ANSWER IN ORDER
In the first paragraph, describe Human Resource Management and summarize its activities
In the second paragraph, explain how companies use forms, interviews and tests to select an employee.
In the third paragraph, answer question 1, after reading the Business Dilemma.
In the fourth paragraph, answer question 2 of the business dilemma.
BUSINESS DILEMMA You're the Manager...What Would You Do? THE COMPANY: Turner Industries YOUR POSITION: Human Resource Manager THE PLACE: Jackson, Mississippi Turner Industries, a family-operated carpeting manu- facturer, was started 60 years ago just outside Jack- son, Mississippi. Today, the company is the third larg- t producer of carpeting i revenue over $2 billion, Turner employs over 6,000 workers at this now-massive facility. United States. With Five years ago, Turner developed an "Employee Initiative" program to instill commitment to customer satisfaction throughout the company. The company employees play a vital role in this program. A flat or- ganizational structure gi If-managed teams, significant authority and auton- omy. Production work teams can undertake training chedule work, and determine individual performance objectives. Any production process can be halted if an employee believes that quality is suffering or safety is Turner Industries is a family-run carpet manufacturing firm sippi that implements innovative human resource programs Turner's efforts at improving its management and human resource practices have allowed it to reduce the number of managers; lower its overall defect rate; ency, and customer satisfac amsformthecore of Turner's quality-improvement efforts. The company formed 25 "Proactive Teams" to and increase qualit address specific manufacturing and production cha- tion. Revenues have increased significantly over the enges. In addition, select teams work on ways to hance the relationship between Turner and its suppl and customers' needs, Turner has won over 20 qual ers. Each team is asked to review the company code of ity awards and was voted the outstanding employer ethics annually to determine how risk aged over the previous year and to suggest whether has been written about in the Top 200 Employers in the last four years. As a result of the focus on employees ma in the South in a regional competition. The company U.S., and its efforts to involve employees in determin been very successful, en sues not covered in the cod e developed. The teams, in general, respond to customers' com- ments, work on developing new products, and create hancing customer satisfaction and improving busine activities that bring employees together in social sit- performance uations (sporting activities, picnics, and fund-raising efforts for employee-supported charitie opportunities to affect the company, the teams demon- QUESTIONS As human resource manager, what employee characteristics might be used in the trate a fundamental commitment to customer satis- faction-even creating marketing opportunities that generate additional revenue 2. How might performance appraisal be done? Can Management and motivation of the work force require special care on the part of Turner's manage- ment. Training and recognition is key. In a single year, the company invests $3,000 per emplo ing. Recognition comes in the form of participation in eams, leadership opportunities, and interaction with top management team members be involved in the review of other 3. Identify training needs at Turner. Do you believe a company can spend too much money on training for employees? Why? BUSINESS DILEMMA You're the Manager...What Would You Do? THE COMPANY: Turner Industries YOUR POSITION: Human Resource Manager THE PLACE: Jackson, Mississippi Turner Industries, a family-operated carpeting manu- facturer, was started 60 years ago just outside Jack- son, Mississippi. Today, the company is the third larg- t producer of carpeting i revenue over $2 billion, Turner employs over 6,000 workers at this now-massive facility. United States. With Five years ago, Turner developed an "Employee Initiative" program to instill commitment to customer satisfaction throughout the company. The company employees play a vital role in this program. A flat or- ganizational structure gi If-managed teams, significant authority and auton- omy. Production work teams can undertake training chedule work, and determine individual performance objectives. Any production process can be halted if an employee believes that quality is suffering or safety is Turner Industries is a family-run carpet manufacturing firm sippi that implements innovative human resource programs Turner's efforts at improving its management and human resource practices have allowed it to reduce the number of managers; lower its overall defect rate; ency, and customer satisfac amsformthecore of Turner's quality-improvement efforts. The company formed 25 "Proactive Teams" to and increase qualit address specific manufacturing and production cha- tion. Revenues have increased significantly over the enges. In addition, select teams work on ways to hance the relationship between Turner and its suppl and customers' needs, Turner has won over 20 qual ers. Each team is asked to review the company code of ity awards and was voted the outstanding employer ethics annually to determine how risk aged over the previous year and to suggest whether has been written about in the Top 200 Employers in the last four years. As a result of the focus on employees ma in the South in a regional competition. The company U.S., and its efforts to involve employees in determin been very successful, en sues not covered in the cod e developed. The teams, in general, respond to customers' com- ments, work on developing new products, and create hancing customer satisfaction and improving busine activities that bring employees together in social sit- performance uations (sporting activities, picnics, and fund-raising efforts for employee-supported charitie opportunities to affect the company, the teams demon- QUESTIONS As human resource manager, what employee characteristics might be used in the trate a fundamental commitment to customer satis- faction-even creating marketing opportunities that generate additional revenue 2. How might performance appraisal be done? Can Management and motivation of the work force require special care on the part of Turner's manage- ment. Training and recognition is key. In a single year, the company invests $3,000 per emplo ing. Recognition comes in the form of participation in eams, leadership opportunities, and interaction with top management team members be involved in the review of other 3. Identify training needs at Turner. Do you believe a company can spend too much money on training for employees? Why
