管理学学习资料：robbins_mgmt11_im12.docVIP

Chapter 12 Managing Human Resources Once an organization’s structure is in place, it’s time to find the people to fill the jobs that have been created. That’s where human resource management comes in. It’s an important task that involves getting the right number of the right people in the right place at the right time. Focus on the following learning outcomes as you read and study this chapter. LEARNING OUTCOMES 11.1 Explain the importance of the human resource management process and the external influences that might affect that process. 12.2 Discuss the tasks associated with identifying and selecting competent employees. 12.3 Explain the different types of orientation and training. 12.4 Describe strategies for retaining competent, high-performing employees. 12.5 Discuss contemporary issues in managing human resources. A MANAGER’S DILEMMA Throughout their careers in the business world, your students will likely hear managers say, “My most important resource is the people who work in this organization.” Indeed, the employees in every company are the lifeblood of the organization. By taking steps to ensure the health, safety, and general well-being of employees, a manager is taking care of not only the employees, but also the customers whom those employees serve. Today’s business organizations are becoming increasingly cognizant of the importance of having strong human resource management practices and policies. This chapter’s Manager’s Dilemma describes what recently happened at Ram Tool, a small family-owned manufacturing company in Grafton, Wisconsin. In a bad economy, layoffs are a common event. The decision that managers must make is one of organizational survival. While necessary, layoffs can be emotional for everyone. In this opening case, students see the stress experienced by Shelly Polum, the company’s vice president of administration, when she had to lay off four employees. At the end of the case, students are asked if this situation could have