Human Resource Strategy: A Behavioral Perspective for the General Manager

Title
Contents
PART I Understanding Behavior in Organizations: Basic Theoretical Orientations
	1. The Effective Management of People: An Introduction and Point of View
		Human Resource Systems and Firm Performance
			Organizational Capability
			Organizing for Success
			Competitive Advantage through the Effective Management of People
		Some Ways of Learning about Effective HRM Practices
			Behavioral Research and Targeted Employee Behaviors
			Research at the Business Unit or Organizational Level
		HR System Design and Evaluation: The Process
		The General Manager as an Agent of Change
			Motivating Change
			Creating a Vision
			Developing Political Support
			Managing the Transition
			Sustaining Momentum 17 xi
		Conclusion
		Continuous Learning: Some Next Steps
		Endnotes
	2. Some Basic Theory about Ability, Motivation, and Opportunity
		The General Framework
		The Aptitude–Ability Distinction
			Aptitudes
			Abilities for the Twenty-First Century: Some Illustrations
		Motivation: Willingness to Exert Effort
		Opportunity
			Equal Opportunity and Career Systems
			Career Systems and Equal Opportunity
		Two Motivation Models: Expectancy Theory and Equity Theory
			Expectancy Theory
			Organizational Justice: Equity Theory
			Human Resource Management Practices and Equity Theory
		Procedural Justice and Its Implications
		Conclusion
		Continuous Learning: Some Next Steps
		Endnotes
PART II Human Resource Systems: What the General Manager Should Know
	3. Staffing, Reward, and Development Systems: A Look at the Possibilities
		Defining the Dimensions of HRM Practice Variation
			Pay System Attributes
			Attributes of the Staffing System
			Attributes of the Training and Development System
			Attributes of the Performance Measurement System
		A Practice-by-Behavior Matrix 62 xiii Conclusion 67 CONTENTS Continuous Learning: Some Next Steps
		Endnotes
		APPENDIX: HRM PRACTICES SURVEY
	4. Reward and Compensation Systems
		Aligning Reward and Compensation Systems with the Firm’s Business Strategy
		Pay Level: Maintaining External Competitiveness in Compensation
			Rationale for Meet, Lag, and Lead Pay Strategies
			Use of Pay Surveys for Comparative Market Data
		Pay Structure: Maintaining Internal Consistency in Job Pricing
			Establishing an Internally Consistent Pay Structure Using Job Evaluation
			The Point Method of Job Evaluation
			From Job Evaluation to an Internally Consistent Job Structure
		Creating a Pay Structure: Blending External Competitiveness and Internal Consistency
		Performance-Contingent Pay and Pay at Risk
			Merit Pay
			Lump-Sum Bonuses
			Individual Incentives/Commissions
			Stock Options: Long-Term Incentives for Executives
			Group Incentives: Gain Sharing
			Group Incentives: Profit Sharing
		Pay for Other Employee Contributions
			Paying for Skills or Competencies
			Seniority-Based Pay
		Employee Benefits: Flexibility and Levels
		Conclusion
		Continuous Learning: Some Next Steps
		Endnotes
	5. Staffing Systems
		Career System Orientation: Recognizing Staffing Systems that Fit the Firm’s Business Strategy
		Two Frameworks for Integrating Staffing Practice with Strategy
		Potential versus Achievement Orientation
			Recognizing High-Quality Practices When Selecting for Achievement
			Recognizing High-Quality Practices When Selecting for Potential
		Organizational Fit and Systems for Addressing Employee Motivation
			Systems for Selecting Motivated Employees
			Organizational Fit and Retaining Top Performers
		Exit Orientation and Managing the Restructuring Process
		Conclusion
		Continuous Learning: Some Next Steps
		Endnotes
	6. Employee and Career Development Systems
		A Systematic Approach to Training
		Goldstein’s Instructional System
			Assessment Phase
			Training and Development Phase
			Evaluation Phase
			A Review: When Are the Conditions Right for Training?
