Human resource management

Cover
Title Page
Copyright Page
Brief Contents
Contents
Preface
Acknowledgments
PART ONE INTRODUCTION
	1 Introduction to Human Resource Management
		WHAT IS HUMAN RESOURCE MANAGEMENT?
			Why Is Human Resource Management Important to All Managers?
			Line and Staff Aspects of Human Resource Management
			Line Managers’ Human Resource Management Responsibilities
			The Human Resource Department
		THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT
			Workforce Demographics and Diversity Trends
			Trends in Jobs People Do
			HR AND THE GIG ECONOMY: ON‐DEMAND WORKERS
			IMPROVING PERFORMANCE: HR as a Profit Center: Boosting Customer Service
			Globalization Trends
			Economic Trends
			Technology Trends
		IMPORTANT COMPONENTS OF TODAY’S NEW HUMAN RESOURCE MANAGEMENT
			A Brief History of Personnel/Human Resource Management
			Distributed HR and the New Human Resource Management
			TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Digital and Social Media Tools and the New Human Resource Management
			A Quick Overview
			Strategic Human Resource Management
			IMPROVING PERFORMANCE: The Strategic Context: Building L.L.Bean
			Performance and Human Resource Management
			Sustainability and Human Resource Management
			Employee Engagement and Human Resource Management
			Ethics and Human Resource Management
		THE NEW HUMAN RESOURCE MANAGER
			HR Manager Certification
			HR and the Manager’s Human Resource Philosophy
		THE PLAN OF THIS BOOK
			The Basic Themes and Features
			Practical Tools for Every Manager
			Chapter Contents Overview
			The Topics Are Interrelated
		CHAPTER SECTION SUMMARIES
		DISCUSSION QUESTIONS
		INDIVIDUAL AND GROUP ACTIVITIES
		EXPERIENTIAL EXERCISE
		APPLICATION CASE: Jack Nelson’s Problem
		CONTINUING CASE: CARTER CLEANING COMPANY
		KEY TERMS
		ENDNOTES
	2 Equal Opportunity and the Law
		EQUAL OPPORTUNITY LAWS ENACTED FROM 1964 TO 1991
			Title VII of the 1964 Civil Rights Act
				HR AND THE GIG ECONOMY: Discrimination in the Gig Economy?
			Executive Orders
			Equal Pay Act of 1963
			Age Discrimination in Employment Act of 1967
			Vocational Rehabilitation Act of 1973
			Pregnancy Discrimination Act of 1978
			Federal Agency Guidelines
			Early Court Decisions Regarding Equal Employment Opportunity
		THE LAWS ENACTED FROM 1991 TO THE PRESENT
			The Civil Rights Act of 1991
			The Americans with Disabilities Act
			Uniformed Services Employment and Reemployment Rights Act
			Genetic Information Nondiscrimination Act of 2008 (GINA)
			State and Local Equal Employment Opportunity Laws
			Religious Discrimination
			Trends in Discrimination Law
			Sexual Harassment
				IMPROVING PERFORMANCE: HR Tools for Line Managers and Small Businesses: How to Address Sexual Harassment
				TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
		DEFENSES AGAINST DISCRIMINATION ALLEGATIONS
			The Central Role of Adverse Impact
			Bona Fide Occupational Qualification
			Business Necessity
				KNOW YOUR EMPLOYMENT LAW: Examples of What You Can and Cannot Do
		THE EEOC ENFORCEMENT PROCESS
			Voluntary Mediation
			Mandatory Arbitration of Discrimination Claims
				IMPROVING PERFORMANCE: HR Tools for Line Managers and Small Businesses
		DIVERSITY MANAGEMENT
			Potential Threats to Diversity
			IMPROVING PERFORMANCE: HR AS A PROFIT CENTER
			Managing Diversity
			Implementing the Affirmative Action Program
			Reverse Discrimination
		CHAPTER SECTION SUMMARIES
		DISCUSSION QUESTIONS
		INDIVIDUAL AND GROUP ACTIVITIES
		EXPERIENTIAL EXERCISE
		APPLICATION CASE: SEEKING GENDER EQUITY AT STARBUCKS
		CONTINUING CASE: CARTER CLEANING COMPANY
		KEY TERMS
		ENDNOTES
	3 Human Resource Management Strategy and Performance
		THE STRATEGIC MANAGEMENT PROCESS
			The Management Planning Process
			What Is Strategic Planning?
			The Strategic Management Process
		TYPES OF STRATEGIES
			Corporate Strategy
			Competitive Strategy
			Functional Strategy
			Managers’ Roles in Strategic Planning
		STRATEGIC HUMAN RESOURCE MANAGEMENT
			What Is Strategic Human Resource Management?
				IMPROVING PERFORMANCE: The Strategic Context: The Shanghai Ritz‐Carlton Portman Hotel
				IMPROVING PERFORMANCE: HR as a Profit Center: The Zappos “Wow” Way
			Sustainability and Strategic Human Resource Management
			Strategic Human Resource Management Tools
		HR METRICS, BENCHMARKING, AND DATA ANALYTICS
			Benchmarking
			Strategy‐Based Metrics
			What Are HR Audits?
				TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
				TRENDS SHAPING HR: SCIENCE IN TALENT MANAGEMENT
		HIGH‐PERFORMANCE WORK SYSTEMS
		EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS: EMPLOYEE ENGAGEMENT AND PERFORMANCE
			The Employee Engagement Problem
			What Can Managers Do to Improve Employee Engagement?
			How to Measure Employee Engagement
			How Kia Motors (UK) Improved Performance with an HR Strategy Aimed at Boosting Employee Engagement
		CHAPTER SECTION SUMMARIES
		DISCUSSION QUESTIONS
		INDIVIDUAL AND GROUP ACTIVITIES
		EXPERIENTIAL EXERCISE
		APPLICATION CASE: TESLA’S STRATEGY
		CONTINUING CASE: CARTER CLEANING COMPANY
		TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
		KEY TERMS
		ENDNOTES
PART TWO RECRUITMENT, PLACEMENT, AND TALENT MANAGEMENT
	4 Job Analysis and the Talent ‐Management Process
		TALENT MANAGEMENT PROCESS
			Talent Management Software
		THE BASICS OF JOB ANALYSIS
			What Is Job Analysis?
			Uses of Job Analysis Information
			Conducting a Job Analysis
			IMPROVING PEFORMANCE: HR as a Profit Center: Boosting Productivity Through Work Redesign
		METHODS FOR COLLECTING JOB ANALYSIS INFORMATION
			The Interview
			Questionnaires
			Observation
			Participant Diary/Logs
			Quantitative Job Analysis Techniques
			Online Job Analysis Methods
		WRITING JOB DESCRIPTIONS
			Diversity Counts
			Job Identification
			Job Summary
			Relationships
			Responsibilities and Duties
			TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
			KNOW YOUR EMPLOYMENT LAW: Writing Job Descriptions That Comply with the Ada
			Standards of Performance and Working Conditions
			IMPROVING PERFORMANCE: HR Tools for Line Managers and Small Businesses
		WRITING JOB SPECIFICATIONS
			Specifications for Trained versus Untrained Personnel
			Specifications Based on Judgment
			HR AND THE GIG ECONOMY: Do Gig Workers Need Job Specifications?
			Job Specifications Based on Statistical Analysis
			The Job‐Requirements Matrix
			Employee Engagement Guide for Managers
		USING COMPETENCIES MODELS
			IMPROVING PERFORMANCE: The Strategic Context: Daimler Alabama
			How to Write Competencies Statements
		CHAPTER SECTION SUMMARIES
		DISCUSSION QUESTIONS
		INDIVIDUAL AND GROUP ACTIVITIES
		EXPERIENTIAL EXERCISE
		APPLICATION CASE: THE FLOOD
		CONTINUING CASE: CARTER CLEANING COMPANY
		TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
		KEY TERMS
		ENDNOTES
	5 Personnel Planning and Recruiting
		Introduction
		WORKFORCE PLANNING AND FORECASTING
			Strategy and Workforce Planning
			IMPROVING PERFORMANCE: The Strategic Context: Four Seasons
			Forecasting Personnel Needs (Labor Demand)
			Forecasting the Supply of Inside Candidates
			Forecasting the Supply of Outside Candidates
			Predictive Workforce Monitoring
			Matching Projected Labor Supply and Demand with a Plan
			Succession Planning
		WHY EFFECTIVE RECRUITING IS IMPORTANT
			Improving Recruitment Effectiveness: Recruiters, Sources, and Branding
			The Recruiting Yield Pyramid
			KNOW YOUR EMPLOYMENT LAW: Recruiting Employees
		Internal Sources of Candidates
			Finding Internal Candidates
		EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
			Promotion from Within
		OUTSIDE SOURCES OF CANDIDATES
			Informal Recruiting and the Hidden Job Market
			Recruiting via the Internet
			Using Recruitment Software and Artificial Intelligence
			TRENDS SHAPING HR: SCIENCE IN TALENT MANAGEMENT
			TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: LinkedIn and Beyond
			Advertising
			Employment Agencies
			Recruitment Process Outsourcers
			On‐Demand Recruiting Services
			HR AND THE GIG ECONOMY: Temporary Workers and Alternative Staffing
			KNOW YOUR EMPLOYMENT LAW: Contract Employees
			Offshoring and Outsourcing Jobs
			Executive Recruiters
			IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: Recruiting 101
			Referrals and Walk‐Ins
			College Recruiting
			Military Personnel
			IMPROVING PERFORMANCE: HR as a Profit Center: Cutting Recruitment Costs
		RECRUITING A MORE DIVERSE WORKFORCE
			Recruiting Women
			Recruiting Single Parents
			Older Workers
			Diversity Counts: Older Workers
			Recruiting Minorities
			The Disabled
		DEVELOPING AND USING APPLICATION FORMS
			Purpose of Application Forms
			Application Guidelines
			KNOW YOUR EMPLOYMENT LAW: Application Forms and Eeo Law
			Using Application Forms to Predict Job Performance
			Mandatory Arbitration
			Building Your Management Skills: The Human Side of Recruiting
		CHAPTER SECTION SUMMARIES
		DISCUSSION QUESTIONS
		INDIVIDUAL AND GROUP ACTIVITIES
		EXPERIENTIAL EXERCISE
		APPLICATION CASE: TECHTONIC GROUP
		CONTINUING CASE: CARTER CLEANING COMPANY
		TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
		KEY TERMS
		ENDNOTES
	6 Employee Testing and Selection
		WHY EMPLOYEE SELECTION IS IMPORTANT
		THE BASICS OF TESTING AND SELECTING EMPLOYEES
			Reliability
			Validity
			Evidence‐Based HR: How to Validate a Test
			Bias
			Utility Analysis
			IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Using Tests to Cut Costs and Boost Profits
			Validity Generalization
			KNOW YOUR EMPLOYMENT LAW: Testing and Equal Employment Opportunity
			Test Takers’ Individual Rights and Test Security
			Diversity Counts: Gender Issues in Testing
			How Do Employers Use Tests at Work?
