MINISTRY OF EDUCATION AND SCIENCE OF THE REPUBLIC OF KAZAKHSTAN
NEI «ALMATY MANAGEMENT UNIVERSITY»
CHAIR OF “MANAGEMENT AND ENTREPRENEURSHIP”
Educational program: Baccalaureate
Specialty 5B050700 - “Management”
Form of education: daytime
GUIDELINES FOR PRACTICAL CLASSES on the course “Personnel Management”
Year: 4 th
Semester: 7 th
Number of credits: 3
Lector: Senior Lecturer, MSc A.
Lipovka
Almaty, 2014

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PRACTICAL CLASSES PLAN
# Name of Topic Amount of Hours
1 Personnel management and its role in organization management.
Principles and methods of personnel management
2 Role of PM service in an organization
3 Personnel management policy
4 Personnel management strategy
5 Employment planning
6 Personnel marketing. Preparation of personnel for innovations
7 Acquiring, selection, employment, and dismissal of personnel
8 Personnel orientation and adaptation
9 Appraising employee performance
10 Personnel training
11 Employee career planning and development. Managing a reserve for promotion
12 Personnel motivation and stimulation
13 System of employee compensation
14 Employee safety and labor protection
1
1
1
1
1
1
1
1
1
1
1
1
1
1
15 International experience of personnel management
Totally
1
15
CONTENT
Topic 1. Personnel management and its role in organization management. Principles and methods of personnel management
Goal: to raise the students’ interest to the new course and to form basic preliminary knowledge of HRM.
Required knowledge and skills: knowledge of management a /2/, pp.15-450, skills of solving cases.
Discussion questions:
1.
Current, essential, and ideal role of Personnel Management in organisations.
2.
Differentiating the notions “personnel” and “human resources”.
3.
Link between the organization’s philosophy and PM philosophy.
Assignment:
1.
Continuing case solution - m/1/, p.55.
2.
The experiential exercise fulfillment - a/1/, pp.28-50.
Feedback materials:
1.
Human Resource Management:
A) is a process of acquiring, training, appraising, and compensating employees, and attending to their labor relations, health and safety and fairness concerns
B) deals with the design of formal systems in organization to ensure the effective and efficient use of human talent to accomplish organisational goals and to follow organisational strategy
C) is a process of finding compromises between an employer and employees
D) deals with payroll, employees’ personal records and their family issues
E) is a process of getting best candidates to the organisation and firing the worst employees
2.
The ideal role of HRM in up-to-date companies is:
A) a staff function
B) to adapt individual HR practices to fit corporate and competitive strategy
C) to forge the firm workforce into a competitive advantage being an equal partner in the strategic planning process
D) to deal with compensation, personnel records, training, and recruiting

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E) an advisory function
3 . Mark the correct organizational lifecycles.
A) crisis, growth, appearance, rise
B) introduction, growth, crisis, decline
C) growth, maturity, decline, introduction
D) maturity, rise, decline, introduction
E) birth, bloom, crisis, decline
4.
HRM system in Kazakhstan companies is not based on:
A) Universal Declaration of Human Rights
B) The Constitution of RK
C) Civil Code of RK
D) organizational contracts
E) Labour Code of RK
5. The present role of HRM in up-to-date companies is ___.
A) a staff function
B) to adapt individual HR practices to fit corporate and competitive strategy
C) to forge the firm workforce into a competitive advantage being an equal partner in the strategic planning process
D) to deal with compensation, personnel records, training and recruiting
E) an advisory function
Topic 2. Role of PM service in an organization
Goal: to consolidate knowledge of PM development and provide additional information of
PM specifics in Kazakhstan.
Required knowledge and skills: knowledge of the history of PM development - m/1/, pp.34-50 and analytical skills.
Discussion questions:
1. Main functions of PM departments.
2. Organizational management structure of PM service and its characteristics.
3. Department’s functions in development of personnel policy of the enterprises of RK.
Assignment:
Reading and discussing the article on Kazakhstan HRM situation (See Appendix).
Feedback materials:
1. What year was the first corporate employment department open?
A) in 1900
B) in 1902
C) in 1906
D) in 1907
E) in 1904
2 . What company was the first opening the department to handle worker grievances, wage administration, record keeping, similar to the present day HR unit?
A) National Cash Register
B) B.F. Goodrich Company
C) General Electric
D) Ford Corporation
E) McDonald’s
3. The earliest form of the industrial education – apprentice system – was started in:
A) ancient Greek and Babylonian civilizations
B) ancient Roman civilization
C) ancient Greek civilization
D) ancient Babylonian civilization
E) ancient Roman and Babylonian civilizations

