Managing human resources

Cover......Page 1
MANAGING HUMAN RESOURCES......Page 2
CONTENTS IN BRIEF......Page 6
CONTENTS......Page 8
PREFACE......Page 26
CHAPTER 1: MANAGING HUMAN RESOURCES......Page 35
  SATISFYING MULTIPLE STAKEHOLDERS......Page 37
  OWNERS AND INVESTORS......Page 38
  SOCIETY......Page 39
  OTHER ORGANIZATIONS......Page 41
  ORGANIZATIONAL MEMBERS (THE EMPLOYEES)......Page 42
  EMPLOYEES WHO ARE A SOURCE OF ADDED VALUE......Page 44
  AN HRM SYSTEM THAT CAN’T BE COPIED......Page 45
 A FRAMEWORK FOR MANAGING HUMAN RESOURCES......Page 46
  THE IMPORTANCE OF HRM STRATEGIES AND THE ORGANIZATION’S EXTERNAL AND INTERNAL ENVIRONMENTS......Page 47
  ACTIVITIES FOR MANAGING HUMAN RESOURCES......Page 49
  HR PROFESSIONALS PROVIDE SPECIAL EXPERTISE......Page 52
  LINE MANAGERS......Page 54
  EMPLOYEES SHARE RESPONSIBILITY......Page 56
 LOOKING AHEAD: FIVE SPECIAL THEMES......Page 57
  MANAGING WITH TEAMS......Page 58
  MANAGING WITH ETHICS AND CORPORATE SOCIAL RESPONSIBILITY......Page 59
  MANAGING WITH NEW TECHNOLOGIES......Page 61
  MANAGING WITH METRICS AND ANALYTICS......Page 62
  EMPLOYEE ENGAGEMENT......Page 64
 CHAPTER SUMMARY WITH LEARNING GOALS......Page 65
 QUESTIONS FOR DISCUSSION AND REFLECTIVE THINKING......Page 66
 PROJECTS TO EXTEND YOUR LEARNING......Page 67
 CASE STUDY: CAN KNIGHTS APPAREL SATISFY ALL OF ITS STAKEHOLDERS AND SURVIVE?......Page 68
CHAPTER 2: FORMULATING AND IMPLEMENTING HRM STRATEGIES......Page 71
 THE IMPORTANCE OF FORMULATING AND IMPLEMENTING HRM STRATEGIES......Page 73
  ELEMENTS OF THE ENVIRONMENT FOR MANAGING HUMAN RESOURCES......Page 74
 THE HR TRIAD......Page 75
 UNDERSTANDING THE EXTERNAL ENVIRONMENT......Page 76
  THE ECONOMIC LANDSCAPE......Page 77
  THE DEMOGRAPHIC LANDSCAPE......Page 78
  THE POLITICAL LANDSCAPE......Page 81
  TECHNOLOGY......Page 82
  COMPANY CULTURE......Page 84
  BUSINESS STRATEGIES......Page 88
 HRM STRATEGIES......Page 89
  TYPES OF HRM STRATEGIES......Page 90
 HRM STRATEGY FORMULATION......Page 92
  ALIGNING HRM STRATEGY FORMULATION WITH THE BUSINESS STRATEGY......Page 93
  SPECIFYING STRATEGIC OBJECTIVES......Page 94
  DESIGNING AN INTEGRATED HRM SYSTEM TO ACHIEVE STRATEGIC OBJECTIVES......Page 95
 HRM STRATEGY IMPLEMENTATION......Page 96
  OVERCOMING RESISTANCE......Page 97
  REVIEW AND REVISE......Page 100
  MANAGING A MULTI-GENERATIONAL WORKPLACE......Page 101
  MERGERS AND ACQUISITIONS......Page 103
 CHAPTER SUMMARY WITH LEARNING GOALS......Page 104
 QUESTIONS FOR DISCUSSION AND REFLECTIVE THINKING......Page 105
 PROJECTS TO EXTEND YOUR LEARNING......Page 106
 CASE STUDY: LEVI STRAUSS & COMPANY......Page 108
CHAPTER 3: ENSURING FAIR TREATMENT AND LEGAL COMPLIANCE......Page 111
  CONCERNS OF THE LABOR FORCE......Page 113
  HR PROFESSIONALS......Page 114
  OTHER EMPLOYEES......Page 115