		TYPES OF TESTS
			Tests of Cognitive Abilities
			Tests of Motor and Physical Abilities
			Measuring Personality and Interests
			IMPROVING PERFORMANCE: HR Practices Around the Globe: Testing for Assignments Abroad
			Achievement Tests
			Improving Performance Through HRIS: Computerization and Online Testing
			TRENDS SHAPING HR: USING ANALYTICS, MACHINE LEARNING, AND ARTIFICIAL INTELLIGENCE IN EMPLOYEE SELECTION
		WORK SAMPLES AND SIMULATIONS
			Using Work Sampling for Employee Selection
			Situational Judgment Tests
			HR AND THE GIG ECONOMY: Freelance Workers
			Management Assessment Centers
			Situational Testing and Video‐Based Situational Testing
			The Miniature Job Training and Evaluation Approach
			Realistic Job Previews
			IMPROVING PERFORMANCE: The Strategic Context: “Speed Dating” Employee Selection at Zulily
			Choosing a Selection Method
			IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: Employee Testing and Selection
		BACKGROUND INVESTIGATIONS AND OTHER SELECTION METHODS
			Why Perform Background Investigations and Reference Checks?
			KNOW YOUR EMPLOYMENT LAW: Giving References
			TRENDS SHAPING HR: Digital and Social Media
			Using Preemployment Information Services
			Steps for Making the Background Check More Valuable
			The Polygraph and Honesty Testing
			Physical Exams
			Substance Abuse Screening
			Drug Testing Legal Issues
			Complying with Immigration Law
		CHAPTER SECTION SUMMARIES
		DISCUSSION QUESTIONS
		INDIVIDUAL AND GROUP ACTIVITIES
		EXPERIENTIAL EXERCISE
		APPLICATION CASE: THE INSIDER
		CONTINUING CASE: CARTER CLEANING COMPANY
		TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
		KEY TERMS
		ENDNOTES
	7 Interviewing Candidates
		BASIC TYPES OF INTERVIEWS
			Structured versus Unstructured Interviews
			Interview Content (What Types of Questions to Ask)
			How Should We Conduct the Interview?
			IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Asynchronous Interviews at Urban Outfitters
		AVOIDING ERRORS THAT CAN UNDERMINE AN INTERVIEW’S USEFULNESS
			First Impressions (Snap Judgments)
			Not Clarifying What the Job Requires
			Candidate‐Order (Contrast) Error and Pressure to Hire
			Nonverbal Behavior and Impression Management
			Effect of Personal Characteristics: Attractiveness, Gender, Race
			Diversity Counts: Applicant Disability and the Employment Interview
			IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: Selection Practices Abroad
			Interviewer Behavior
		HOW TO DESIGN AND CONDUCT AN EFFECTIVE INTERVIEW
			Designing a Structured Situational Interview
			IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: In Summary: How to Conduct an Effective Interview
			Competency Profiles and Employee Interviews
		EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
			Building Engagement: A Total Selection Program
			The Toyota Way
			TRENDS SHAPING HR: SCIENCE IN TALENT MANAGEMENT
		DEVELOPING AND EXTENDING THE JOB OFFER
		CHAPTER SECTION SUMMARIES
		DISCUSSION QUESTIONS
		INDIVIDUAL AND GROUP ACTIVITIES
		EXPERIENTIAL EXERCISE
		APPLICATION CASE: THE OUT-OF-CONTROL INTERVIEW
		CONTINUING CASE: CARTER CLEANING COMPANY
		TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
		KEY TERMS
		ENDNOTES
		APPENDIX 1 FOR CHAPTER 7 Structured Interview Guide
		APPENDIX 2 FOR CHAPTER 7 Interview Guide for Interviewees
PART THREE TRAINING AND DEVELOPMENT
	8 Training and ‐Developing Employees
		ORIENTING AND ONBOARDING NEW EMPLOYEES
			The Purposes of Employee Orientation/Onboarding
			The Orientation Process
		EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS: ONBOARDING AT TOYOTA
