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MBA - HRM Human Resource Management 2017 - Mondy 14th Edition - Chapter Exercise - 08

HRM Human Resource Management

MBA - Human Resource Management 2017

R. Wayne Mondy, 2016, Human Resource Management, 14th Edition





8-1.      What do you believe would be the best method(s) of training for the following jobs? Discuss.


  1. Entry-level machine operator—There are several training methods that would be quite appropriate for the entry-level machine operator. If there is a qualified skilled operator available, then the use of on-the-job training would be a good method. If the machine is quite complicated, then some classroom training may be needed before entering into OJT. If there are training modules available for this specific type of machine, e-learning may be used to supplement the training.


  1. New assistant manager for a McDonald’s store—OJT would be likely the best means of training the new assistant manager. The manager would be a valuable person to use in this form of training. Again, if there are training modules available for the tasks to be accomplished in a McDonald’s store, e-learning may be used to supplement the training.


  1. Salesperson for a new automobile dealership—A combination of training methods would likely be used to train a salesperson for selling new automobiles. If the new salesperson is not familiar with the automobile to be sold, this knowledge is first needed. Formal training seminars conducted by the manufacturer or e-learning may be used. If the person has never sold automobiles, role-playing may be useful in learning the specifics of selling automobiles.


8-2.      What do you believe would be the best delivery system(s) for the above-listed jobs?


  1. Entry-level machine operator—Assuming that there is excessive pressure to produce immediately, then it might be best to take the new worker out of the production environment and use a vestibule system. A primary advantage of the vestibule system is that it removes the employee from the pressure of having to produce while learning. The emphasis is focused on learning the skills required by the job.


  1. Systems analyst—It is likely that a considerable amount of formal training proceeded the hiring of the systems analyst so colleges and universities or the use of online e-learning may be the best delivery system. After hiring the analyst, the corporate university may be used as the delivery system.


  1. Salesperson for a new automobile dealership—There will be a certain amount of interaction between a dealership sales manager and the new salesperson. Much of the training for this individual would be in getting the new hire knowledgeable about product knowledge for his or her products and the products of the competitors. Therefore, the use of a corporate university or video media would likely be best.


8-3.      E-learning creates a situation in which training may be quite different from that which existed in the past. What might be some pros and cons for using e-learning in training and development practice?


Discussion Question in MyManagementLab. Student responses will vary.





  • Define training and development.


            Training: Designed to permit learners to acquire knowledge and skills needed for their present jobs.


            Development: Learning that goes beyond today’s job and has a more long-term focus.


  • What is a learning organization?



A learning organization is a firm that recognizes the critical importance of continuous performance-related T&D and takes appropriate action. A learning management system moves beyond delivering tactical training projects to initiating learning programs aligned to strategic corporate goals.


  • What are the steps in the T&D process?


Major adjustments in the external and internal environments necessitate corporate change. First, an organization must determine their specific training needs. Then specific objectives need to be established. The objectives might be quite narrow if limited to the supervisory ability of a manager, or they might be broad enough to include improving the management skills of all first-line supervisors. In exemplary organizations, there is a close link between the firm’s strategic mission and the objectives of the T&D program. Review and periodic updating of these objectives is necessary to ensure that they support the changing strategic needs of the organization. After setting the T&D objectives, management can determine the appropriate methods and the delivery system to be used. Naturally, management must continuously evaluate T&D to ensure its value in achieving organizational objectives.


  • What are the various training and development methods? Briefly describe each.


Instructor-led: Continue to be effective for many types of T&D.


E-learning:</KT><LINK LINKEND="MN2.07.026"><SIDEIND NUM="26" ID="MN2.07.026"/></LINK> T&D method for online instruction.


Case study: T&D method in which trainees are expected to study the information provided in the case and make decisions based on it.


Behavior modeling: T&D method that permits a person to learn by copying or replicating behaviors of others to show managers how to handle various situations.


Role-playing: T&D method in which participants are required to respond to specific problems they may encounter in their jobs by acting out real-world situations.


Training games: Games are a type of experiential learning which are quite useful to aid in the group dynamic process. Games encourage learner involvement and stimulate interest in the topic.


In-basket training: T&D method in which the participant is asked to establish priorities for and then handle a number of business papers, e-mail messages, memoranda, reports, and telephone messages that would typically cross a manager’s desk.