  DISTRIBUTIVE JUSTICE......Page 116
  INTERACTIONAL JUSTICE......Page 117
 THE LEGAL LANDSCAPE......Page 118
  LAWS......Page 119
  COURTS......Page 122
  COMPANY RESPONSES......Page 123
  THE EEOC......Page 124
  CATEGORIES OF DISCRIMINATION COVERED BY TITLE VII......Page 126
  HARASSMENT......Page 127
  DEFENDING DISCRIMINATION ALLEGATIONS......Page 130
  AGE DISCRIMINATION IN EMPLOYMENT ACT......Page 132
  AMERICANS WITH DISABILITIES ACT......Page 133
  GENETIC INFORMATION NON-DISCRIMINATION ACT......Page 134
  EXECUTIVE ORDERS 11246, 11375, 11478, AND 13672......Page 135
  COMPANY GRIEVANCE PROCEDURES......Page 136
  MEDIATION AND ARBITRATION......Page 137
  USING THE COURTS TO SETTLE DISPUTES......Page 138
  A CULTURE OF INCLUSION......Page 139
  EVALUATING THE EFFECTIVENESS OF DIVERSITY AND INCLUSION INITIATIVES......Page 142
  ECONOMIC BENEFITS OF DIVERSITY......Page 144
  AUTISM IN THE WORKPLACE......Page 145
 CHAPTER SUMMARY WITH LEARNING GOALS......Page 146
 QUESTIONS FOR DISCUSSION AND REFLECTIVE THINKING......Page 148
 PROJECTS TO EXTEND YOUR LEARNING......Page 149
 CASE STUDY: UNITED WAY AND THE BOY SCOUTS OF AMERICA......Page 152
CHAPTER 4: USING JOB ANALYSIS AND COMPETENCY MODELING......Page 157
  FOUNDATION FOR AN INTEGRATED HRM SYSTEM......Page 159
  CHANGING CULTURES AND IMPLEMENTING NEW STRATEGIES......Page 160
  ADOPTING NEW TECHNOLOGY......Page 161
  COMPLYING WITH LAWS AND REGULATIONS......Page 162
 THE HR TRIAD......Page 163
 THE HR TRIAD: ROLES AND RESPONSIBILITIES IN JOB ANALYSIS AND COMPETENCY MODELING......Page 164
  POSITIONS, JOBS, AND OCCUPATIONS......Page 165
  JOB ANALYSIS......Page 166
  CAREER PATHS......Page 167
 SOURCES OF INFORMATION USED IN JOB ANALYSIS AND COMPETENCY MODELING......Page 169
  TRAINED JOB ANALYSTS......Page 170
  INDIVIDUAL AND GROUP INTERVIEWS......Page 171
  OBSERVATIONS......Page 172
  TIME-AND-MOTION STUDIES......Page 173
  OCCUPATIONAL INFORMATION NETWORK (O*NET)......Page 174
  POSITION ANALYSIS QUESTIONNAIRE......Page 176
  MANAGEMENT POSITION DESCRIPTION QUESTIONNAIRE......Page 177
  DEVELOPING A CUSTOMIZED INVENTORY......Page 178
  ANALYZING AND INTERPRETING THE DATA......Page 180
  ADVANTAGES AND DISADVANTAGES......Page 181
  STANDARDIZED APPROACH......Page 182
  CUSTOMIZED APPROACH......Page 183
  COMPETENCY INVENTORIES......Page 185
  THE DECLINE OF JOB ANALYSIS?......Page 188
  THE IMPORTANCE OF DOCUMENTING COMPETENCY MODELING......Page 189
 CHAPTER SUMMARY WITH LEARNING GOALS......Page 190
 QUESTIONS FOR DISCUSSION AND REFLECTIVE THINKING......Page 191
 CASE STUDY: JOB DESCRIPTIONS AT HITEK......Page 192
CHAPTER 5: MANAGING TALENT THROUGH WORKFORCE PLANNING, RECRUITMENT, AND RETENTION......Page 197
 THE STRATEGIC IMPORTANCE OF MANAGING TALENT THROUGH WORKFORCE PLANNING, RECRUITMENT, AND RETENTION......Page 199