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4. What legislative document bolstered HRM as a professional discipline in 1935?
A) Equal Pay Act
B) Wagner Act
C) Civil Rights Act
D) Occupational Safety and Health Act
E) National Labour Act
5. What is a landmark book that outlined management methods for attaining greater productivity from low-level production workers?
A) Personnel Management by F. Taylor
B) Scientific Management by F. Taylor
C) Production Management by F. Taylor
D) Marketing Management by F. Taylor
E) Operations Management by F. Taylor
Topic 3.
Personnel management policy
Goal: to consolidate knowledge of PM Department’s functions and to apply theoretical concepts to the practical situation.
Required knowledge and skills: knowledge of basics of PM Manager’s activities and requirement to his/her performance - m/3/, pp. 33-55, critical-thinking skills.
Discussion questions:
1.
Types of personnel policy.
2.
Internal and external factors affecting personnel policy realization.
3.
Role of PM in rapidly-changing environment.
Assignment:
Studying the case “Tailoring HRM to Fit at Levi Strauss & Co” and answering the discussion questions - m/3/, p.56.
Feedback materials:
1.
Human resources are ___.
A) the knowledge, education, training, skills, and expertise of a firm’s workers
B) all individuals beginning from 16 th to the retirement age
C) people who constitute the labour market
D) all members of the organization ranging from top-managers to entry-level employees
E) members of the company including both top-managers and middle-level employees
2. What are the main determinants of HRM Department’s structure?
A) type and size of the organization that it serves
B) status and size of the organization that it serves
C) top management’s achievements and goals
D) mission and strategy of the organization that it serves
E) history and location the organization that it serves
3. What are the reasons of HRM role change?
A) globalization, technological advances, the nature of work, the workforce
B) globalization, industrialization, the nature of work
C) dejobbing, the nature of work, the workforce
D) technology development, scientific progress, unification
E) technological advances, the nature of work, the workforce, informatisation
4. The positioning of HRM departments is ideally
A) in the middle of the organization chart
B) near the theoretic organizational center, with maximum access to all divisions and management levels
C) near the production organizational center
D) near the financial department of the organization with maximum access to organizational finance
E) in the top of the organizational structure

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5.
What, from the mentioned below, is not a function of personnel management?
A) planning labor needs
B) handling grievances and labour relations
C) forming labour market needs
D) maintaining employees’ health and safety
E) forming and supporting the organizational culture
Topic 4. Personnel management strategy
Goal: to develop skills of analysis of strategies applied in the field of personnel management.
Required knowledge and skills: knowledge of strategic planning steps and methods a/2/,pp.158-175, comparative reasoning skills.
Discussion questions:
1.
Goals and principles of strategic personnel management.
2. Interconnection of organizational strategy and PM strategy.
3. Link between PM policy and strategy.
Assignment:
Solving the case “Translating Strategy into HR Policies and Practice” - m/1/, pp.114-115. Students read the case about the hotel planning to expand internationally through the superior guest service.
Upon the study of the information present their independent ideas in the form of report must be given to the teacher and then discussed in a class.
Feedback materials:
1. What is a division manager’s function in HR planning?
A) to design HR planning data systems
B) to identify supply-demand needs for his/her division
C) to comply and analyze data from managers on staffing needs
D) to identify HR strategies
2. What is HR manager’s function in HR planning?
A) to identify supply-demand needs for his/her division
B) to integrate HR plan with department plans
C) to review employee succession plans and career paths in the line with HR plan
D) to identify HR strategies
E) to monitor HR plan to identify changes needed
3. Strategic Human Resource Management:
A) is a process of acquiring, training, appraising, and compensating employees, and attending to their labor relations, health and safety and fairness concerns
B) deals with the design of formal systems in organization to ensure the effective and efficient use of human talent to accomplish organisational goals and to follow organisational strategy
C) is a process of finding compromises between an employer and employees
D) deals with strategic issues such as incentive system, company’s profit and sales increase
E) is a process of firing worst employees and hiring best candidates for specific positions
4. What method of forecasting HR demand is not a mathematical one?
A) statistical regression analysis
B) nominal group technique
C) productivity ratios
D) simulation models
E) staffing ratios
5. HR plans and policies are not used for:
A) recruiting
B) appraisal performance
C) compensation
D) training
E) orienting employees

