MG 202 Fisher College Talent Management for Competitive Advantage Case Study Paper No plagiarism, APAPlease answer the following case
study on the assignment section of Blackboard using the attached Guidelines for
Case Study Analysis. The heading should contain your name, the words
“Case Study, test #4” and the date. The completed case study must be submitted
on or before the day of your test. You may only choose 1 of the 3 case studies
to answer: MG 202 Human Resource Management – Test #4 Case Study
Please answer the following case study on the assignment section of
Blackboard using the attached Guidelines for Case Study Analysis. The
heading should contain your name, the words “Case Study, test #4” and
the date. The completed case study must be submitted on or before the
day of your test. You may only choose 1 of the 3 case studies to answer:
Textbook p. 391 “Taking Responsibility”
Textbook pp. 419-420 “Managing Talent”
Textbook pp. 456-457 “HR in Small Business”
GUIDELINES FOR WRITING A CASE STUDY ANALYSIS
A case study analysis requires you to investigate a business problem, examine the alternative solutions, and propose
the most effective solution using supporting evidence.
Preparing the Case
Before you begin writing, follow these guidelines to help you prepare and understand the case study:
Read (or view) and examine the case thoroughly
• Take notes, highlight relevant facts, underline key problems.
Focus your analysis
• Identify two to five key problems
• Why do they exist?
• How do they impact the organization?
• Who is responsible for them?
Uncover possible solutions
• Review course readings, discussions, outside research, your experience.
Select the best solution
• Consider strong supporting evidence, pros, and cons: is this solution realistic?
Drafting the Case
Once you have gathered the necessary information, a draft of your analysis should include these sections:
• Identify the key problems and issues in the case study.
• Formulate and include a thesis statement, summarizing the outcome of your analysis in 1–2
• Set the scene: background information, relevant facts, and the most important issues.
• Demonstrate that you have researched the problems in this case study.
• Outline possible alternatives (not necessarily all of them)
• Explain why alternatives were rejected
• Why are alternatives not possible at this time?
• Provide one specific and realistic solution
• Explain why this solution was chosen
• Support this solution with solid evidence
• Concepts from class (text readings, discussions, lectures)
• Outside research
• Personal experience (anecdotes)
• Determine and discuss specific strategies for accomplishing the proposed solution.
• If applicable, recommend further action to resolve some of the issues
• What should be done and who should do it?
Finalizing the Case
After you have composed the first draft of your case study analysis, read through it to check for any gaps or
inconsistencies in content or structure: Is your thesis statement clear and direct? Have you provided solid evidence?
Is any component from the analysis missing?
When you make the necessary revisions, proofread and edit your analysis before submitting the final draft.
Noe | Hollenbeck | Gerhart | Wright
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Human Resource Management
Human Resource Management
Raymond A. Noe
The Ohio State University
John R. Hollenbeck
Michigan State University
University of Wisconsin–Madison
Patrick M. Wright
University of South Carolina
FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT, SIXTH EDITION
Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Copyright © 2016
by McGraw-Hill Education. All rights reserved. Printed in the United States of America. Previous
editions © 2014, 2011, and 2009. No part of this publication may be reproduced or distributed in
any form or by any means, or stored in a database or retrieval system, without the prior written
consent of McGraw-Hill Education, including, but not limited to, in any network or other
electronic storage or transmission, or broadcast for distance learning.
Some ancillaries, including electronic and print components, may not be available to customers
outside the United States.
This book is printed on acid-free paper.
1 2 3 4 5 6 7 8 9 0 DOW/DOW 1 0 9 8 7 6 5
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All credits appearing on page or at the end of the book are considered to be an extension of the
Library of Congress Cataloging-in-Publication Data
Noe, Raymond A.
Fundamentals of human resource management / Raymond A. Noe, John R.
Hollenbeck, Barry Gerhart, Patrick M. Wright.—Sixth edition.
ISBN 978-0-07-771836-7 (alk. paper)
1. Personnel management. I. Title.
The Internet addresses listed in the text were accurate at the time of publication. The inclusion of a
website does not indicate an endorsement by the authors or McGraw-Hill Education, and McGrawHill Education does not guarantee the accuracy of the information presented at these sites.
In tribute to the lives of Raymond and Mildred Noe
To my parents, Harold and Elizabeth, my wife, Patty, and
my children, Jennifer, Marie, Timothy, and Jeffrey
To my parents, Robert and Shirley, my wife, Heather, and
my children, Chris and Annie
To my parents, Patricia and Paul, my wife, Mary, and my
sons, Michael and Matthew
About the Authors
Raymond A. Noe is the Robert and Anne
Hoyt Designated Professor of Management at The
Ohio State University. He was previously a professor in the Department of Management at Michigan
State University and the Industrial Relations Center
of the Carlson School of Management, University
of Minnesota. He received his BS in psychology
from The Ohio State University and his MA and
PhD in psychology from Michigan State University.