  IMPROVING PRODUCTIVITY......Page 200
  REDUCING LABOR COSTS......Page 201
  OTHER HR ACTIVITIES......Page 202
  THE EXTERNAL AND INTERNAL ENVIRONMENTS......Page 204
  LINE MANAGERS......Page 206
 THE HR TRIAD: ROLES AND RESPONSIBILITIES FOR MANAGING TALENT......Page 207
  WORKFORCE FORECASTS......Page 208
  SUCCESSION PLANNING......Page 210
 RECRUITING SOURCES AND METHODS......Page 211
  RECRUITING FROM THE INTERNAL LABOR MARKET......Page 212
  RECRUITING FROM THE EXTERNAL LABOR MARKET......Page 214
  ATTRACTING UNCONVENTIONAL EMPLOYEES......Page 219
 USING METRICS AND ANALYTICS TO MANAGE THE TALENT SUPPLY CHAIN......Page 222
 RECRUITMENT FROM THE APPLICANT’S PERSPECTIVE......Page 223
  COMPANY REPUTATION......Page 224
  THE RECRUITMENT EXPERIENCE......Page 225
  ETHICAL RECRUITING PRACTICES......Page 226
  UNDERSTANDING THE REASONS FOR TURNOVER......Page 228
  REDUCING UNWANTED TURNOVER......Page 230
  AVOIDING LAYOFFS......Page 231
  RECRUITMENT AND RETENTION OF OLDER WORKERS......Page 233
 CHAPTER SUMMARY WITH LEARNING GOALS......Page 234
 QUESTIONS FOR DISCUSSION AND REFLECTIVE THINKING......Page 236
 PROJECTS TO EXTEND YOUR LEARNING......Page 237
 CASE STUDY: DOWNSIZING: ANATHEMA TO CORPORATE LOYALTY?......Page 239
CHAPTER 6: SELECTING EMPLOYEES TO FIT THE JOB AND THE ORGANIZATION......Page 241
  OBTAINING A CAPABLE WORKFORCE......Page 243
  COMPANY REPUTATION......Page 244
  MAXIMIZING THE ECONOMIC UTILITY OF SELECTION PRACTICES......Page 245
  OTHER HR ACTIVITIES......Page 248
  THE EXTERNAL AND INTERNAL ENVIRONMENTS......Page 250
 THE HR TRIAD......Page 253
  LINE MANAGERS......Page 254
 DESIGNING THE SELECTION PROCESS......Page 255
  CHOOSING PREDICTORS......Page 256
  CHOOSING ASSESSMENT TECHNIQUES......Page 257
  SYNTHESIZING INFORMATION TO CHOOSE APPROPRIATE CANDIDATES......Page 260
  PERSONAL HISTORY ASSESSMENTS......Page 262
  BACKGROUND VERIFICATION AND REFERENCE CHECKS......Page 264
  MEDICAL TESTS......Page 266
  SCREENING JOB INTERVIEWS......Page 267
  STRUCTURED JOB INTERVIEWS......Page 268
  PANEL INTERVIEWS......Page 270
  ABILITY TESTS......Page 271
  JOB KNOWLEDGE TESTS......Page 272
  PERSONALITY TESTS......Page 274
  ASSESSMENT CENTERS......Page 276
 CURRENT ISSUES......Page 277
  AFFIRMATIVE ACTION......Page 278
  CONTROVERSIAL PREDICTORS......Page 279
 CHAPTER SUMMARY WITH LEARNING GOALS......Page 281
 TERMS TO REMEMBER......Page 282
 PROJECTS TO EXTEND YOUR LEARNING......Page 283
 CASE STUDY: SELECTING PATIENT ESCORTS......Page 285
CHAPTER 7: TRAINING AND DEVELOPING A COMPETITIVE WORKFORCE......Page 289
  IMPROVING COMPETITIVENESS......Page 291
  INCREASING EMPLOYEE ATTRACTION, RETENTION, AND MOTIVATION......Page 293
  OTHER HR ACTIVITIES......Page 294
  THE EXTERNAL AND INTERNAL ENVIRONMENTS......Page 296
 THE HR TRIAD......Page 299
