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An employee handbook can assist employees by communicating the company's policies against discrimination. It serves as a reference document that outlines the company’s expectations, policies, and procedures, including those related to anti-discrimination, thus helping employees understand their rights and obligations.

Scope of HRM:Human resource management (HRM) covers a wide range of functions critical to managing an organization's workforce.

Key Functions:

Staffing:Recruiting, selecting, and onboarding employees.

Health and Safety:Ensuring a safe workplace and promoting employee well-being.

Employee-Management Relations:Managing interactions between employees and management to maintain a positive work environment.

Rewards and Benefits:Designing compensation packages and benefits that attract and retain talent.

Training and Development:Providing learning opportunities to enhance employee skills and career growth.

Performance Management:Evaluating and improving employee performance to align with organizational goals.

Objective:The main objective of HRM is to maximize employee performance and ensure that human capital contributes effectively to the achievement of organizational goals.

Preventing workplace violence requires proactive identification and management of risk factors such as stress, substance abuse, emotional distress, and personal crises. According toHuman Resource Management, 16th Editionby Gary Dessler, one effective preventive measure is tooffer and publicize an employee assistance program (EAP).

Employee assistance programs provide confidential counseling and support services for employees dealing with personal or work-related problems, including stress, depression, financial issues, and family difficulties. Dessler explains that EAPs help reduce the likelihood that unresolved personal problems escalate into aggressive or violent behavior at work.

By making employees aware of available support resources, organizations demonstrate concern for employee well-being while also reducing safety risks. Fitness centers, performance awards, and professional development opportunities may improve morale or engagement, but they do not directly address the emotional and psychological factors linked to workplace violence.

Therefore, the most appropriate step a company can take to prevent workplace violence is tooffer and publicize an employee assistance program.

Source:

Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Safety, Health, and Workplace Violence Prevention

Mandatory benefits are benefits that employers are legally required to provide to employees. According toHuman Resource Management, 16th Editionby Gary Dessler, these benefits are established by federal and state laws to protect employees’ economic security and well-being.

Examples of mandatory benefits include Social Security, unemployment insurance, workers’ compensation, and in some cases family and medical leave. Employers do not have discretion over whether to offer these benefits, as failure to comply can result in legal penalties.

Dessler distinguishes mandatory benefits from voluntary or customary benefits, which employers may offer to remain competitive or attract talent. Therefore, mandatory benefits are best defined as thoserequired by law.

Source:

Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Benefits and Legal Compliance

Apsychological contractrefers to the informal and unwritten set of expectations that exists between an employee and the employer. According toHuman Resource Management, 16th Editionby Gary Dessler, psychological contracts include beliefs about job security, career development, fairness, recognition, and mutual obligations that are not formally stated in employment contracts.

Dessler emphasizes that psychological contracts develop over time through communication, organizational culture, and managerial behavior. When employees believe these unwritten expectations are fulfilled, trust and commitment increase. When they are violated, employees may experience dissatisfaction, reduced engagement, or withdrawal behaviors.

Psychological contracts are not formal legal agreements, nor are they created through counseling sessions. While shared values and positive environments may influence them, their defining characteristic is that they areunwritten expectationsgoverning the employment relationship. Therefore, the correct answer isthey consist of the unwritten expectations of the employment relationship.

Source:

Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Engagement and Organizational Culture

Definition of Perception of Personal Loss:This refers to the feeling that one’s own opportunities or status within the organization may be threatened by certain changes or policies.

Bias Formation:When a manager believes that hiring a diverse workforce will limit future employment opportunities, this belief stems from a perception of personal loss. The manager might feel that their own prospects or advantages are at risk due to increased competition or changes in organizational priorities.

Impact on Diversity and Inclusion:Such a bias can negatively impact the organization’s diversity and inclusion efforts. It can lead to resistance against hiring diverse candidates and maintaining a homogenous workforce, which can limit the benefits that come from a diverse team.

Addressing the Bias:It is important to educate and train managers to understand the value of diversity, which includes improved problem-solving, creativity, and performance. Overcoming this bias helps create a more inclusive environment that benefits everyone in the organization.

Performance metrics are quantitative measures used to assess how well employees are fulfilling their job duties. They provide specific details on various aspects of job performance, such as productivity, quality, efficiency, and adherence to deadlines. By tracking these metrics, managers can identify areas where employees excel and where they may need additional support or training. Performance metrics help in setting clear expectations, providing feedback, and aligning employee performance with organizational goals. They are essential for implementing organizational action plans as they ensure that employees' behaviors and outcomes are aligned with the desired objectives.

References

Kaplan, R. S., & Norton, D. P. (1996). "The Balanced Scorecard: Translating Strategy into Action." Harvard Business Review Press.

Armstrong, M. (2021). "Armstrong's Handbook of Performance Management: An Evidence-Based Guide to Delivering High Performance." Kogan Page.

Exit interviews are an important tool for understanding employee turnover. According toHuman Resource Management, 16th Editionby Gary Dessler, exit interviews are most effective when used toidentify the underlying causes of employee departuresand to guide improvements in current workplace conditions.

Dessler notes that while exit interviews cannot prevent the departure of the exiting employee, they provide valuable insights into organizational weaknesses such as poor supervision, inadequate pay, limited advancement opportunities, or unsatisfactory working conditions. When organizations systematically analyze exit interview data, they can identify patterns and take corrective action to reduce future voluntary turnover.

Exit interviews are not designed to investigate wrongful termination or to determine why employees were fired, as they are typically conducted during voluntary separations. Ensuring equitable departure processes is an administrative concern, not a retention strategy. Thus, the primary value of exit interviews lies inidentifying causes of turnover and improving organizational practices.

Source:

Gary Dessler,Human Resource Management, 16th Edition, Chapter on Employee Retention, Turnover, and Exit Interviews

Enhancing employee engagement is a central goal of strategic human resource management. According toHuman Resource Management, 16th Editionby Gary Dessler, one of the most effective HRM strategies for improving engagement isproviding open and transparent communicationbetween management and employees.

Dessler explains that open communication builds trust, clarifies expectations, and helps employees understand how their roles contribute to organizational success. When employees feel informed and heard, they are more likely to be committed, motivated, and willing to contribute discretionary effort. Communication also supports psychological contracts by aligning employee expectations with organizational realities.

While improving benefits or recruitment investments can support engagement indirectly, they do not address the ongoing relationship between employees and management. Lowering education requirements does not contribute to engagement and may negatively affect performance. Therefore, fostering open communication is a direct and effective HRM strategy for enhancing engagement.

Source:

Gary Dessler,Human Resource Management, 16th Edition, Chapter on Strategic HRM and Employee Engagement

Person-organization fit refers to the compatibility between an employee and the organization in terms of values, beliefs, and culture. An employee who demonstrates a strong person-organization fit shows deep commitment to the organization, aligning their personal values with the company’s mission and culture. This commitment often leads to higher job satisfaction, better performance, and lower turnover rates.

"Organizational Behavior" by Stephen P. Robbins and Timothy A. Judge

Articles on person-organization fit from the Society for Human Resource Management (SHRM)