupted in the parking lot. Bullets started flying through the restaurant. Someone said, ‘Everyone down, lock the doors’. We all hid under the table. I’m lying on the floor looking at Dave and Pat—I’m thinking, Holy Smokes, this is unreal. It was just incredible—a real bonding experience! —Garry Berryman, Vice President, Materials Management David Cotteleer, Information Systems (IS) Manager of the Supplier Information Link (SiL’K) project, smiled as he recalled the terror and subsequent camaraderie that had grown out of that unusual beginning. It had set the tone for the partnership that developed between Berryman, Pat Davidson, Manager of Purchasing, Planning and Control, and himself, as they worked collaboratively to develop the specifications for an integrated procurement system to support the new Supply Management Strategy (SMS). Now he and the SiL’K project team were gathered in their “war room” on the top floor of the Harley-Davidson Corporate Headquarters to face another critical moment in the project’s history. After three hectic months of meeting potential software suppliers, reviewing documentation, and evaluating software packages, the SiL’K team had to make a decision. Who should they choose as their supplier and partner...
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...Database Design Table of Contents CHAPTER 1 .............................................................................................................................................. 2 INTRODUCTION ................................................................................................................................... 2 DATABASE MANAGEMENT SYSTEMS .................................................................................................. 2 Database ......................................................................................................................................... 2 Database Management System (DBMS) ......................................................................................... 2 Schemas, Instances and Data Independence.................................................................................. 3 DATA MODELS..................................................................................................................................... 3 Hierarchical Model .......................................................................................................................... 3 Network Model ............................................................................................................................... 4 Relational Model ............................................................................................................................. 5 CHAPTER 2 ............................................
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...CHAPTER 4 Accrual Accounting Concepts ASSIGNMENT CLASSIFICATION TABLE | | | | |Brief | | | |A | |B | |Study Objectives | |Questions | |Exercises | |Exercises | |Problems | |Problems | | | | | | | | | | | | | |*1. Explain the revenue | |1, 2, 3, 4 | |1 | |1, 2 | |1A | |1B | |recognition principle and the matching | | | | | | | | | | | |principle. | | | | | | | | | | | | | | | | | | | | | | | |*2. Differentiate between | |5 | |2 | |3 | |2A, 3A | |2B, 3B | |the cash basis and the accrual basis of | | | | | | | | | | | |accounting. ...
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