 THE HR TRIAD: ROLES AND RESPONSIBILITIES IN TRAINING AND DEVELOPMENT......Page 300
 DETERMINING TRAINING AND DEVELOPMENT NEEDS......Page 301
  JOB NEEDS ANALYSIS......Page 302
  PERSON NEEDS ANALYSIS......Page 303
  DEMOGRAPHIC NEEDS ANALYSIS......Page 304
  IMPROVING COGNITIVE KNOWLEDGE......Page 305
  DEVELOPING SKILLS......Page 306
  ENCOURAGING ETHICAL BEHAVIOR......Page 307
  TEAM BUILDING......Page 308
 DETERMINING WHO PROVIDES THE TRAINING......Page 310
  INTERNAL OR EXTERNAL SUBJECT MATTER EXPERTS......Page 311
  E-LEARNING......Page 312
  ON THE JOB......Page 314
  ON SITE BUT NOT ON THE JOB......Page 316
  OFF THE JOB......Page 317
  SET THE STAGE FOR LEARNING......Page 319
  CREATE CONDITIONS TO INCREASE LEARNING DURING TRAINING AND DEVELOPMENT ACTIVITIES......Page 320
  MAINTAINING PERFORMANCE AFTER TRAINING......Page 321
  TRAINEE REACTIONS......Page 322
 CURRENT ISSUES......Page 323
  DIVERSITY TRAINING......Page 324
  USING GAMIFICATION FOR TRAINING......Page 325
 CHAPTER SUMMARY WITH LEARNING GOALS......Page 327
 QUESTIONS FOR DISCUSSION AND REFLECTIVE THINKING......Page 328
 PROJECTS TO EXTEND YOUR LEARNING......Page 329
 CASE STUDY: SEEING THE FOREST AND THE TREES......Page 331
CHAPTER 8: CONDUCTING PERFORMANCE MANAGEMENT......Page 333
  ENHANCE MOTIVATION......Page 335
  IMPROVE INDIVIDUAL AND ORGANIZATIONAL PERFORMANCE......Page 338
  SUPPORT STRATEGIC OBJECTIVES......Page 339
  THE INTERNAL ENVIRONMENT......Page 340
  THE EXTERNAL ENVIRONMENT......Page 343
  OTHER HR ACTIVITIES......Page 345
  LINE MANAGERS......Page 346
 THE HR TRIAD: ROLES AND RESPONSIBILITIES FOR PERFORMANCE MANAGEMENT......Page 347
  HR PROFESSIONALS......Page 348
  PERSONAL TRAITS......Page 349
  BEHAVIORS......Page 350
  MULTIPLE CRITERIA......Page 351
 TIMING OF PERFORMANCE MANAGEMENT......Page 352
  ANNIVERSARY APPROACH......Page 353
  CONTINUOUS APPROACH......Page 354
  SELF-APPRAISAL......Page 355
  SUBORDINATES......Page 356
  360-DEGREE APPRAISALS......Page 357
  CROWDSOURCED FEEDBACK......Page 358
  COMPARATIVE FORMATS......Page 359
  ABSOLUTE STANDARDS FORMATS......Page 360
  RESULTS-BASED FORMATS......Page 364
  RATING ERRORS......Page 365
  IMPROVING RATER ACCURACY......Page 366
  TIMING......Page 368
  FOLLOW-UP......Page 369
  WHEN NOTHING ELSE WORKS......Page 371
  MONITORING THROUGH TECHNOLOGY......Page 372
 CHAPTER SUMMARY WITH LEARNING GOALS......Page 373
 QUESTIONS FOR DISCUSSION AND REFLECTIVE THINKING......Page 375
 PROJECTS TO EXTEND YOUR LEARNING......Page 376
 CASE STUDY: CROWDSOURCING FEEDBACK......Page 378
CHAPTER 9: DEVELOPING AN APPROACH TO TOTAL COMPENSATION......Page 381
  ATTRACT, MOTIVATE, AND RETAIN TALENT......Page 383
  IMPLEMENT THE BUSINESS STRATEGY......Page 387
  CONTAIN COSTS......Page 388
 TOTAL COMPENSATION WITHIN AN INTEGRATED HRM SYSTEM......Page 389