			OVERVIEW OF THE TRAINING PROCESS
			KNOW YOUR EMPLOYMENT LAW: Training and the Law
				Aligning Strategy and Training
			IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Supporting At&T’s Strategy for a Digital Future
				The ADDIE Five‐Step Training Process
				Analyzing the Training Needs
				Designing the Training Program
			TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
				Developing the Program
		IMPLEMENTING THE TRAINING PROGRAM
			On‐the‐Job Training
			Apprenticeship Training
			Informal Learning
			Job Instruction Training
			Lectures
			Programmed Learning
			Behavior Modeling
			Audiovisual‐Based Training
			Vestibule Training
			Electronic Performance Support Systems (EPSS)
			Videoconferencing
			Computer‐Based Training
			Online/Internet‐Based Training
			Diversity Counts: Online Accessibility
			HR AND THE GIG ECONOMY: ON‐DEMAND MICRO LEARNING AT UBER
				Lifelong and Literacy Training Techniques
				Team Training
			IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: Creating Your Own Training Program
		IMPLEMENTING MANAGEMENT DEVELOPMENT PROGRAMS
			Strategy’s Role in Management Development
			Candidate Assessment and the 9‐Box Grid
			Managerial On‐the‐Job Training and Rotation
			IMPROVING PERFORMANCE: HR Practices Around the Globe: Global Job Rotation
				Off‐the‐Job Management Training and Development Techniques
				Leadership Development at Cigna
			TRENDS SHAPING HR: CUSTOMIZED TALENT MANAGEMENT‐DIFFERENTIAL DEVELOPMENT ASSIGNMENTS
				Characteristics of Effective Leadership Development Programs
		MANAGING ORGANIZATIONAL CHANGE PROGRAMS
			Lewin’s Change Process
			Using Organizational Development
		EVALUATING THE TRAINING EFFORT
			Designing the Study
			Training Effects to Measure
		CHAPTER SECTION SUMMARIES
		DISCUSSION QUESTIONS
		INDIVIDUAL AND GROUP ACTIVITIES
		EXPERIENTIAL EXERCISE
		APPLICATION CASE: REINVENTING THE WHEEL AT APEX DOOR COMPANY
		CONTINUING CASE: CARTER CLEANING COMPANY
		TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
		KEY TERMS
		ENDNOTES
	9 Performance ‐Management and Appraisal
		BASICS OF PERFORMANCE APPRAISAL
			The Performance Appraisal Process
			Why Appraise Performance?
			Defining the Employee’s Goals and Performance Standards
			IMPROVING PERFORMANCE: HR AS A PROFIT CENTER Setting Performance Goals at Ball Corporation
			IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: How to Set Effective Goals
				Who Should Do the Appraising?
		TRADITIONAL TOOLS FOR APPRAISING PERFORMANCE
			Graphic Rating Scale Method
			Alternation Ranking Method
			Paired Comparison Method
			Forced Distribution Method
			Critical Incident Method
			Narrative Forms
			Behaviorally Anchored Rating Scales
			Management by Objectives
			Appraisal in Practice: Using Forms, Installed Software, or Cloud‐Based Systems
			Electronic Performance Monitoring
			Conversation Days
			Using Multiple Methods
			TRENDS SHAPING HR: CUSTOMIZED TALENT MANAGEMENT
			HR AND THE GIG ECONOMY: RATING UBER DRIVERS
		DEALING WITH RATER ERROR APPRAISAL PROBLEMS
			Potential Rating Problems
			Diversity Counts: The Problem of Bias
			The Need for Fairness
			KNOW YOUR EMPLOYMENT LAW: Appraising Performance
		MANAGING THE APPRAISAL INTERVIEW
			How to Conduct the Appraisal Interview
			How to Handle a Defensive Subordinate
			How to Criticize a Subordinate
			How to Handle a Written Warning
		EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
			Use the Appraisal Interview to Build Engagement
		PERFORMANCE MANAGEMENT
			Total Quality Management and Performance Appraisal
			What Is Performance Management?
			TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
			Performance Management in Action
			IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT Deloitte’s New Performance Management Process
			The Manager’s Role in Performance Management
		CHAPTER SECTION SUMMARIES
		DISCUSSION QUESTIONS
		INDIVIDUAL AND GROUP ACTIVITIES
		EXPERIENTIAL EXERCISE
		APPLICATION CASE: APPRAISING THE SECRETARIES AT SWEETWATER U
		CONTINUING CASE: CARTER CLEANING COMPANY
		TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
		KEY TERMS
		ENDNOTES
	10 Managing Careers and Retention
		CAREER MANAGEMENT
			Careers Today
			The Psychological Contract
			The Employee’s Role in Career Management
		HR AND THE GIG ECONOMY: THE PORTFOLIO CAREER
			Improving Performance: Through HRIS: Integrating Talent Management and Career and Succession Planning
			Diversity Counts: Toward Career Success
			The Manager as Mentor and Coach
			The Employer’s Role in Career Management
			Employer Career Management Methods
		EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
			Career Management
			Commitment‐Oriented Career Development Efforts
			IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: Career Development at Medtronic
		MANAGING EMPLOYEE TURNOVER AND RETENTION
			IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Turnover and Performance
				Managing Voluntary Turnover
				A Comprehensive Approach to Retaining Employees
			TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
			IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Fresh Thyme Farmers Market
				Job Withdrawal
		EMPLOYEE LIFE‐CYCLE CAREER MANAGEMENT
			Making Promotion Decisions
			KNOW YOUR EMPLOYMENT LAW: Establish Clear Guidelines for Managing Promotions
				Diversity Counts: The Gender Gap
				Managing Transfers
				Managing Retirements
		MANAGING DISMISSALS
			Grounds for Dismissal
			KNOW YOUR EMPLOYMENT LAW: Termination at Will
			Avoiding Wrongful Discharge Suits
			Supervisor Liability
			Security Measures
			The Termination Interview and Exit Process
			Layoffs and the Plant Closing Law
			Adjusting to Downsizings and Mergers
		CHAPTER SECTION SUMMARIES
		DISCUSSION QUESTIONS
		INDIVIDUAL AND GROUP ACTIVITIES
		EXPERIENTIAL EXERCISE
		APPLICATION CASE: UBER TECHNOLOGIES INC.
		CONTINUING CASE: CARTER CLEANING COMPANY
		TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
		KEY TERMS
		ENDNOTES
		APPENDIX FOR CHAPTER 10 Managing Your Career and Finding a Job
PART FOUR COMPENSATION
	11 Establishing Strategic Pay Plans
		BASIC FACTORS IN DETERMINING PAY RATES
			Aligning Total Rewards with Strategy
			Equity and Its Impact on Pay Rates
			Legal Considerations in Compensation
			KNOW YOUR EMPLOYMENT LAW: The Workday
			KNOW YOUR EMPLOYMENT LAW: The Independent Contractor
			HR AND THE GIG ECONOMY: ARE GIG WORKERS EMPLOYEES OR INDEPENDENT CONTRACTORS?
				Union Influences on Compensation Decisions
				Pay Policies
			IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Wegmans Food Markets
			IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: Compensating Expatriate Employees
		JOB EVALUATION METHODS
			Compensable Factors
			Preparing for the Job Evaluation
			Job Evaluation Methods: Ranking
			Job Evaluation Methods: Job Classification
			Job Evaluation Methods: Point Method
			Computerized Job Evaluations
		HOW TO CREATE A MARKET‐COMPETITIVE PAY PLAN
			1. Choose Benchmark Jobs
			2. Select Compensable Factors
			3. Assign Weights to Compensable Factors
			4. Convert Percentages to Points for Each Factor
			5. Define Each Factor’s Degrees
			6. Determine for Each Factor Its Factor Degrees’ Points
			7. Review Job Descriptions and Job Specifications
			8. Evaluate the Jobs
			9. Draw the Current (Internal) Wage Curve
			10. Conduct a Market Analysis: Salary Surveys
			11. Draw the Market (External) Wage Curve
			12. Compare and Adjust Current and Market Wage Rates for Jobs
			13. Develop Pay Grades
			14. Establish Rate Ranges
			15. Address Remaining Jobs
			16. Correct Out‐of‐Line Rates
			IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: Developing a Workable Pay Plan
		PRICING MANAGERIAL AND PROFESSIONAL JOBS
			What Determines Executive Pay?
