1.1. Traditionally, human resource management practices were developed and administered by the company%u0432%u0402%u2122s human resource department. Managers are now playing a major role in developing and implementing HRM practices. Why do you think non-HR managers are becoming more involved in developing and implementing HRM practices?

1.2. Staffing, training, compensation, and performance management are important HRM functions. How can each of these functions help companies succeed in meeting the global challenge, the challenge of using new technology, and the sustainability challenge?

1.3. Which HR practices can benefit by the use of social collaboration tools like Twitter and Facebook? Identify the HR practices and explain the benefits gained.

1.4. Do you agree with the statement %u0432%u0402%u045A Employee engagement is something companies should be concerned about only if they are making money%u0432%u0402%u045C? Explain.

1.5. What disadvantages might result from outsourcing HRM practices? From employee self-service? From increased line manager involvement in designing and using HR practices?

1.6. Which of Zappos%u0432%u0402%u2122 10 core values do you believe that human resource practices can influence the most? The least? Why? For each of the core values, identify the HR practices that are related to it. Explain how each of the HR practice (s) you identified is related to the core values.

1.7. What role can technology play in allowing employees to work at home? Do you believe that interaction using technology can replace interpersonal face-to face interaction between employees or between employees and their manager?

1.8. Look up descriptions of HR jobs by searching under %u0432%u0402%u045Ahuman resources%u0432%u0402%u045C in the latest edition of the Bureau of Labor statistics%u0432%u0402%u2122 Occupational Outlook Handbook (available online at www.bls.gov/OCO/). What position in the handbook best matches Dubin%u0432%u0402%u2122s job, as described in this case?

Chapter 2: Strategic Human Resource Management

2.1. Do you think that it is easier to tie human resources to the strategic management process in large or in small organizations? Why?

2.2. Consider one of the organizations you have been affiliated with. What are some examples of human resource practices that were consistent with that organization%u0432%u0402%u2122s strategy? What are examples of practices that were inconsistent with its strategy?

2.3. How can strategic management within the HRM department ensure that HRM plays an effective role in the company%u0432%u0402%u2122s strategic management process?

2.4. What types of specific skills (such as knowledge of financial accounting methods) do you think HR professionals will need to have the business, professional-technical, change management, and integrative competencies necessary in the future? Where can you develop each of these skills?

2.5. How does the experience of Delta Air Lines illustrate the interdependence between strategic decisions of %u0432%u0402%u045Ahow to compete%u0432%u0402%u045C and %u0432%u0402%u045Awith what to compete%u0432%u0402%u045C? Consider this with regard to both strategy formulation and strategy implementation.

2.6. If you were in charge of HRM for Delta Air Lines now, what would be your major priorities?

2.7. What are the major people issues that exist as Michael Dell retakes the reins at Dell?

2.8. How would HR help in addressing the issues that Dell faces?

2.9. Do you think that outsourcing would be harder on employees in a small company such as Radio Flyer that in a large corporation? Why or why not? How could HRM help to smooth the transition?