  OTHER HR ACTIVITIES......Page 390
  THE EXTERNAL ENVIRONMENT......Page 391
  THE INTERNAL ENVIRONMENT......Page 395
 THE HR TRIAD: ROLES AND RESPONSIBILITIES FOR TOTAL COMPENSATION......Page 398
  LINE MANAGERS......Page 399
  OBJECTIVES OF JOB EVALUATION......Page 400
  JOB CLASSIFICATION METHOD OF JOB EVALUATION......Page 401
  POINT-FACTOR RATING METHOD OF JOB EVALUATION......Page 402
  COMPETENCY-BASED METHODS OF JOB EVALUATION......Page 405
  SKILL-BASED PAY......Page 406
  STEP 1: DETERMINE EXTERNAL MARKET PAY RATES......Page 407
  STEP 3: SET THE ORGANIZATION PAY POLICY......Page 409
 DESIGN THE INTERNAL PAY STRUCTURE......Page 410
  JOB-BASED PAY GRADES AND RANGES......Page 411
  BALANCING INTERNAL AND EXTERNAL EQUITY......Page 412
  ACHIEVING INDIVIDUAL EQUITY......Page 413
  RAISING THE MINIMUM WAGE......Page 414
  EXECUTIVE COMPENSATION......Page 415
 TERMS TO REMEMBER......Page 416
 PROJECTS TO EXTEND YOUR LEARNING......Page 417
CHAPTER 10: USING PERFORMANCE-BASED PAY TO ACHIEVE STRATEGIC OBJECTIVES......Page 419
  SUPPORT STRATEGIC OBJECTIVES......Page 421
  ATTRACT, RETAIN, AND MOTIVATE TALENT......Page 423
 PERFORMANCE-BASED PAY WITHIN AN INTEGRATED HRM SYSTEM......Page 424
  OTHER HR ACTIVITIES......Page 425
  THE INTERNAL ENVIRONMENT......Page 426
  THE EXTERNAL ENVIRONMENT......Page 428
 THE HR TRIAD......Page 429
  OTHER EMPLOYEES......Page 430
  TYPES OF PERFORMANCE-BASED PAY......Page 431
  REWARDS......Page 432
  PERFORMANCE MEASURES......Page 435
 IMPLEMENTATION ISSUES......Page 438
  EVALUATING EFFECTIVENESS......Page 439
  GAINING EMPLOYEE ACCEPTANCE......Page 440
 RECOGNITION AWARDS......Page 441
  SPOT AWARDS......Page 443
 MERIT PAY......Page 444
  MERIT AWARDS......Page 445
  LINKING PERFORMANCE TO MERIT AWARDS......Page 446
  INDIVIDUAL INCENTIVES......Page 447
  TEAM INCENTIVES......Page 449
  COMPANYWIDE INCENTIVES......Page 451
 PAY THAT PUTS EARNINGS AT RISK......Page 452
  COMMISSIONS......Page 453
  STOCK OWNERSHIP......Page 454
  NEW USES OF ANALYTICS......Page 457
  ETHICAL CONSIDERATIONS......Page 458
 CHAPTER SUMMARY WITH LEARNING GOALS......Page 459
 QUESTIONS FOR DISCUSSION AND REFLECTIVE THINKING......Page 460
 PROJECTS TO EXTEND YOUR LEARNING......Page 461
CHAPTER 11: PROVIDING EMPLOYEE BENEFITS......Page 463
 THE STRATEGIC IMPORTANCE OF PROVIDING EMPLOYEE BENEFITS......Page 465
  IMPROVE ATTRACTION AND RETENTION......Page 466
 EMPLOYEE BENEFITS WITHIN AN INTEGRATED HRM SYSTEM......Page 467
  OTHER HR ACTIVITIES......Page 468
  THE EXTERNAL ENVIRONMENT......Page 469
  THE INTERNAL ENVIRONMENT......Page 472
 MANDATORY BENEFITS......Page 474
  SOCIAL SECURITY INSURANCE......Page 475
  WORKERS' COMPENSATION AND DISABILITY INSURANCE......Page 476
 VOLUNTARY BENEFITS: RETIREMENT SAVINGS PLANS AND PENSIONS......Page 477
