How can companies use career programs to retain their most talented employees? How might these differ for the various generations at the workplace (e.g. gen Y, Gen X, Baby Boomers, Traditionalists)? What career programs would keep you employed at a particular firm?
> Why do unions sometimes have a positive impact on productivity?
> What are the major effects of unions on compensation?
> Should public employees of all types of jobs be allowed to strike?
> What do you see as the future trends for the field of training?
> A fast growing small business decides to hire a human resources manager for the first time. What steps should be taken next?
> Given the great economic incentives for plaintiffs’ attorneys today, why is the EEOC even necessary? Why can’t a person simply be allowed to sue without the involvement of the EEOC?
> In terms of EEO, how can customer requirements or preferences be used in hiring people?
> Would you be less likely to join an organization that required you to agree to binding arbitration regarding labor disputes and to waive your right to a jury trial?
> What steps would you take to prevent ADEA cases after a major restructuring or reduction in force?
> What will be the impact of the 2008 ADA Amendments Act? Explain your answer
> What is broadbanding and what does the latest research say about its effectiveness?
> Based on your reading of the major EEO laws, what information should an employer include in a personnel policies and procedures manual given to all employees?
> Describe the procedures required to file a discrimination lawsuits under the disparate impact and disparate treatment theories. How is adverse impact determined? Provide a scenario illustrating evidence of adverse impact in an employment decision.
> Compare and contrast unions in the United States, Germany, and Japan. How are they similar and different? What can they learn from one another?
> Why is it important to collect multiple criteria to assess the effectiveness of a training program? What if a company was insistent that only reactions needed to be collected? How might you convince them of the importance of also collecting learning, b
> How might a multinational corporation better prepare itself for dealing with the differing union environments in other countries?
> Should the government be allowed to intervene in strikes that are not a threat to national security or public welfare, in order to expedite their resolution? Why or why not?
> How would you use O*Net for developing job descriptions and specifications?
> Describe how union and management might prepare for labor negotiations. How are their preparations similar and different?
> Describe the sources of power brought to the bargaining table by both the union and management sides.
> Why is it advantageous for both the union and management to remain flexible during collective bargaining negotiations?
> Should companies be allowed to hire workers based on their attitudes toward unions?
> How might you involve customers in the development of job descriptions and job specifications? Are there any constraints on what customers can stipulate in job specifications?
> Should realistic job previews be applied to overseas assignments? If so, how would you go about constructing a realistic job preview for such an assignment? Pick one country and do a draft of an RJP for an assignment there.
> A CEO once told an HR consultant that organizational justice is a “touchy feely concept not related to anything important.” If you were the HR consultant, what would you say?
> Why is it important to assess the costs and benefits of training?
> To what extent would you be attracted to an organization that offered a variety of work arrangements such as flextime, telecommuting, four-day workweeks and job sharing?
> Should companies purchase software that shuts down all access terminated employees have to company equipment, credit cards, website access, and premises as soon as the termination takes effect? Why would a company need to purchase such software?
> How does a binding arbitration agreement work? Should companies be allowed to adopt a binding arbitration requirement for their current employees in which employees surrender their right to litigate employment disputes through the court system? Explain
> Should companies have the right to monitor all Internet “surfing” at work? How would you react if a company stipulated that no personal surfing is allowed and, if discovered, could result in termination?
> Pay expert Ed Lawler says pay the person, not the job. Explain what you think he means and how that would work.
> Critique market-pricing pay with the traditional approach to compensation. Which approach is more important for organizational effectiveness? Which approach would you implement and why?
> Do PAQ data provide sufficient argument of “job relatedness?” Explain.
> It has been proposed that HR managers should be more involved with compensation committees charged with determining executive pay packages. How should HR be involved?