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Topic 5. Employment planning
Goal: to extend knowledge of planning needs in employees; to form competency of forecasting manpower needs.
Required knowledge and skills: knowledge of basics of employment planning - m/1/, pp.152-181, a/4/, pp.531-535; analytical skills.
Discussion questions:
1. Place of HR planning in overall organization’s planning.
2. Application of HR planning in Kazakhstan.
3. Collecting data for effective HR planning. HR planning pitfalls.
Assignment:
Dealing with the case “Ya Kun Kaya International. Students study the case on the chain of coffee shops founded in 1944 and located in six Asian countries. Cultivating a home-style working environment and promotion from within, Ya Kun Itl faces a range of challenges: forecasting manpower needs, eliminating disadvantages of the current employment planning practices, etc. - m/1/, p.183.
Feedback materials:
1.
The job description is
A) the procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it
B) a list of job duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities
C) a list of job “human requirements” that is the requisite education, skills, personality, etc.
D) a list of job rights, authority, and working place description
E) the procedure for determining rights and duties of a person occupying a certain position
2. Mark a qualitative method of collecting job analysis information:
A) position analysis questionnaire
B) DOL job analysis procedure
C) functional job analysis
D) observation
E) PAC
3. Types of the job analysis interview are
A) individual, group
B) group, individual, organisational
C) supervisor, individual, group
D) top manager, group, individual
E) executive, supervisor, individual
4.
Job analysis is
A) the procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it
B) a list of job duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities
C) a list of job “human requirements” that is the requisite education, skills, personality, etc.
D) the procedure of determining job rights, authority and working place features
E) the procedure of defining employees with the most appropriate qualification for the job
5. Mark a quantitative method of collecting job analysis information
A) questionnaire
B) interview
C) functional job analysis
D) observation
E) participant/ diary logs

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Topic 6. Personnel marketing.
Preparation of personnel for innovations
Goal: to consolidate knowledge of personnel preparation for innovations; to develop skills of making a tactic plan.
Required knowledge and skills: knowledge of the main rules of employee preparation for changes - a/2/, pp.240-258, good analytical thinking skills.
Discussion questions:
1.
Recommendations of personnel preparation for innovations.
2.
Reasons of personnel’s resistance to innovations and its types.
3.
Ways of employee resistance prediction and overcoming.
Assignment:
Task to develop a tactics of employees’ adaptation to innovations. New equipment has been introduced in a telecommunication company to expedite work with clients. Now 300 customer relations specialists can perform work of the existing 400 owing to the new innovative technologies.
The dilemma of the top managers is how to reduce the number of employees with less stress to employees that can lead to effectiveness and efficiency decrease.
Feedback materials:
1. What are the reasons of resistance to innovations?
A) vagueness, feeling of loss, belief that innovations will not necessary or desirable
B) feeling of loss, fear, vagueness
C) feeling of loss, vagueness, stress
D) vagueness, belief that innovations will not necessary or desirable, tiredness
E) uncertainty, feeling of loss, vagueness, stress
2. What is not the method of resistance to innovations decrease or elimination?
A) training and retaining
B) maneuvering
C) negotiation
D) cooptation
E) relief and support
3. Personnel marketing in the wide sense means:
A) career development
B) a separate HRM department’s function that covers job analysis and hiring
C) a specific company’s HRM philosophy and strategy
D) a specific company’s diagnostics
E) organizational systems programming
4. The preretirement counseling can be explained as:
A) counseling provided to employees who are about to retire which covers methods such as benefits advice, second careers and so on
B) detailed procedures that determine who will be laid off if no work is available; generally allows employees to use their seniority to remain on the job
C) a dismissed employee is trained and counseled in the techniques of self-appraisal and securing a new position
D) is conducted with employees who are going to leave at will
E) counseling provided to employees who are about to be transferred which covers methods such as benefits advice, further careers and so on
5. What is the best time for resistance overcoming regarding the innovations management?
A) before the resistance appears
B) after resistance appears
C) at once the resistance appears
D) in the process of resistance
E) before any organizational issues occur
Topic 7. Acquiring, selection, employment, and dismissal of personnel
Goal: to consolidate knowledge on rules of interviewing, to obtain skills in interviewing to select a person for the vacancy, to develop business communication skills.