On-the-job training: Informal T&D method that permits an employee to learn job tasks by actually performing them.


Apprenticeship training: Training method that combines classroom instruction with on-the-job training.


  • What are the various training and development delivery systems? Briefly describe each.


Corporate universities: T&D delivery system provided under the umbrella of the organization.


Colleges and universities: For decades, colleges and universities have been the primary means for training professional, technical, and management employees.


Community colleges: Publicly-funded higher education establishments that provide vocational training and associate degree programs.


Online higher education: Formal educational opportunities including degree and training programs that are delivered, either entirely or partially, via the Internet.


Vestibule system: T&D delivery system that takes place away from the production area on equipment that closely resembles equipment actually used on the job.


Video media: Use of video media such as DVDs, videotapes, and film clips continues to be popular training delivery systems.


Simulators: T&D delivery system comprised of devices or programs that replicate actual job demands.


  • How is social networking used in informal training?


Many organizations are using social networking and collaborative tools to enable informal learning. Informal learning often takes place outside the corporate training departments. It does not necessarily follow a specified curriculum and often begins accidentally. It is experienced directly in the course of everyday life or work. By embracing informal learning, learners may be more motivated to gain knowledge. Thus, informal learning has surfaced as an important part of employee development.


  • Define orientation, and explain the purposes of orientation.


Orientation: Initial T&D effort to inform new employees about the company, the job, and the work group.  Orientation acquaints employees with the employment situation, company policies and rules, compensation, and corporate culture.


  • What are some metrics for evaluating training and development?


Reactions: Evaluating a T&D program by asking the participants’ opinions of it is an inexpensive approach that provides an immediate response and suggestions for improvements.


Learning: Some organizations administer tests to determine what the participants in the T&D program have learned.


Behavior: Tests may indicate fairly accurately what has been learned, but they give little insight into desired behavioral changes. Transfer of training refers to the extent to which an employee generalizes knowledge and skills learned in training to the workplace.


Organizational results: Typically, training outcomes such as enhanced productivity, lower costs, and higher product or service quality.  Benchmarking is the process of monitoring and measuring a firm’s internal processes, such as operations, and then comparing the data with information from companies that excel in those areas.


  • Define career. Why is it important for individuals to conduct career planning?


Career: General course that a person chooses to pursue throughout his or her working life.


Career planning is an ongoing process whereby an individual sets career goals and identifies the means to achieve them. Individuals in today’s job market must truly manage their careers. Career planning should not concentrate only on advancement opportunities, since the present work environment has reduced many of these opportunities.


  • What is the process of developing a strength/weakness balance sheet?


To use a strength/weakness balance sheet, the individual lists strengths and weaknesses as he or she perceives them. This is quite important, because believing, for example, that a weakness exists even when it does not can equate to a real weakness. The mechanics for preparing the balance sheet are quite simple. To begin, draw a line down the middle of a sheet of paper. Label the left side Strengths and the right side Weaknesses. Record all perceived strengths and weaknesses.


  • Why is it important for a firm to conduct career development?


Discussion Question in MyManagementLab. Student responses will vary.


  • What are some career development methods?


Career development methods include manager/employee self-service, discussions with knowledgeable individuals, company material, performance-appraisal system, and workshops.


  • What are the various career paths that individuals may use?


Traditional career path: Employee progresses vertically upward in the organization from one specific job to the next.


Network career path: Method of career progression that contains both a vertical sequence of jobs and a series of horizontal opportunities.


Lateral skill path: Career path that allows for lateral moves within the firm, taken to permit an employee to become revitalized and find new challenges.


Dual-career path: Career path that recognizes that technical specialists can and should be allowed to contribute their expertise to a company without having to become managers.


Adding Value to Your Career: The better an employee’s qualifications, the greater the opportunities he or she has with their present firm and in the job market. A person must discover what companies need, then develop the skills necessary to meet these needs as defined by the marketplace.


Demotion: Process of moving a worker to a lower level of duties and responsibilities, which typically involves a reduction in pay.


Free agents: People who take charge of all or part of their careers by being their own bosses or by working for others in ways that fit their particular needs or wants.


  • Define management development. Why is it important?


Management development consists of all learning experiences provided by an organization resulting in upgrading skills and knowledge required in current and future managers. A firm’s future lies primarily in the hands of its management. This group performs the essential functions necessary for the organization to survive and prosper.