Professor Noe conducts research and teaches
undergraduate as well as MBA and PhD students
in human resource management, managerial skills,
quantitative methods, human resource information
systems, training, employee development, and organizational behavior. He has published articles in the
Academy of Management Annals, Academy of Management Journal, Academy of Management Review, Journal
of Applied Psychology, Journal of Vocational Behavior,
and Personnel Psychology. Professor Noe is currently
on the editorial boards of several journals including
Personnel Psychology, Journal of Applied Psychology, and
Journal of Organizational Behavior. Professor Noe has
received awards for his teaching and research excellence, including the Ernest J. McCormick Award for
Distinguished Early Career Contribution from the
Society for Industrial and Organizational Psychology. He is also a fellow of the Society of Industrial
and Organizational Psychology.
John R. Hollenbeck holds the positions of
University Distinguished Professor at Michigan
State University and Eli Broad Professor of Management at the Eli Broad Graduate School of Business Administration. Dr. Hollenbeck received his
PhD in Management from New York University in
1984. He served as the acting editor at Organizational Behavior and Human Decision Processes in 1995,
the associate editor of Decision Sciences from 1999
to 2004, and the editor of Personnel Psychology from
1996 to 2002. He has published over 90 articles and
book chapters on the topics of team decision making
and work motivation. According to the Institute for
Scientific Information, this body of work has been
cited over 3,000 times by other researchers. Dr.
Hollenbeck has been awarded fellowship status in
both the Academy of Management and the American Psychological Association, and was recognized
with the Career Achievement Award by the HR
Division of the Academy of Management (2011) and
the Early Career Award by the Society of Industrial
and Organizational Psychology (1992). At Michigan
State, Dr. Hollenbeck has won several teaching
awards including the Michigan State Distinguished
Faculty Award, the Michigan State Teacher-Scholar
Award, and the Broad MBA Most Outstanding
About the Authors
Barry Gerhart is Professor of Management
and Human Resources and the Bruce R. Ellig
Distinguished Chair in Pay and Organizational
Effectiveness, School of Business, University of
Wisconsin-Madison. He has also served as department chair or area coordinator at Cornell, Vanderbilt, and Wisconsin. His research interests include
compensation, human resource strategy, international human resources, and employee retention.
Professor Gerhart received his BS in psychology from Bowling Green State University and his
PhD in industrial relations from the University of
Wisconsin-Madison. His research has been published in a variety of outlets, including the Academy
of Management Annals, Academy of Management Journal, Annual Review of Psychology, International Journal
of Human Resource Management, Journal of Applied
Psychology, Management and Organization Review,
and Personnel Psychology. He has co-authored two
books in the area of compensation. He serves on
the editorial boards of journals such as the Academy
of Management Journal, Industrial and Labor Relations Review, International Journal of Human Resource
Management, Journal of Applied Psychology, Journal of
World Business, Management & Organization Review,
and Personnel Psychology. Professor Gerhart is a past
recipient of the Heneman Career Achievement
Award, the Scholarly Achievement Award, and of
the International Human Resource Management
Scholarly Research Award, all from the Human
Resources Division, Academy of Management. He is
a Fellow of the Academy of Management, the American Psychological Association, and the Society for
Industrial and Organizational Psychology.
Patrick M. Wright is the Thomas C. Vandiver
Bicentennial Chair in the Darla Moore School of
Business at the University of South Carolina. Prior
to joining USC, he served on the faculties at Cornell
University, Texas A&M University, and the University of Notre Dame.
Professor Wright teaches, conducts research, and
consults in the area of Strategic Human Resource
Management (SHRM), particularly focusing on
how firms use people as a source of competitive
advantage and the changing nature of the Chief
HR Officer role. For the past eight years he has
been studying the CHRO role through a series of
confidential interviews, public podcasts, small discussion groups, and conducting the HR@Moore
Survey of Chief HR Officers. In addition, he is the
faculty leader for the Cornell ILR Executive Education/NAHR program, “The Chief HR Officer:
Strategies for Success,” aimed at developing potential successors to the CHRO role. He served as the
lead editor on the recently released book, The Chief
HR Officer: Defining the New Role of Human Resource
Leaders, published by John Wiley and Sons.
He has published more than 60 research articles
in journals as well as more than 20 chapters in books
and edited volumes. He is the Incoming Editor at
the Journal of Management. He has coedited a special
issue of Research in Personnel and Human Resources
Management titled “Strategic Human Resource
Management in the 21st Century” and guest edited
a special issue of Human Resource Management
Review titled “Research in Strategic HRM for the
He has conducted programs and consulted for a
number of large organizations, including Comcast,
Royal Dutch Shell, Kennametal, Astra-Zeneca, BT,
and BP. He currently serves as a member on the
Board of Directors for the National Academy of
Human Resources (NAHR). He is a former board
member of HRPS, SHRM Foundation, and World
at Work (formerly American Compensation Association). In 2011, 2012, and 2013 he was named by
HRM Magazine as one of the 20 “Most Influential
Thought Leaders in HR.”