			Compensating Executives
			Compensating Professional Employees
			Improving Performance: Through HRIS: Payroll Administration
		CONTEMPORARY TOPICS IN COMPENSATION
			Competency‐Based Pay
			Broadbanding
			Comparable Worth
			Diversity Counts: The Pay Gap
			Board Oversight of Executive Pay
		EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
			Total Rewards Programs
			TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
			Total Rewards and Employee Engagement
		CHAPTER SECTION SUMMARIES
		DISCUSSION QUESTIONS
		INDIVIDUAL AND GROUP ACTIVITIES
		EXPERIENTIAL EXERCISE
		APPLICATION CASE: SALARY INEQUITIES AT ASTRAZENECA
		CONTINUING CASE: CARTER CLEANING COMPANY
		TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
		KEY TERMS
		ENDNOTES
	12 Pay for Performance and Financial Incentives
		MONEY’S ROLE IN MOTIVATION
			Incentive Pay Terminology
			Linking Strategy, Performance, and Incentive Pay
			Motivation and Incentives
			KNOW YOUR EMPLOYMENT LAW: Employee Incentives and the Law
		INDIVIDUAL EMPLOYEE INCENTIVE AND RECOGNITION PROGRAMS
			Piecework
			Merit Pay as an Incentive
			Incentives for Professional Employees
			Nonfinancial and Recognition‐Based Awards
			TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
			IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES
			HR AND THE GIG ECONOMY: RECOGNITION, NONFINANCIAL REWARDS, AND GIG WORKERS
				Job Design
			IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT
		INCENTIVES FOR SALESPEOPLE
			Salary Plan
			Commission Plan
			Combination Plan
			Maximizing Sales Results
			Sales Incentives in Action
		INCENTIVES FOR MANAGERS AND EXECUTIVES
			Strategy and the Executive’s Long‐Term and Total Rewards Package
			Short‐Term Incentives and the Annual Bonus
			IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE
				Some Other Executive Incentives
		TEAM AND ORGANIZATION‐WIDE INCENTIVE PLANS
			How to Design Team Incentives
			Evidence‐Based HR: Inequities That Undercut Team Incentives
			Profit‐Sharing Plans
			Scanlon Plans
			Other Gainsharing Plans
			At‐Risk Pay Plans
			Employee Stock Ownership Plans
			Incentive Plans in Practice: Nucor
		EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
			Incentives and Engagement
		CHAPTER SECTION SUMMARIES
		DISCUSSION QUESTIONS
		INDIVIDUAL AND GROUP ACTIVITIES
		EXPERIENTIAL EXERCISE
		APPLICATION CASE: THE HUBSPOT.COM SALES INCENTIVE PLAN
		CONTINUING CASE: CARTER CLEANING COMPANY
		TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
		KEY TERMS
		ENDNOTES
	13 Benefits and Services
		INTRODUCTION: THE BENEFITS PICTURE TODAY
			Policy Issues
		PAY FOR TIME NOT WORKED
			Unemployment Insurance
			Vacations and Holidays
			KNOW YOUR EMPLOYMENT LAW: Some Legal Aspects of Vacations and Holidays
				Sick Leave
			IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Controlling Sick Leave
			KNOW YOUR EMPLOYMENT LAW: Leaves and the Family and Medical Leave Act and Other Laws
				Severance Pay
			IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: Severance Pay in France
				Supplemental Unemployment Benefits
		INSURANCE BENEFITS
			Workers’ Compensation
			Hospitalization, Health, and Disability Insurance
			KNOW YOUR EMPLOYMENT LAW: Patient Protection and Affordable Care Act of 2010 and Other Laws
				Trends in Employer Health‐Care Cost Control
			IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: The Doctor Is on the Phone
				Long‐Term Care
				Life Insurance
				Benefits for Part‐Time and Contingent Workers
			HR AND THE GIG ECONOMY: GIG WORKER BENEFITS
		RETIREMENT BENEFITS
			Social Security
			Pension Plans
			KNOW YOUR EMPLOYMENT LAW: Pension Planning and the Law
				Pensions and Early Retirement
			Improving Performance: Through HRIS: Online Benefits Management Systems
			TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
		PERSONAL SERVICES AND FAMILY‐FRIENDLY BENEFITS
			Personal Services
			Family‐Friendly Benefits
			Other Personal Services Benefits
			Diversity Counts: Domestic Partner Benefits
			IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT
				Executive Perquisites
		FLEXIBLE BENEFITS PROGRAMS
			The Cafeteria Approach
			IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: Benefits and Employee Leasing
				Flexible Work Schedules
		EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
			Costco’s Compensation Plan
		CHAPTER SECTION SUMMARIES
		DISCUSSION QUESTIONS
		INDIVIDUAL AND GROUP ACTIVITIES
		EXPERIENTIAL EXERCISE
		APPLICATION CASE: STRIKING FOR BENEFITS
		CONTINUING CASE: CARTER CLEANING COMPANY
		TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
		KEY TERMS
		ENDNOTES
PART FIVE ENRICHMENT TOPICS IN HUMAN RESOURCE MANAGEMENT
	14 Building Positive Employee Relations
		WHAT IS EMPLOYEE RELATIONS?
		EMPLOYEE RELATIONS PROGRAMS FOR BUILDING AND MAINTAINING POSITIVE EMPLOYEE RELATIONS
			Ensuring Fair Treatment
			IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: A New HR Strategy at the Foxconn Plant in Shenzhen, China
				Bullying and Victimization
				Improving Employee Relations through Communications Programs
				Develop Employee Recognition/Relations Programs
				Use Employee Involvement Programs
			IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: The Cost‐Effective Suggestion System
			HR AND THE GIG ECONOMY: EMPLOYEE RELATIONS AND GIG WORKERS
		THE ETHICAL ORGANIZATION
			Ethics and Employee Rights
			What Shapes Ethical Behavior at Work?
			How Any Manager Can Create an Ethical Environment
			How Human Resource Managers Can Create More Ethical Environments
			IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: Small Business Ethics
			KNOW YOUR EMPLOYMENT LAW: Electronic Monitoring
		MANAGING EMPLOYEE DISCIPLINE
			The Three Pillars of Fair Discipline
			Diversity Counts: Comparing Males and Females in a Discipline Situation
			How to Discipline an Employee
			Discipline without Punishment
		EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
			How Companies Become “Best Companies to Work For”
			The “Best Companies to Work For”
			SAS: Great Benefits, Trust, and Work–Life Balance
			Google: Happiness and People Analytics
			FedEx: Guaranteed Fair Treatment
			A “Best Company” Human Resource Philosophy?