  DEFINED BENEFIT PLANS......Page 478
  DEFINED CONTRIBUTION PLANS......Page 479
  CASH BALANCE PLANS......Page 481
  LEGAL CONSIDERATIONS......Page 482
  MEDICAL CARE......Page 483
  WELLNESS PROGRAMS......Page 485
  EMPLOYEE ASSISTANCE PROGRAMS......Page 486
  OFF-THE-JOB PAID LEAVE......Page 487
  ON-THE-JOB PAID LEAVE......Page 489
  WORK/LIFE BENEFITS......Page 490
  OTHER VOLUNTARY BENEFITS......Page 492
  WHAT TO INCLUDE IN THE BENEFITS PACKAGE......Page 493
  COMMUNICATING THE BENEFITS OFFERED TO EMPLOYEES......Page 494
  CONTAINING THE ESCALATING COST OF HEALTH CARE......Page 495
  THE PATIENT PROTECTION AND AFFORDABLE CARE ACT OF 2010......Page 497
 CHAPTER SUMMARY WITH LEARNING GOALS......Page 498
 QUESTIONS FOR DISCUSSION AND REFLECTIVE THINKING......Page 499
 PROJECTS TO EXTEND YOUR LEARNING......Page 500
 CASE STUDY: WHO’S BENEFITING?......Page 503
CHAPTER 12: PROMOTING AND IMPROVING EMPLOYEE SAFETY, HEALTH, AND WELL-BEING......Page 505
  ENHANCE PRODUCTIVITY......Page 507
  CONTAIN COSTS......Page 508
 PROMOTING AND IMPROVING SAFETY, HEALTH, AND WELL-BEING WITHIN AN INTEGRATED HRM SYSTEM......Page 509
  OTHER HR ACTIVITIES......Page 510
  THE INTERNAL ENVIRONMENT......Page 512
  THE EXTERNAL ENVIRONMENT......Page 514
 THE HR TRIAD......Page 518
 WORKPLACE SAFETY HAZARDS......Page 519
  OCCUPATIONAL ACCIDENTS......Page 520
  OCCUPATIONAL INJURIES......Page 521
  OCCUPATIONAL ILLNESSES......Page 523
  HAZARDS TO MENTAL HEALTH......Page 524
  WORKPLACE STRESSORS......Page 525
  JOB BURNOUT......Page 527
  MEASURING AND MONITORING SAFETY......Page 528
  ACCIDENT PREVENTION......Page 529
  INJURY PREVENTION......Page 531
  VIOLENCE PREVENTION......Page 533
 INTERVENTIONS TO PROMOTE AND IMPROVE EMPLOYEE HEALTH AND WELL-BEING......Page 534
  ILLNESS PREVENTION......Page 535
  WELLNESS PROGRAMS......Page 536
  EMPLOYEE ASSISTANCE PROGRAMS......Page 540
  STRESS MANAGEMENT......Page 541
  ASSESSING INTERVENTION EFFECTIVENESS......Page 542
  PRIVACY......Page 543
  DEALING WITH THE USE OF MARIJUANA......Page 544
 CHAPTER SUMMARY WITH LEARNING GOALS......Page 545
 PROJECTS TO EXTEND YOUR LEARNING......Page 546
 CASE STUDY: WHO’S THERE ON THE LINE?......Page 549
CHAPTER 13: UNDERSTANDING UNIONIZATION AND COLLECTIVE BARGAINING......Page 551
  FLEXIBILITY......Page 553
  ATTRACTING, RETAINING, AND MOTIVATING EMPLOYEES......Page 554
 UNIONIZATION AND COLLECTIVE BARGAINING WITHIN THE INTEGRATED HRM SYSTEM......Page 555
  OTHER HR ACTIVITIES......Page 556
  THE INTERNAL ENVIRONMENT......Page 557
  UNIONS......Page 558
  THE LEGAL AND POLITICAL LANDSCAPE......Page 561
  THE DEMOGRAPHIC LANDSCAPE......Page 564
  UNIONS......Page 566
  LINE MANAGERS, HR PROFESSIONALS, AND OTHER EMPLOYEES......Page 567
 ATTRACTION TO UNIONIZATION......Page 568