Managing human resources is a critical component of any company’s overall mission to provide value to customers, shareholders, employees, and the community in
which it does business. Value includes profits as well as employee growth and satisfaction, creation of new jobs, contributions to community programs, and protection of
the environment. All aspects of human resource management, including acquiring,
preparing, developing, and compensating employees, can help companies meet their
daily challenges, create value, and provide competitive advantages in the global marketplace. In addition, effective human resource management requires an awareness
of broader contextual issues affecting business, such as the economy, legislation, and
Both the media and academic research show that effective HRM practices result
in greater value for shareholders and employees. For example, the human resource
practices at companies such as Google, SAS, The Boston Consulting Group, Edward
Jones, and Quicken Loans helped them earn recognition on Fortune magazine’s
recent list of “The Top 100 Companies to Work For.” This publicity creates a positive vibe for these companies, helping them attract talented new employees, motivate
and retain current employees, and make their products and services more desirable
Our Approach: Engage, Focus, and Apply
Following graduation, most students will find themselves working in businesses or
not-for-profit organizations. Regardless of position or career aspirations, their role in
directly managing other employees or understanding human resource management
practices is critical for ensuring both company and personal success. As a result, Fundamentals of Human Resource Management, Sixth Edition, focuses on human resource
issues and how HR is used at work. Fundamentals is applicable to both HR majors and
students from other majors or colleges who are taking an HR course as an elective or
Our approach to teaching human resource management involves engaging students
in learning through the use of real-world examples and best practices; focusing them
on important HR issues and concepts; and applying what they have learned through
chapter features and end-of-chapter exercises and cases. Students not only learn about
best practices but are actively engaged through the use of cases and decision making.
As a result, students will be able to take what they have learned in the course and apply
it to solving HRM problems they will encounter on the job.
As described in the guided tour of the book that follows, each chapter includes several different pedagogical features. “Best Practices” provides examples of companies
whose HR activities work well. “HR Oops!” highlights HRM issues that have been
handled poorly. “Did You Know?” offers interesting statistics about chapter topics and
how they play out in real-world companies. “HRM Social” demonstrates how social
media and the Internet can be useful in managing HR activities in any organization.
“Thinking Ethically” confronts students with issues that occur in managing human
resources. For this new edition, we have added questions to each of the features to
assist students with critical thinking and to spark classroom discussions.
Fundamentals also assists students with learning “How to” perform HR activities,
such as writing effective HR policies, being strategic about equal employment opportunities, and making the most of HR analytics. These are all work situations students are
likely to encounter as part of their professional careers. The end-of-chapter cases focus
on corporate sustainability (“Taking Responsibility”), managing the workforce (“Managing Talent”), and HR activities in small organizations (“HR in Small Business”).
Organization of the Sixth Edition
Based on user and reviewer feedback, we have made several changes to the chapter
organization for the Sixth Edition. The chapter on developing human resources now
concludes Part 2, and the chapter on creating and maintaining high-performance
organizations has been moved up to open Part 3. We believe these changes will help
strengthen the discussion of key concepts.
Part 1 (Chapters 1–4) discusses the environmental forces that companies face in
trying to manage human resources effectively. These forces include economic, technological, and social trends; employment laws; and work design. Employers typically
have more control over work design than trends and equal employment laws, but all of
these factors influence how companies attract, retain, and motivate human resources.
Chapter 1 discusses why HRM is a critical component to an organization’s overall success. The chapter introduces HRM practices and the roles and responsibilities of HR
professionals and other managers in managing human resources.
Some of the major trends discussed in Chapter 2 include how workers continue to
look for employment as the U.S. economy recovers from recession and how the recovery has motivated employees to look for new jobs and career opportunities. The chapter also highlights the greater availability of new and less expensive technologies for
HRM, including social media and the Internet; the growth of HRM on a global scale
as more U.S. companies expand beyond national borders; the types of skills needed for
today’s jobs; and the importance of aligning HRM with a company’s overall strategy to
gain competitive advantage. Chapter 3 provides an overview of the major laws affecting employees and the ways organizations can develop HR practices that comply with
the laws. Chapter 4 highlights how jobs and work systems determine the knowledge,
skills, and abilities that employees need to perform their jobs and influence employees’ motivation, satisfaction, and safety at work. The chapter also discusses the process
of analyzing and designing jobs.
Part 2 (Chapters 5–8) deals with acquiring, training, and developing human
resources. Chapter 5 discusse…
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MG 202 Fisher College Talent Management for Competitive Advantage Case Study Paper No plagiarism, APAPlease answer the following case