		CHAPTER SECTION SUMMARIES
		DISCUSSION QUESTIONS
		INDIVIDUAL AND GROUP ACTIVITIES
		EXPERIENTIAL EXERCISE
		APPLICATION CASE: ENRON, ETHICS, AND ORGANIZATIONAL CULTURE
		CONTINUING CASE: CARTER CLEANING COMPANY
		TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
		KEY TERMS
		ETHICS QUIZ ANSWERS
		ENDNOTES
	15 Labor Relations and Collective Bargaining
		THE LABOR MOVEMENT
			IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Walmart’s New HR Strategy
				Why Do Workers Organize?
			HR AND THE GIG ECONOMY: WILL UBER DRIVERS ORGANIZE?
				Employee Engagement and Unionization
				What Do Unions Want?
				The AFL–CIO and the SEIU
		UNIONS AND THE LAW
			Period of Strong Encouragement: The Norris–LaGuardia (1932) and National Labor Relations (or Wagner) Acts (1935)
			Period of Modified Encouragement Coupled with Regulation: The Taft–Hartley Act (1947)
			Unfair Union Labor Practices
		THE UNION DRIVE AND ELECTION
			Step 1. Initial Contact
			Step 2. Obtaining Authorization Cards
			Step 3. Hold a Hearing
			Step 4. The Campaign
			Step 5. The Election
			How to Lose an NLRB Election
			Evidence‐Based HR: What to Expect the Union to Do to Win the Election
			The Supervisor’s Role
			KNOW YOUR EMPLOYMENT LAW: Rules Regarding Literature and Solicitation
				Decertification Elections: Ousting the Union
			IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: France Comes to the Workers’ Aid
		THE COLLECTIVE BARGAINING PROCESS
			What Is Collective Bargaining?
			What Is Good Faith?
			The Negotiating Team
			Costing the Contract
			Bargaining Items
			Building Negotiating Skills
			Bargaining Guidelines
			Impasses, Mediation, and Strikes
			IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: Strike Guidelines
			TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Unions Go Digital
				The Contract Agreement
		DEALING WITH DISPUTES AND GRIEVANCES
			Sources of Grievances
			The Grievance Procedure
			Guidelines for Handling Grievances
			IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: How to Handle a Grievance Situation
		THE UNION MOVEMENT TODAY AND TOMORROW
			What Are Unions Doing About It?
			Cooperative Labor–Management Relations
		CHAPTER SECTION SUMMARIES
		DISCUSSION QUESTIONS
		INDIVIDUAL AND GROUP ACTIVITIES
		EXPERIENTIAL EXERCISE
		APPLICATION CASE: ORGANIZING NEW MEDIA EMPLOYEES AT VICE MEDIA
		CONTINUING CASE: CARTER CLEANING COMPANY
		TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
		KEY TERMS
		ENDNOTES
	16 Safety, Health, and Risk Management
		INTRODUCTION: SAFETY AND THE MANAGER
			Why Safety Is Important
			IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Improving Safety Boosts Profits
				Top Management’s Role in Safety
			IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Deepwater Horizon
				The Supervisor’s Role in Accident Prevention
		MANAGER’S BRIEFING ON OCCUPATIONAL SAFETY LAW
			OSHA Standards and Record Keeping
			Inspections and Citations
			Responsibilities and Rights of Employers and Employees
			TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Sitedocs Digital Workplace Safety
		WHAT CAUSES ACCIDENTS?
			What Causes Unsafe Conditions?
			What Causes Unsafe Acts?
		HOW TO PREVENT ACCIDENTS
			Reducing Unsafe Conditions
			TRENDS SHAPING HR: ROBOTS
			TRENDS SHAPING HR: LOCATION BEACONS
				Diversity Counts: Protecting Vulnerable Workers
				Reducing Unsafe Acts
				Reducing Unsafe Acts through Screening
				Reducing Unsafe Acts through Training
				Reducing Unsafe Acts through Posters, Incentives, and Positive Reinforcement
			IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Using Positive Reinforcement
				Reducing Unsafe Acts by Fostering a Culture of Safety
				Reducing Unsafe Acts by Creating a Supportive Environment
				Reducing Unsafe Acts by Establishing a Safety Policy
				Reducing Unsafe Acts by Setting Specific Loss Control Goals
				Reducing Unsafe Acts through Behavior‐Based Safety and Safety Awareness Programs
				Reducing Unsafe Acts through Employee Participation
			TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Conducting Safety and Health Audits and Inspections
		EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
			Milliken & Company—World‐Class Safety through Employee Engagement
			Involvement‐Based Employee Engagement
		WORKPLACE HEALTH HAZARDS: PROBLEMS AND REMEDIES
			Chemicals and Industrial Hygiene
			KNOW YOUR EMPLOYMENT LAW: Hazard Communication
			HR AND THE GIG ECONOMY: TEMP EMPLOYEE SAFETY
				Asbestos Exposure at Work and Air Quality
				Alcoholism and Substance Abuse
				Stress, Burnout, and Depression
				Solving Computer‐Related Ergonomic Problems
				Repetitive Motion Disorders
				Sitting
				Infectious Diseases
				Workplace Smoking
		OCCUPATIONAL SECURITY AND RISK MANAGEMENT
			Enterprise Risk Management
			Preventing and Dealing with Violence at Work
			Securing the Facility
			Terrorism
			Cybersecurity
			Business Continuity and Emergency Plans
			TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Twitter Notifications
		CHAPTER SECTION SUMMARIES
		DISCUSSION QUESTIONS
		INDIVIDUAL AND GROUP ACTIVITIES
		EXPERIENTIAL EXERCISE
		APPLICATION CASE: THE DANGEROUS THIRD SHIFT
		CONTINUING CASE: CARTER CLEANING COMPANY
		TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
		KEY TERMS
		ENDNOTES
	17 Managing Global Human Resources
		THE MANAGER’S GLOBAL CHALLENGE
			What Is International Human Resource Management?