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Required knowledge and skills: knowledge of the employment interview types and tips for conducting the employment interview - m/1/,pp. 222-240, good communication skills.
Discussion questions:
1.
Strategic approach to recruiting.
2.
Types of recruiting interview and tests. Effective recruiting advertisement.
3.
Selecting managers and its specific character.
Assignment: Role-play “Employment Interview” - m/1/, p.241.
The class is divided into groups of 4 students. Every group assigns a person who will act as an interviewer and other three students are candidates for a position announced by the interviewer.
The task for the interviewer is to elaborate a list of questions that will be used at the interview and to conduct this interview as professionally as possible following the rules in the mentioned textbook and applying his/her creative thinking.
The task for the candidates is to prepare for the interview in such a way to be selected by the interviewer and to be employed with the organization, to demonstrate the knowledge of the theory and its application to the suggested situation. The best interviewer and selected candidates are given the highest score by the instructor upon the result of the interviews.
Feedback materials:
1. What are external environments factors that do not affect labor supply for an organization?
A) mentality and culture
B) workforce composition and workforce patterns
C) geographic and competitive conditions
D) economic conditions
E) government influences
2. Define the internal recruiting source.
A) employment agencies
B) recruiting former employees and applicants
C) executive recruiters
D) labour unions
E) public and nonprofit employment agencies
3. What information on the candidate should not be included in the effective recruiting advertisement?
A) any “preferences” that are not requirements
B) his/her social status
C) key characteristics of a successful candidate
D) years of experience
E) level of education
4. Effective recruiting advertisement should include 3 main components:
A) information on the candidate, information on the organisation, information on the process of application and on the job
B) information on the candidate’s experience, education and background
C) contact information, company’s information and applicant’s personal data
D) information on the candidate, organisation’s address and location
E) information on the process of application, on the job and on the organisation
5. A system in which an employer provides notices of job openings within the organization and employees respond by applying for specific openings is called:
A) job posting and biding
B) walk-ins
C) employee referrals
D) computerized data base
E) internal recruiting data base

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Topic 8. Personnel orientation and adaptation
Goal: to develop practical skills of designing an orientation program for new employees, to consolidate knowledge of orienting personnel.
Required knowledge and skills: knowledge of principles of new entrants’ orientation m/1/,pp.250-254, a/5/, skills of team work.
Discussion questions:
1.
Orientation process steps.
2.
Goals of orientation and their characteristics.
3.
Significance of adaptation and its essence.
Assignment:
Development of the orientation program for a doctor in one of Almaty clinics. The students working in small groups generate ideas on orienting employees effectively in the medical company. The orientation is to be basis on modern concepts and specificity of medical sphere m/1/, pp.250-254.
Feedback materials:
1. Mark the procedure that is described by this definition: providing new employees with basic background information about the organisation?
A) coaching
B) mentoring
C) teaching
D) employee training
E) employee orientation
2. For what purpose do we apply task analysis?
A) to recruit candidates
B) to identify the training needs for employees who are not new-comers
C) to determine a performance deficiency
D) to identify the specific skills required to perform a job
E) to select candidates
3. Mark the procedure that is described by this definition: the process of teaching employees the basic skills they need to perform their jobs?
A) coaching
B) mentoring
C) teaching
D) employee training
E) employee orientation
4. The reality shock …
A) results of the period that may occur at the initial career entry when the new employee’s high job expectations confront the reality of a boring, unchallenging job
B) is the deliberate process through which a person becomes aware of personal career-related attributes and the lifelong series of stages that contribute to his or her career fulfillment
C) is counseling provided to employees who are about to retire which covers methods such as benefits advice, second careers and so on
D) is an alternative layoff plan in which temporary supplemental employees are hired with the understanding that they may be laid off at any time
E) means training and counseling in the techniques of self-appraisal and securing a new position
5.
HRM Department’s role is classified as:
A) current and past
B) advisory and operational
C) strategic and operational
D) global and local
E) external and internal