  • Distinguish between mentoring and coaching. What is reverse mentoring?


Mentoring: Approach to advising, coaching, and nurturing, for creating a practical relationship to enhance individual career, personal, and professional growth and development.


Coaching: Often considered a responsibility of the immediate boss, who provides assistance, much like a mentor. The coach has greater experience or expertise than the protégé and is in the position to offer wise advice. Coaching has become an excellent way to develop executives.


Reverse mentoring: A process in which older employees learn from younger ones.


  • Define each of the following: a. organization development, b. survey feedback,
  1. quality circles, and d. team building.


Discussion Question in MyManagementLab. Student responses will vary.


  • How is the focus on training and development in the United States different than in other countries?


Training in the world stage presents additional issues.  For example, some countries use specific models such as apprenticeship training.  Language and cultural differences play an important role in whether training initiatives are successful.





HRM Incident 1: Training at Keller-Globe


Lou McGowen was worried as she approached the training director’s office. She supervises six punch press operators at Keller-Globe, a maker of sheet metal parts for the industrial refrigeration industry. She had just learned that her punch presses would soon be replaced with a continuous-feed system that would double the speed of operations. She was thinking about how the workers might feel about the new system when the training director, Bill Taylor, opened the door and said, “Come on in, Lou. I’ve been looking forward to seeing you.”

            After a few pleasantries, Lou told Bill of her concerns. “The operators really know their jobs now. But this continuous-feed system is a whole new ball game. I’m concerned, too, about how the workers will feel about it. The new presses are going to run faster. They may think that their job is going to be harder.”

            Bill replied, “After talking with the plant engineer and the production manager, I made a tentative training schedule that might make you feel a little better. I think we first have to let the workers know why this change is necessary. You know that both of our competitors changed to this new system last year. After that, we will teach your people to operate the new presses.”

            “Who’s going to do the teaching?” Lou asked. “I haven’t even seen the new system.”

            “Well, Lou,” said Bill, “the manufacturer has arranged for you to visit a plant with a similar system. They’ll also ship one of the punch presses in early so you and your workers can learn to operate it.”

            “Will the factory give us any other training help?” Lou asked.

            “Yes, I have asked them to send a trainer down as soon as the first press is set up. He will conduct some classroom sessions and then work with your people on the new machine.”

            After further discussion about details, Lou thanked Bill and headed back to the production department. She was confident that the new presses would be a real benefit to her section and that her workers could easily learn the skills required.




  • Evaluate Keller-Globe’s approach to training.


Keller-Globe evidently has a good understanding on what effective training involves. The training director is heavily involved in the entire process. Evidently there is considerable support for training and that usually means that training is a priority for top management. Also, it is evident that the training manager wants to make the job of the line manager, Lou, easier. The training that Lou and her workers will receive is a form of just-in-time training. It is obvious that the training director at Keller-Globe is a true professional in his approach to training.


  • How might the use of social media assist Lou in training her employees?


Today’s employees interact, learn, and work in much different ways and styles than in the not-so-distant past. Many organizations are using social networking and collaborative tools to enable informal learning.  Informal learning often takes place outside the corporate training departments. It does not necessarily follow a specified curriculum and often begins accidentally. It is experienced directly in the course of everyday life or work. By embracing informal learning, learners may be more motivated to gain knowledge. Thus, informal learning has surfaced as an important part of employee development.  Lou might want to identify one of her best workers to communicated training tips through Twitter.


HRM Incident 2: There’s No Future Here!


            “Could you come to my office for a minute, Bob?” asked Terry Geech, the plant manager.

            “Sure, be right there,” said Bob Glemson. Bob was the plant's quality control director. He had been with the company for four years. After completing his degree in mechanical engineering, he worked as a production supervisor and then as a maintenance supervisor prior to moving to his present job. Bob thought he knew what the call was about.

            “Your letter of resignation catches me by surprise,” began Terry. “I know that Wilson Products will be getting a good person, but we sure need you here, too.”

            “I thought about it a lot,” said Bob, “but there just doesn't seem to be a future for me here.”

             “Why do you say that?” asked Terry.

             “Well,” replied Bob, “the next position above mine is yours. Since you're only 39, I don't think it's likely that you'll be leaving soon.”

            “The fact is that I am leaving soon,” said Terry. “That's why it's even more of a shock to learn that you're resigning. I think I'll be moving to the corporate office in June of next year. Besides, the company has several plants that are larger than this one, and we need good people in those plants from time to time, both in quality control and in general management.”