		ADAPTING HUMAN RESOURCE ACTIVITIES TO INTERCOUNTRY DIFFERENCES
			Cultural Factors
			Legal Factors
			Economic Systems
			HR Abroad Example: The European Union
			HR Abroad Example: China
		STAFFING THE GLOBAL ORGANIZATION
			International Staffing: Home or Local?
			Internationalization Stage, Values, and Staffing Policy
			TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Job Boards Abroad
			IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Reducing Expatriate Costs
			TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Using Global Virtual Teams
				Selecting International Managers
				Diversity Counts: Sending Women Managers Abroad
				Avoiding Early Expatriate Returns
			IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: Some Practical Solutions to the Expatriate Challenge
		TRAINING AND MAINTAINING EMPLOYEES ABROAD
			Orienting and Training Employees on International Assignment
			Ethics and Codes of Conduct
			Performance Appraisal of International Managers
			Compensating Managers Abroad
			Union Relations Abroad
			Safety Abroad
			IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: Business Travel
				Repatriation: Problems and Solutions
		EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
			Engagement around the Globe
		MANAGING HR LOCALLY: HOW TO PUT INTO PRACTICE A GLOBAL HR SYSTEM
			IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Hyundai Capital
			Developing a More Effective Global HR System
			Making the Global HR System More Acceptable
			Implementing the Global HR System
		CHAPTER SECTION SUMMARIES
		DISCUSSION QUESTIONS
		INDIVIDUAL AND GROUP ACTIVITIES
		EXPERIENTIAL EXERCISE
		APPLICATION CASE: “BOSS, I THINK WE HAVE A PROBLEM”
		CONTINUING CASE: CARTER CLEANING COMPANY
		TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
		KEY TERMS
		ENDNOTES
	18 Managing Human Resources in Small and Entrepreneurial Firms
		THE SMALL BUSINESS CHALLENGE
			How Small Business Human Resource Management Is Different
			Diversity Counts: Necessity and the Entrepreneur
			Why HRM Is Important to Small Businesses
		USING INTERNET, GOVERNMENT, AND OTHER TOOLS TO SUPPORT THE HR EFFORT
			Government Tools for Complying with Employment Laws
			Online Employment Planning and Recruiting Tools
			TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
				Small Business Employee Selection Tools
			IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Everlane
				Small Business Training Tools
				Employment Appraisal and Compensation Online Tools
				Employment Safety and Health Tools
		LEVERAGING SMALL SIZE WITH FAMILIARITY, FLEXIBILITY, FAIRNESS, AND INFORMALITY
			Simple, Informal Employee Selection Procedures
			IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: A Streamlined Interviewing Process
				Flexibility in Training
				Flexibility in Benefits and Rewards
				Fairness and the Family Business
		USING PROFESSIONAL EMPLOYER ORGANIZATIONS
			How Do PEOs Work?
			Why Use a PEO?
			What Is the Alternative?
		MANAGING HR SYSTEMS, PROCEDURES, AND PAPERWORK
			Introduction
			Basic Components of Manual HR Systems
			Automating Individual HR Tasks
			Human Resource Information Systems (HRIS)
			Improved Transaction Processing
			Online Self‐Processing
			Improved Reporting Capability
			HR System Integration
			HRIS Vendors
			TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: HR on the Cloud
		CHAPTER SECTION SUMMARIES
		DISCUSSION QUESTIONS
		INDIVIDUAL AND GROUP ACTIVITIES
		EXPERIENTIAL EXERCISE
		APPLICATION CASE: NETFLIX BREAKS THE RULES
		CONTINUING CASE: CARTER CLEANING COMPANY
		TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
		ENDNOTES
APPENDICES
	Appendix A HRCI’s PHR® and SPHR® Certification Body of Knowledge
	Appendix B About the Society for Human Resource Management (SHRM) Body of Competency & Knowledge® Model and Certification Exams
	Appendix C Comprehensive Cases
Glossary
Name/Organization Index
Subject Index