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Topic 9.Appraising Employee Performance
Goal: to develop skills of appraising performance and extend knowledge of managing performance.
Required knowledge and skills: knowledge of concepts of appraising performance and its impact on employees’ behavior
- m/1/, pp. 290-316; analytical skills.
Discussion questions:
1. Pros and cons of appraisal performance tools.
2. Application of appraisal methods: graphic rating scale, alternation ranking method, critical incident method, behaviorally anchored rating scale.
3. Management by objectives.
Assignment:
Completing the experiential exercise on appraising and managing employee performance. Students read the assignment, discuss their ideas in small groups of three and develop the common way of the exercise performance - m/1/,p.318.
Feedback materials:
1. Give the definition to the forced distribution method of performance appraisal.
A) similar to grading on a curve; predetermined percentages of ratees are placed in various performance categories
B) ranking employees from best to worst on a particular trait, choosing highest, then lowest, until all are ranked
C) lists a number of traits and range of performance for each
D) keeping a record of uncommonly good or undesirable examples of an employee’s work related behaviour and reviewing it with the employee at predetermined times
E) involves setting specific measurable goals with each employee & then periodically reviewing the progress made.
2. Exclude the answer that is not a problem of the rating scale appraisal.
A) general tendency
B) unclear standards
C) halo effect
D) bias
E) strictness/leniency
3. Define the alternation ranking method of performance appraisal.
A) ranking employees from best to worst on a particular trait, choosing highest, then lowest, until all are ranked.
B) similar to grading on a curve; predetermined percentages of ratees are placed in various performance categories
C) lists a number of traits and range of performance for each
D) keeping a record of uncommonly good or undesirable examples of an employee’s work related behaviour and reviewing it with the employee at predetermined times
E) involves setting specific measurable goals with each employee and then periodically reviewing the progress made
4. An appraisal scale that is too open to interpretation is:
A) bias
B) strictness/ leniency
C) halo effect
D) central tendency
E) unclear standards
5. Give a definition of the critical incident method of performance appraisal
A) similar to grading on a curve; predetermined percentages of ratees are placed in various performance categories B) ranking employees from best to worst on a particular trait, choosing highest, then lowest, until all are ranked
C) keeping a record of uncommonly good or undesirable examples of an employee’s work related behaviour and reviewing it with the employee at predetermined times
D) lists a number of traits and range of performance for each
E) involves setting specific measurable goals with each employee and then periodically reviewing the progress made
Topic 10.
Personnel training

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Goal: to develop practical skills of the training process design, to revise the methods of personnel training.
Required knowledge and skills: knowledge of basics of training process - m/1/, pp.254-
280, skills of dealing with study cases in management.
Discussion questions:
1.
Essence of training process.
2.
Methods of personnel training and their characteristics.
3.
Key principles of corporate training policy and their characteristics.
Assignment:
Solving the case on improving performance at the Hotel Paris. The students working in small group study the situation and develop suggestions for the training process perfection in the assigned company - m/1/,pp.284-285.
Feedback materials:
1. Mark the type of training that is not a managerial training.
A) coaching
B) job rotation
C) literacy training
D) action learning
E) behavior modeling
2. Mark a managerial off-the-job training:
A) job rotation
B) action learning
C) coaching
D) case study method
E) understudy approach
3. Trainings for special purposes are:
A) diversity training, literacy training, programmed learning
B) simulated training, AIDS education, teamwork training
C) training for global business, teamwork training, rotation
D) case study, providing life-long learning, teambuilding
E) customer service training, diversity training, literacy training
4. Exclude the answer that is not a step of on-the-job training:
A) do a tryout
B) present the operation
C) performance appraisal
D) follow up
E) prepare the learner
5. Mark the type of training that is a managerial training.
A) lectures
B) customer service training
C) literacy training
D) action learning
E) teamwork training
Topic 11. Employee career planning and development. Managing a reserve for promotion
Goal: to consolidate student knowledge of managing careers, to form skills of applying fair treatment practices.
Required knowledge and skills: knowledge of principles of managing careers and fair treatment m/1/,pp. 324-346; skills of independent decision making.
Discussion questions:

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1.
Career planning and development. Employer’s role in career management.
2.
Managing the process of candidates’ preparation for the reserve’s composition.
3.
Requirements for the reserve for promotion and their characteristics.
4.
Career management influence upon employee’s commitment. Managing dismissals effectively.
Assignment:
Every students independently completes the exercise on analyzing career perspectives, current occupational inclinations, and builds a personal career plan with certain steps - m/1/, p.348.
Feedback materials:
1. What is a transfer?
A) greater convenience
B) advancements to positions of increased responsibilities
C) reassignments to similar or higher positions in another part of a firm
D) advancements to positions with higher responsibilities and lower salary
E) career oriented appraisal
2. Employees do not seek transfers for:
A) salary increase
B) personal enrichment
C) greater convenience
D) another assignment
E) more interesting jobs
3. Layoff is:
A) a permanent severing of the employment relationship
B) a situation in which there is a temporary shortage of work and managers promise to recall employees
C) involuntary termination of an employee’s employment with the firm
D) the idea based in law that the employment relationship can be terminated at will by either employer or employee for any reason
E) an employee dismissal that doesn’t comply with the law or with the contractual arrangement
4. Mark the incorrect reason for dismissal:
A) level of qualification for the job
B) changed requirements (or elimination of the job)
C) unsatisfactory performance
D) misconduct
E) lack of qualifications for the job
5. Termination in HRM means:
A) a permanent severing of the employment relationship
B) a situation in which there is a temporary shortage of work and managers promise to recall employees
C) involuntary termination of an employee’s employment with the firm
D) the idea based in law that the employment relationship can be terminated at will by either employer or employee for any reason
E) an employee dismissal that doesn’t comply with the law or with the contractual arrangement
Topic 12. Personnel motivation and stimulation
Goal: to boost knowledge on motivating employees, to develop the employee stimulation skills.
Required knowledge and skills: knowledge of main motivation theories, skills of group work.
Discussion questions:
1.
Application of employee stimulating concepts.
2.
Forms of rewards and incentive programs, their purpose and content.

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3.
The algorithm of the stimulating procedure, sequence of steps and their characteristics.
Assignment:
Students work in small groups of three to design of the motivation program of a company: describing all elements of it and their specific and general characteristics - m/2/,pp.45-49.
Feedback materials:
1. The Maslow’s theory can be explained as follows:
A) motivation will be high when workers believe that high level of effort lead to high performance and high performance leads to the attainment of desired goals
B) an arrangement of five basic needs that motivate behaviour
C) distinguishes between motivator needs and hygiene needs and proposes the motivator needs must be met for motivation and job satisfaction to be high
D) concentrates on people perceptions of the fairness of their work outcomes relative to their work inputs
E) focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and explaining why goals have these effects
2. The author of Motivator-hygiene theory is:
A) Herzberg
B) Maslow
C) Alderfer
D) McClelland
E) Porter
3. The needs theories are:
A)
Maslow’s pyramid, Alderfer’s ERG theory, Herzberg’s motivator-hygiene theory, McClelland’s theory
B) goal-setting theory, Maslow’s pyramid, Alderfer’s ERG theory
C) expectancy theory, Herzberg’s motivator-hygiene theory, McClelland’s theory
D) learning theories, equity theory, Maslow’s pyramid, Alderfer’s ERG theory, Herzberg’s motivator-hygiene theory
E) learning theories, equity theory, Maslow’s pyramid, Alderfer’s ERG theory
4. Mark the tools of the Operant conditioning theory:
A) extinction, punishment, negative and positive reinforcement
B) vicarious learning, extinction, punishment, negative reinforcement
C) vicarious learning, extinction, positive reinforcement, self-reinforcement
D) punishment, negative and positive reinforcement, self-efficacy
E) self-effectiveness, positive encouragement, negative reinforcement
5. The essence of the Herzberg’s theory is in the following:
A) motivation will be high when workers believe that high level of effort lead to high performance and high performance leads to the attainment of desired goals
B) an arrangement of five basic needs that motivate behaviour
C) distinguishes between motivator needs and hygiene needs and proposes the motivator needs must be met for motivation and job satisfaction to be high
D) concentrates on people perceptions of the fairness of their work outcomes relative to their work inputs
Topic 13. System of employee compensation
Goal: to consolidate knowledge of compensating employees, to give experience in performing a job evaluation using the ranking method.
Required knowledge and skills : knowledge of main types of pay plans, skills of group work - m/1/,pp.360-389.
Discussion questions :
1.
HRM main functions and their implementation.
2.
Merit pay plans and cases of their application.
3.
Managerial and professional jobs pricing.