            “Well, I heard about an opening in the Cincinnati plant last year,” said Bob, “but by the time I checked, the job had already been filled. We never know about opportunities in the other plants until we read about the incumbent in the company paper.”

            “All this is beside the point now. What would it take to get you to change your mind?” asked Terry.

            “I don't think I will change my mind now,” replied Bob, “because I've given Wilson Products my word that I'm going to join them.”




  • Evaluate the career planning and development program at this company.


The program is practically nonexistent. Bob, apparently, could have been retained had he known the opportunities that existed, both in his old plant and in other company plants. Even if no objective career planning was done, it would be a simple matter to keep employees advised of developing job opportunities.


  • What actions might have prevented Bob's resignation?


Probably if Terry had been as interested in Bob's future all along as he was at the end, there would have been no problem. Terry might not have been at liberty to tell Bob of his future plans, but the job opening in Cincinnati could have been publicized. Even now, Terry could pursue the matter further if Bob really wants to stay with the company. It is likely that Bob’s new prospective employer will be willing to cancel the contract if Bob were to ask.








Human Resource Management
Human Resource Management, 15th Edition, 2017, Gary Dessler,
Strategic Compensation: A Human Resource Management Approach, 9th Edition, 2017, Joseph J. Martocchio
Fundamentals of Human Resource Management, 4th Edition, 2016, Gary Dessler
Human Resource Management, 14th Edition, 2016, R. Wayne Dean Mondy, Retired, Joseph J. Martocchio
Mastering Project Human Resource Management: Effectively Organize and Communicate with All Project Stakeholders, 2015, Harjit Singh
Managing Human Resources, 8th Edition, 2016, Luis R. Gomez-Mejia, David B. Balkin, Robert L. Cardy


PART 1: Setting the Stage for Strategic Compensation
1. Strategic Compensation: A Component of Human Resource Systems
2. Contextual Influences on Compensation Practice
PART 2: Bases for Pay
3. Seniority Pay and Merit Pay
4. Incentive Pay
5. Person-Focused Pay
PART 3: Designing Compensation Systems
6. Building Internally Consistent Compensation Systems
7. Market-Competitive Compensation Systems
8. Building Pay Structures that Recognize Employee Contributions
PART 4: Employee Benefits
9. Discretionary Benefits
10. Legally-Required Benefits
PART 5: Contemporary Strategic Compensation Challenges
11. Compensating Executives
12. Compensating the Flexible Workforce
PART 6: Compensation Around the World
13. Compensating Expatriates
14. Pay and Benefits outside the United States
15. Challenges Facing Compensation Professionals
Managing Human Resources Today
Managing Equal Opportunity and Diversity
Human Resource Strategy and Analysis
Job Analysis and Talent Management
Personnel Planning and Recruiting
Selecting Employees
Training and Developing Employees
Performance Management and Appraisal
Managing Careers
Developing Compensation Plans
Pay for Performance and Employee Benefits
Maintaining Positive Employee Relations
Labor Relations and Collective Bargaining
Improving Occupational Safety, Health, and Risk Management
Managing HR Globally
Managing Human Resources in Small and Entrepreneurial Firms
PHR and SPHR Knowledge Base
Comprehensive Cases
Human Resource Management: An Overview
Business Ethics and Corporate Social Responsibility
Equal Employment Opportunity, Affirmative Action, and Workforce Diversity
Strategic Planning, Human Resource Planning, and Job Analysis
Performance Management and Training
Performance Management and Appraisal
Training and Development
Direct Financial Compensation (Core Compensation)
Indirect Financial Compensation (Employee Benefits)
Labor Relations, Employee Relations, Safety, and Health
Labor Unions and Collective Bargaining
Internal Employee Relations
Employee Safety, Health, and Wellness
Operating in a Global Environment
Global Human Resource Management
Lectures, Test Bank, Case Study, Video Guides
Equal Opportunity,
Recruitment, Placement, Talent Management,
Job Analysis, Talent Management Process,
Personnel Planning, Recruiting,
Employee Testing, Selection,
Training, Development,
Developing Employees,
Performance Management, Appraisal,
Managing Careers, Retention,
Establishing Strategic Pay Plans,
Pay for Performance, Financial Incentives,
Benefits, Services,
Labor Relations,
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