Human Resource Management 11th Edition Noe Solutions Manual All Chapters
Human Resource Management 11th Edition Noe Solutions Manual All Chapters
Human Resource Management 11th Edition Noe Solutions Manual All Chapters
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Human Resource Management: Gaining a Competitive Advantage, 11e Instructor’s Manual
This chapter continues to build from previous chapters by focusing on employee development and
its role within the organization (LO9-1) as well for the careers and growth of employees. Table 9.1
may help to illustrate the distinction of both training and development, yet how they both are
interrelated. Within this discussion, LO9-2 and LO9-3 may be introduced, as both bring into focus
how employee goals and corporate objectives may be bridged for the benefit of both. Figure 9.1 on
may be employed to better illustrate the process and responsibilities of both. LO9-5 and LO9-6 may
then be introduced, as both are related to the skill development of employees. Discussion of these 2
LOs within the context of performance management can help aid in student understanding. LO9-4,
then, could be discussed as a way to illustrate different methods for developing employees.
Instructors may wish to introduce LO9-10 as a method for identifying and selecting employees.
LO9-7, LO9-8, and LO9-9 may then be introduced within the examples of succession planning and
leadership identification. Instructors may then wish to revisit these three objectives and discuss
how they apply to all employees within the organization, and how strong training, development,
and performance management practices are strategic imperatives for organizations.
Learning Objectives
LO 9-1: Explain how employee development contributes to strategies related to employee
retention, developing intellectual capital, and business growth.
LO 9-5: Relate how assessment of personality type, work behaviors, and job performance can be
used for employee development.
LO 9-6: Explain how job experiences can be used for skill development.
LO 9-9: Discuss what companies are doing to melt the glass ceiling.
LO 9-10: Use the 9-box grid for identifying where employees fit in a succession plan and construct
appropriate development plans for them.
This chapter contains content which may be identified within the following content areas in HR
Expertise:
• Strategic HR Planning
• Employee Engagement & Retention
• Learning & Development
• Structure of the HR Function
• Organizational Effectiveness & Development
• Workforce Management
• Technology Management
• Diversity & Inclusion
This chapter contains content which may be identified within the following content areas:
• Business Management & Strategy
• Human Resource Development
Discussion Question 1: Assessment could be used to create a productive work team by selecting
individuals who would work well together. Also, assessment would help individuals understand
themselves and their work style so that they can better understand their reactions to others.
Assessment can also help match teams with assignments that allow them to capitalize on their
preferences and strengths.
Discussion Question 4: Rationale should apply assessments, which are valid and reliable as
discussed in previous chapters, relating to the job responsibilities as outlined in the question.
Discussion Question 5: Some ways that an employee’s current job could be changed to develop his
or her leadership skills include job rotation assignments, enlarging the current job by adding
challenges or new responsibilities, and transfers or promotions. Also, the current employees could
be sent to workshops updating them on the various management skills where they have to interact
and participate to gain a feeling for the different management skills when in practice.
Discussion Question 7: A sabbatical is a leave of absence from the company for personal
reflection, renewal, and skill development.
Discussion Question 8: Coaching is when a peer or manager works with an employee to motivate
him, help him develop skills, and provide reinforcement and feedback. Coaching may take on three
different forms. One role is the one-on-one with an employee, which includes giving them feedback.
The second role is to help employees learn for themselves which involves helping them find experts
who can assist them with their concerns and teaching them how to obtain feedback from others.
The third role includes providing resources such as mentors, courses, or job experiences that the
employee may not be able to gain access to without the coach’s help.
Discussion Question 9: Managers may be reluctant to coach their employees because they would
rather avoid confrontation. Managers may not feel comfortable with their skill set, nor with the
relationship between the employee, or just simply may feel as though they do not have the time.
Discussion Question 10: Some benefits would include improved employee morale if employees
feel that the company cares about their careers, better career planning for the company, a better fit
with the company and the employees, and so on. The risks are that employees may decide to
change careers and leave the company after the company has spent time and money training them.
Discussion Question 11: The manager’s role in a career management system include self-
assessment, reality check, goal setting, and action planning. Students may vary regarding which is
more difficult, however, a common theme may be when the manager must confront the employee.
Discussion Question 12: An example of a 9-box grid is Figure 9.5. They are useful in identifying
talented employees who can be groomed for top-level management positions in the company by
comparing employees within one department, function, division, or the entire company and
identifying what talent might be missing from the firm as well.
Discussion Question 13: Student answers may vary. Mentoring programs would work better for
unknown leaders, while transfers may be suggested for arrogant leaders.
Exercising Strategy:
Leadership Development at HITT Contracting
1) Student responses may identify how professional development and career management can
occur through the mentorship and learning opportunities. Students may then link this to the
ability to meet business outcomes.
2) Students may identify several interpersonal skills; however, they should link the specific
skill and the competency model mentioned within the passage. Others may identify specific
skill or learning opportunities related to the industry.
Managing People:
Employee Development at ESPN
1) Development plans usually include descriptions of strengths and weaknesses, career goals,
and development activities for reaching the career goal. An effective development plan
focuses on development needs that are most relevant to the organization’s strategic
objectives.
2) While the responses to this question may vary, students should identify the fact that
identifying individuals with leadership potential requires the organization to recognize
alignment with their own strategic goals and objectives. The 9-box grid (Figure 9.5) should
be identified, as well as that such a tool can be connected to the organization’s performance
management practices.
3) Students may identify how ESPNs core business is difficult to learn through courses, and
that employees are better served through developmental experiences, which may lend itself
to saving money in the face of lay-offs.
HR in Small Business:
How Service Express Serves Employees First
1) Students may express the opinion that it is protean, given the number of opportunities
available. Given the emphasis on the employees’ desires, students may discuss how while it
is development, it is focused on retention and job satisfaction.
2) Answers will vary, but students may generally recommend some development methods that
align with SEI’s strategy.
Instructors should note that at the end of Chapter 9 there is a “Look Back” section which, revisits
the case and asks 3 questions. Suggested guidance for each is as follows:
1) Students should discuss how the opportunities support 3M’s strategy of product
development. Thus, learning supports employees to create new and innovative products.
2) Students should recognize the imperative for the business to support all employee learning.
3) Responses may vary, but should activities the method with the strategy.
Integrity in Action
Development is More than Preparing for Promotion
Student responses should link the leadership behavior development with ethics. Responses to the
second question should identify the need to have ethical and moral employee actions at all levels of
an organization.
IV