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4.
Qualification and employee labor remuneration.
5.
Factors determining the employee qualification level.
Assignment:
Determination of the job grades using the ranking method. The students divided in groups of 4 perform a job evaluation of the positions of dean, department chair-person, and professor using the ranking method - m/1/, p. 391 .
Feedback materials:
1. What is a merit pay plan?
A) a salary plan that is based on hours worked
B) a compensation plan based only on group performance
C) a salary plan that bases on creative activity
D) a compensation pay plan that bases on overall organisational progress
E) a compensation pay plan that bases on performance
2. The problem that occurs when a supervisor has a tendency to rate all subordinates either high or low is called:
A) bias
B) strictness/ leniency
C) halo effect
D) central tendency
E) unclear standards
3. Fair treatment can not be improved through:
A) creating a better environment
B) providing free access to the company’s financial data
C) managing employee privacy
D) building two-way communications
E) emphasizing fairness in disciplining
4. A group of services provided to displaced employees to give them support and assistance is:
A) layoff
B) consulting
C) early retirement buyout
D) downsizing
E) outplacement
5. Exclude the decision we should not make while dealing with promotions.
A) is seniority or competence the rule?
B) how should we measure competence?
C) is there a necessity in salary decrease or increase?
D) is the process formal or informal?
E) is promotion vertical, horizontal, or other?
Topic 14. Employee safety and labor protection
Goal: to acquaint with the safety regulations of the Labour Code of RK, to develop skills of work with legal documents.
Required knowledge and skills : knowledge of the main safety rules and legal regulations - m/1/,pp.489-513, m/2/, pp.90-96, analytical skills.
Discussion questions :
1.
Safety at the workplace.
2.
Factors providing labor safety and their characteristics.
3.
Responsibility of employees and supervisors for violation of labor safety rules.
Assignment:
Fulfilling the task based on the Labor Code (LC) of RK, section of the labor safety - m/2/, pp.90-96.
Find out who is right and who is wrong in the following situation basing on the Labour Code of
RK, call the article that clarifies the situation.

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1.
The senior master asked his employer to provide him with all proper information about labour protection and safety current conditions at the plant. The employer did not present this information.
The master processed the complaint concerning this issue to the labour union representative.
Whom should the Vice President on Labour Safety and Protection of the refinery plant inform about the happened serious poisoning? Call the article of LC of RK.
2.
At the refinery plant it was a serious poisoning. The Vice President on Labour Safety and
Protection required his secretary to inform the State Inspector on Labour Protection of Population about the situation occurred. Afterwards he received a reprimand from authorities for unawareness of labour legislation of the Republic of Kazakhstan.
Who will investigate this accident at the factory? Call the article of LC of RK.
3. As the result of the accident at the factory six workers were killed and one more was at the hospital. The HR Manager and the Director of Employee Labour Safety Department are worried about the size of a prospective investigation.
Feedback materials:
1. Who is the Chairman of Kazakhstan Federation of Trade Unions?
A) Berdybeck Saparbayev
B) Murat Mashkenov
C) Siyazbeck Mukashev
D) Dulat Massakov
E) Karim Massimov
2. What is the name of the organization that combines the labour unions in RK and represents their rights in the
Government?
A) Federation of Labour Unions of Kazakhstan
B) Confederation of Labour Union of Kazakhstan
C) Assembly of Trade Unions of RK
D) Community of Labour Unions of Kazakhstan
E) Alliance of Trade Unions of RK
3. Kazakhstan labour movement started in:
A) 1805
B) 1925
C) 1905
D) 1990
E) 1918
4. Define the human resource audit.
A) a type of managerial activities directed to long-term providing organisation with human resources
B) a tool to cultivate managers of the highest level
C) a tool to measure an employer’s compliance with his/ her legal obligations in managing workforce and chart any corrective actions that might be needed
D) a type of activities aimed at maximum favorable working conditions creation and taking corrective actions
E) a type of managerial activities directed to short-term providing organization with human resources
5. Explain the economic strike meaning.
A) results from a failure to agree on the terms of a contract that involves wages, benefits and other conditions of employment
B) the combined refusal by employees and other interested parties to buy or use the employer’s products
C) takes place when one union strikes in support of the strike of another
D) a refusal by the employer to provide opportunities to work
E) is an unauthorized strike occurring during the term of a contract
Topic 15. International experience of personnel management
Goal: to boost knowledge on international human resource management practices, to perfect analytical skills.