> Research CEO pay on the Internet (try www.aflcio.org/paywatch and Graef Crystal’s column at www.bloomberg.com/columns). Identify persons you believe to be the most overpaid and underpaid and explain why. Determine if any new legislation or regulation co
> What is the most typical pay policy for expatriate assignments? How would you determine the entire pay package?
> What ideas do you have for training employees who are going on an international assignment? What about for those employees coming back to an organization after an international assignment? What issues would you discuss and what techniques would you rec
> Research current trends in defined contribution versus defined benefits programs. From the employer’s perspective, what program is preferable and why? Now, consider the employee’s perspective.
> Some argue that workers’ compensation programs and the FMLA have proven to be problematic laws for employers. Research these issues to determine the recent controversies and proposed solutions. Why are there so many lawsuits regarding overtime?
> Why is it important to integrate career development programs with other programs in organizations (e.g., performance appraisal, training, selection, compensation)? Offer some suggestions for how this can be done.
> What is the value of self-assessment for individual career planning and organizational career management? Why should employees seek feedback from others regarding their job performance and career plans? How could performance-appraisal information (360-
> Describe several career development programs that would be useful for individuals planning on making a career or job change. Suppose they have worked in one field for 7-10 years (e.g. engineering) and have decided to switch jobs (e.g. to consulting ).
> Describe the advantages and disadvantages of using interviews, observation, and questionnaires for collecting work analysis data.
> Recently, the role of managers has changed and today more are being called to be career “coaches” for their employees. What suggestions would you give to managers about what the new role involves? What is they say they don’t have time to be a career coa
> The “covenant of good faith and fair dealing” as related to employment-at-will implies that excellent performance over an extended period of time grants the performer a right to only be terminated for “just cause.” Research your state’s position in this
> What is the role of EEO in career development? What is the role of the training or career staff in designing and implementing career development programs?
> Should organizations adopt formal career development policies and programs? How do these programs affect their ability to be flexible in terms of staffing? How do they influence their ability to recruit employees?
> Distance learning is becoming the fastest-growing technique for training employees and students. Describe the benefits and drawbacks for distance learning for employees in the workforce. What would the advantages and disadvantages of a distance educati
> During troubled economic times (e.g. financial crisis), what advice would you give to today’s workers so that they could continue to thrive in their careers?
> Companies are increasingly expecting their employees to take international assignments, and yet they are not providing much career development for them while they are away and when they return. Why is it important to do? What recommendations would you
> With the increasing number of organizations experiencing downsizings and layoffs, it has become critical that they have career programs in place to assist out placed employees. What suggestions would you offer for the types of assistance that are needed
> Should organizations make special efforts to deal with career-family issues through part-time work, job-sharing, flextime, relocation assistance, and other programs? Should they also have special programs in place for employees who are not married nor p
> You have been contracted to deliver a training program for employees on generational differences in the workplace. You ask the CEO for the results of the needs assessment indicating that this training is needed. You are informed that no needs assessmen
> Suppose you are instructed to determine whether a training curriculum is needed to address literacy issues in the workplace. How would you conduct the needs assessment? Be specific about the techniques you would use to conduct an organizational, task an
> Describe a number of ideas for building motivation of trainees before and during a program. What suggestions would you offer for ensuring that trainees are motivated to transfer their skills after they leave the training and are back at their jobs?
> A group of 60 consultants in a large firm has just completed SAP and PeopleSoft training. You have been called in to evaluate the training. What might you do to evaluate the effectiveness of the training at this point (you were not able to collect any
> Suppose that you are going to design a training program for newly hired sales associates for a retail chain. Results from the needs assessment indicate that they will need training on company policies and procedures, selling clothing to customers, and h
> Some people say that employees already understand racial and sexual harassment and that we no longer need training for managers. What do you think? Why is this training needed or not needed? Defend your view. If you were to design a program, what would b
> Results from a preliminary company needs assessment indicate that managers have a negative opinion of the training offered by the firm, think the training is a waste of time, and are resistant to attend future training by the training staff. What additi
> Describe several advantages and disadvantages to using rating instruments that are based on comparisons among ratees’ performance, comparisons among anchors, and comparisons to anchors.