		Career and Personal Development
			Development as a Selection and Attraction Tool
			Development as a Succession-Management Tool
		Summary
			Skill Orientation
			Training Method Orientation
			Career Pathing
			Succession Planning
			Skills Inventories
		Conclusion
		Continuous Learning: Some Next Steps
		Endnotes
	7. Performance Management Systems
		Aligning Performance Management Systems with the Firm’s Strategy: Measuring What Matters
		Purposes and Uses for Measures of Employee Performance
			Administrative Uses
			Feedback, Counseling, and Performance Improvement
			Evaluation of Organizational Programs
			Performance Appraisal and Total Quality Management
		Measuring Results: Use of Objective Outcome Measures
			Examples of Use of Results-Oriented Performance Measures
			Advantages and Disadvantages of Results-Oriented Measures
		Measuring “Processes” and the Use of Human Judgment
			Rating Scales: Absolute Standards in Performance Appraisal
			Employee Comparison Approaches
		Measurement Scope in Performance Appraisal
			360 Degree Appraisal
		Improving the Quality of Performance Measures
			Results-Oriented versus Process-Oriented Measures
			Improving Raters’ Appraisal of Employee Performance
		Performance Management as a System: An Overview
			Performance Planning
			Ongoing Performance Communication
			Data Gathering, Observation, and Documentation
			Performance Appraisal and Feedback Sessions
			Performance Diagnosis and Coaching
		Conclusion
		Continuous Learning: Some Next Steps
		Endnotes
PART III CONTENTS Aligning Human Resource Systems with Business Strategy
	8. Human Resource Systems: The Link to Business Strategy and Firm Performance
		Sustained Competitive Advantage
			HRM Adds Value to the Firm
			Human Resources as Rare Resources
			Human Resource Systems as Inimitable
			Human Resource Systems as Nonsubstitutable
		Linking HRM Practices to Organizational Outcomes
			Assessing and Reducing Costs
			Behavioral Impact of HRM Practices
			Marginal Utility Models
			Auditing HRM Practices and Departments
		Linking Strategy to HRM Practices
			Corporate HR Philosophy or Companywide HR Standards
			Beware of the Direct Business Strategy–HRM Connection
			HRM Leading Strategy Formulation
		Conclusion
		Continuous Learning: Some Next Steps
		Endnotes
	9. Sustained Competitive Advantage through Inimitable Human Resource Practices
		Three Perspectives on Alternative HR Systems
		Intransigent Employee Behaviors
		HR Systems and Employee Behaviors: Individual, Group, and Organizational Systems
		Avoiding Conflicting HR Systems
		Congruence and Integrated HR Systems
			Lack of Congruence in an HR System
			A Congruent HR System
		Designing the Congruent System of HR Practices: Tradeoffs
		Human Resource Systems in the Management Literature
			Competitive Strategies, Role Behaviors, and Typologies of CONTENTS HRM Practices
			Control and Commitment Human Resource Systems
		Conclusion
		Continuous Learning: Some Next Steps
		Endnotes
	10. Domestic and International Labor Markets
		On the Relevance of Labor Markets
			Labor Markets and the Return on Investments
			Labor Markets and Equal Employment Opportunity Laws
		General Characteristics of the Market for Labor
		Ways of Characterizing Labor Markets
			Levels of Analysis
			Attribute Types
		Learning about Labor Markets
		Conclusion
		Continuous Learning: Some Next Steps
		Endnotes
	11. The Equal Employment and Labor Relations Environment
		An Overview of U.S. Equal Employment Opportunity Laws and Regulations
			Title VII of the Civil Rights Act of 1964
			Sexual Harassment under Title VII
			Executive Order 11246 and Revisions
			Civil Rights Act of 1991
			Age Discrimination in Employment Act (1967)
			Americans with Disabilities Act (1990)
			The Complexity of EEO Regulation
		International Employment Regulation: Variability across Countries
		Equal Employment Issues in Multinational Firms
			U.S. Employment Law and Global Operations
			Extraterritorial Application of U.S. Employment Laws
			International Equal Employment Law and Global Operations
			Host Country Laws
		A Global Perspective on Labor Relations
			Some General Points about International Labor Relations
			Variation in Unionization across Countries
			Government Regulation
		Conclusion
		Continuous Learning: Some Next Steps
		Endnotes
PART IV Designing Human Resource Systems for Specific Business Situations
	Illustration 1. Human Resource Systems for the Customer Contact Tier
		The Targeted Job Class: Customer Service Representative
		Business Strategy and Technology: Home Entertainment Services
		Key Employee Behaviors and Critical Employee Attributes
		Labor-Market Attributes
		The Legal Environment
		The Prescribed HR System
			Reward and Compensation Practices
			Training and Development
			The Staffing System
			The Performance Measurement System
		Conclusion
		Endnotes
	Illustration 2. Human Resource Systems for Total Quality Management–Oriented Manufacturing Teams
		The Targeted Job Class: Manufacturing Associate
		Business Strategy and Technology: Columbus Engine Works
		Key Employee Behaviors and Critical Employee Attributes
		Labor-Market Attributes
		The Legal Environment
		The Prescribed HR System
			Reward and Compensation Practices
			The Staffing System
			Training and Development
			The Performance Measurement System
		Conclusion
		Endnotes
	Illustration 3. Human Resource Systems for Financial Services Sales
		The Targeted Job Class: Insurance Sales Agent
		Business Strategy and Technology: Midwest Insurance Company
		Key Employee Behaviors and Critical Employee Attributes
		Labor-Market Attributes
		The Legal Environment
		The Prescribed HR System
			Reward and Compensation Practices
			The Staffing System
			Training and Development
			The Performance Measurement System
		Conclusion
		Endnotes
	Illustration 4. Human Resource Systems for Project Development Teams
		The Targeted Job Class: Television Sitcom Writer
		Business Strategy, Technology, and Work Processes: XYZ Productions
		Key Employee Behaviors and Critical Employee Attributes
		Labor-Market Attributes
		The Legal Environment
		The Prescribed HR System
			Reward and Compensation Practices
			The Staffing System
			Training and Development
			The Performance Measurement System
		Conclusion
		Endnotes
	Illustration 5. Human Resource Systems for Marketing Managers in Asia
		The Targeted Job Class: Country Brand Director
		Business Strategy, Technology, and Work Processes: Fleet Sports, Inc.
		Key Employee Behaviors and Critical Employee Attributes
		Labor-Market Attributes
		The Legal Environment
		The Prescribed HR System
			Reward and Compensation Practices
			The Staffing System
			Training and Development
			The Performance Measurement System
		Conclusion
		Endnotes
INDEX