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Required knowledge and skills : knowledge of the diversity management practices applied in human resource management, skills of solving business cases - m/1/,pp.564-585, a/3/,pp. 397-
416.
Discussion questions :
1.
Specificity of U.S. and Japanese management methods.
2.
Application of foreign practices under modern Kazakhstan conditions.
3.
Global human resource management.
Assignment:
Solving the case “Europe – it’s all about perspectives”
- m/1/,p.585.
Feedback materials:
1. The preretirement counseling can be explained as:
A) counseling provided to employees who are about to retire which covers methods such as benefits advice, second careers and so on
B) detailed procedures that determine who will be laid off if no work is available; generally allows employees to use their seniority to remain on the job
C) a dismissed employee is trained and counseled in the techniques of self-appraisal and securing a new position
D) is conducted with employees who are going to leave at will
E) counseling provided to employees who are about to be transferred which covers methods such as benefits advice, further careers and so on
2. If the firm seeks the best people for key job regardless of nationality, it leads
A) ethnocentric staffing policy
B) polycentric staffing policy
C) monocentic staffing policy
D) geocentric staffing policy
E) homocentric staffing policy
3. What is a foreign service premium?
A) compensate expatriates for exceptional hard living and working conditions at certain locations
B) financial payments over & above regular base pay, typically ranging between 10% and 30% of base pay
C) financial payments that compensate the assignee’s discretionary expenses
D) lump-sum payments to reward employees for moving from one assignment to another
E) a type of compensation that reimburses manager’s personal expanses
4. If the firm seeks the best people for key job regardless of nationality, it leads
A) ethnocentric staffing policy
B) polycentric staffing policy
C) monocentic staffing policy
D) geocentric staffing policy
E) homocentric staffing policy
5. What is a hardship allowance?
A) compensate expatriates for exceptional complicated living and working conditions at certain locations
B) financial payments over and above regular base pay, typically ranging between 10% and 30% of base pay
C) financial payments that compensate the assignee’s discretionary expenses
D) lump-sum payments to reward employees for moving from one assignment to another
E) a kind of financial compensation directed at reimbursement of all managers’ expenses.
5. Give a definition to expatriates.
A) are noncitizens of the countries in which they are working
B) are citizens of the countries where they are working
C) are citizens of the country in which the multinational company has its headquarters
D) are citizens of a country other than the parent or the host country
E) are temporary residents

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6 The list of the main and supplementary literature
Main literature
1.
Dessler G. Human Resource Management. 14 th edition. 2014, Pearson⃰.
2.
Трудовой кодекс РК от 15.05.2007, (с изменениями и дополнениями по состоянию на
04.07.2014 г.), №251-III. Алматы, 2007⃰.
3. Mathis L.R., Jackson J.H. Human Resource Management. 14t h
edition, 2014, Cengage Learning.
4.
Additional literature
Dessler G. Human Resource Management. 13 th edition. 2013, Pearson⃰.
5.
Williams Ch. Principles of Management. Williams Ch. Principles of Management. 6 th
intl
Edition, 2010, South-West Cengage Learning⃰.
3. Веснин В.Р. Управление персоналом. Теория и практика: учб.-М.: 2009, Проспект⃰.
4. Мескон М.Х., Альберт А., Хедоури Ф. Основы менеджмента, 3-е издание: пер. с англ. –
М.: 2012, ООО «И.Д. Вильямс»⃰.
5. Staffing Management. Society for Human Resource Management. www.shrm.org.