> Many managers describe performance appraisal as the responsibility that they like the least. Why is this? What could be done to improve the situation?
> Ford was accused of age discrimination based on the use of its forced-distribution rating system. What evidence would you investigate to test this allegation?
> As the work force becomes more diverse, why does performance appraisal become a more difficult process?
> Why has performance appraisal taken on increased significance in recent years?
> Why do you think businesses internationalize? Which forces are most influential and which are secondary forces?
> Deming and other quality experts think PFP is a bad idea. What do you think?
> How do differences in international HR management (IHRM) strategies affect the relative importance of each of the HR domains?
> As an employee, how would you react to a forced distribution rating system?
> Why should managers provide ongoing and frequent feedback to employees about their performance?
> Why are so many companies using 360-degree feedback systems? What are the benefits of such systems?
> Under what circumstances would you use customer or client evaluation as one basis for appraising employees?
> What steps would you take if your performance appraisal system resulted in disparate or adverse impact?
> Given that the validity of assessment centers and work samples are not significantly greater than that reported for cognitive ability tests, why would an organization choose the far more costly approaches?
> Discuss the advantages and disadvantages of performance testing and work samples. Under what circumstances would such tests be most appropriate?
> If you were given a personality test as part of an employment application process, would you answer the questions honestly or would you attempt to answer the questions based on your image of the "correct" way to answer? What implications does your respo
> When is a group-based PFP system better than an individual system?
> Under what circumstances would GMA or cognitive ability tests be appropriate for promotion decisions? Are there other methods that might be more valid?
> Some experts believe that if you have to use performance appraisals as the main source of data for a PFP system, you shouldn’t bother with the PFP system. What do you think?
> Why do you need tests of clerical ability? Couldn’t you just rely on a typing test and recommendations from previous employers?
> Think about two businesses: (1) a manufacturer of athletic gear and (2) a property and casualty insurance company. How might the internationalization of each of these companies differ from one another? What factors might account for these differences?
> Are GMA or cognitive ability tests more trouble than they are worth? Given that some minorities may score lower on such tests, would it be advisable to find some other method for predicting job success?
> Explain the difference between “actuarial” and “clinical” or “holistic” prediction.
> "The most efficient solution to the problem of interview validity is to do away with the interview and substitute paper and pencil measures." Do you agree or disagree? Explain.
> Contrast an unstructured interview with a situational or behavioral interview.
> Describe how an organization might improve the reliability and validity of interviews.
> What is stereotyping? Give examples of legal and illegal stereotypes.
> Why it is important to understand a systems model of training (needs assessment, development, and evaluation)? Which aspects are employers most likely to skip when developing training programs? Why is this a problem?
> What are the advantages and disadvantages of using home-country, host-country, and third-country nationals? Under what specific circumstances might an organization choose to utilize third-country nationals?
> Why is trust so important for PFP systems?
> If unions are to survive, what do you think they will have to do to attract and maintain members?
> If unions are to survive, what do you think they will have to do to attract and maintain members?
> Describe the business culture in Mexico.
> List six desired results of “ethics training programs” in terms of recommended business ethics policies/procedures in the firm.
> Discuss requirements of doing business in India.
> Do you believe strategic management should be more visible or hidden as a process in a firm? Explain.
> What is an initial public offering (IPO)? When is an IPO good for a company? Why did Facebook recently utilize an IPO? Was that a wise strategic move? Why?
> Describe the business culture in China.
> How can firm’s best ensure that their code of business ethics is read, understood, believed, remembered, and acted on rather than ignored?
> Compare Mintzberg’s notion of “crafting” strategies with this textbook’s notion of “gathering and assimilating information” to formulate strategies.
> What is Treasury Stock? When should a company purchase Treasury Stock?