  MANAGEMENT EFFORTS TO SATISFY EMPLOYEES AND PREVENT UNIONIZATION......Page 569
  UNION EFFORTS TO INCREASE PERCEIVED UNION INSTRUMENTALITY......Page 570
 UNION CERTIFICATION PROCESS......Page 571
  SOLICITING EMPLOYEE SUPPORT......Page 572
  ELECTION, CERTIFICATION, AND DECERTIFICATION......Page 574
 THE COLLECTIVE BARGAINING PROCESS......Page 575
  TYPES OF BARGAINING......Page 576
  NEGOTIATING THE AGREEMENT......Page 579
  ISSUES FOR NEGOTIATION......Page 582
  CONFLICTS AND THEIR RESOLUTION......Page 584
  CONTRACT ADMINISTRATION......Page 587
  WORKER CENTERS......Page 591
  THE POWER OF PUBLIC SECTOR UNIONS......Page 592
 CHAPTER SUMMARY WITH LEARNING GOALS......Page 593
 QUESTIONS FOR DISCUSSION AND REFLECTIVE THINKING......Page 594
 PROJECTS TO EXTEND YOUR LEARNING......Page 595
 CASE STUDY: THE UNION’S STRATEGIC CHOICE......Page 596
CHAPTER 14: MANAGING HUMAN RESOURCES GLOBALLY......Page 599
  GROWTH......Page 601
  REDUCING COSTS......Page 603
  IMPROVING COMPETITIVENESS......Page 604
  HR PROFESSIONALS......Page 605
  LINE MANAGERS......Page 606
  REGIONAL TRADE ZONES......Page 607
  INTERNATIONAL ORGANIZATIONS......Page 610
 THE GLOBAL LANDSCAPE AND OTHER ASPECTS OF THE EXTERNAL ENVIRONMENT......Page 611
  THE SOCIO-CULTURAL LANDSCAPE......Page 612
  THE POLITICAL LANDSCAPE......Page 614
  THE LEGAL LANDSCAPE......Page 615
  THE ECONOMIC LANDSCAPE......Page 619
  THE DEMOGRAPHIC LANDSCAPE......Page 621
  BUSINESS STRATEGY......Page 623
  TECHNOLOGY......Page 624
  COMPANY CULTURE......Page 625
  OTHER RESOURCES......Page 626
  NATIONAL DIFFERENCES IN SELECTION......Page 628
  NATIONAL DIFFERENCES IN PERFORMANCE MANAGEMENT......Page 629
  NATIONAL DIFFERENCES IN COMPENSATION AND BENEFITS......Page 630
  NATIONAL DIFFERENCES IN UNIONIZATION AND COLLECTIVE BARGAINING......Page 631
 MANAGING HUMAN RESOURCES GLOBALLY BY INTEGRATING ACROSS NATIONS......Page 633
  INTEGRATING TALENT MANAGEMENT ACROSS NATIONS......Page 634
  INTEGRATING SELECTION ACROSS NATIONS......Page 635
  INTEGRATING TRAINING AND DEVELOPMENT ACROSS NATIONS......Page 637
  INTEGRATING PERFORMANCE MANAGEMENT ACROSS NATIONS......Page 639
  INTEGRATING COMPENSATION AND BENEFITS ACROSS NATIONS......Page 640
  INTEGRATING UNIONIZATION AND COLLECTIVE BARGAINING ACROSS NATIONS......Page 641
  BALANCING STANDARDIZATION AND LOCALIZATION IN RECRUITMENT AND SELECTION......Page 642
  BALANCING STANDARDIZATION AND LOCALIZATION IN COMPENSATION AND BENEFITS......Page 643
  THE END OF GLOBALIZATION?......Page 644
  SAFETY AND SECURITY FOR EMPLOYEES ABROAD......Page 646
 CHAPTER SUMMARY WITH LEARNING GOALS......Page 647
 TERMS TO REMEMBER......Page 648
 PROJECTS TO EXTEND YOUR LEARNING......Page 649
ENDNOTES......Page 651
NAME INDEX......Page 705
ORGANIZATIONS INDEX......Page 720
SUBJECT INDEX......Page 723