Managing Human Resources

Title
Contents
PART ONE ENVIRONMENT
	CHAPTER 1 HUMAN RESOURCES IN A GLOBALLY COMPETITIVE BUSINESS ENVIRONMENT
		Questions This Chapter Will Help Managers Answer
		Human Resource Management in Action
			The 21st-Century Corporation
		The Enterprise Is the People
		Managing People: A Critical Role for Every Manager
			Why Does Effective HRM Matter?
		Features of the Competitive Business Environment
			Globalization
			Technology
			E-Commerce
			Demographic Changes and Increasing Cultural Diversity
		Responses of Firms to the New Competitive Realities
			New Forms of Organization
			Restructuring, Including Downsizing
			Quality-Management Programs
			Reengineering
			Flexibility
		Productivity: What Is It and Why Is It Important?
		Quality of Work Life: What Is It?
		Business Trends and HR Competencies
		Human Resource Management in Action: Conclusion
			The 21st-Century Corporation
		Summary
		Key Terms
		Discussion Questions
		Applying Your Knowledge
			Case 1–1 : Smashing the Clock
		References
	CHAPTER 2 THE FINANCIAL IMPACT OF HUMAN RESOURCE MANAGEMENT ACTIVITIES
		Questions This Chapter Will Help Managers Answer
		Human Resource Management in Action
		Linking Worker Beliefs to Increased Productivity and Profitability
		Orientation
		The LAMP Model: Foundations of Workforce Measurement
			Logic: The “Story” that Connects Numbers and Outcomes
			Analytics: Drawing Appropriate Conclusions from Data
			Measures: Getting the Numbers Right
			Process: Creating Actionable Insights
			Some Definitions
			Controllable versus Uncontrollable Costs
		Financial Effects of Employee Attitudes
			Behavior Costing and Employee Attitudes
			Measures, Data, and a Casual Model
			Process: Impact on Managers’ Behavior and on the Firm
		Costing Employee Absenteeism
			Analytics and Measures for Employee Absenteeism
			Process: Interpreting the Costs of Absenteeism
		Costing Employee Turnover
			Analytics: The Components of Turnover Costs
			The Total Cost of Turnover
		Financial Effects of Work-Life Programs
			Who Adopts Work-Life Programs?
			The Logic of Work-Life Programs
			Analytics and Measures: Connecting Work-Life Programs and Outcomes
			Child Care
			Flexible Work Arrangements
			Talent Management
			Human-Capital Outcomes: Employee Commitment
			Financial Performance, Operational and Business Outcomes—Client Service
			Stock-Market Reactions to Work-Life Initiatives
			Cautions in Making the Business Case for Work-Life Programs
		Costing the Effects of Training Activities
			Indirect Measures of Training Outcomes
			Direct Measures of Training Outcomes
		Human Resource Management in Action: Conclusion
			Linking Worker Beliefs to Increased Productivity and Profitability
		Summary
		Key Terms
		Discussion Questions
		Applying Your Knowledge
			Case 2–1 : Absenteeism at ONO Inc.
		References
	CHAPTER 3 THE LEGAL CONTEXT OF EMPLOYMENT DECISIONS
		Questions This Chapter Will Help Managers Answer
		Human Resource Management in Action
			Retaliation: A New Legal Standard and Some Preventive Measures
			Societal Objectives
			EEO and Unfair Discrimination: What Are They?
			The Legal Context of Human Resource Decisions
				The Thirteenth and Fourteenth Amendments
				The Civil Rights Acts of 1866 and 1871
				The Equal Pay Act of 1963
				Title VII of the Civil Rights Act of 1964
				Litigating Claims of Unfair Discrimination
				The Civil Rights Act of 1991
				The Age Discrimination in Employment Act of 1967 (ADEA)
				The Immigration Reform and Control Act of 1986 (IRCA)
				The Americans with Disabilities Act of 1990 (ADA)
				The Family and Medical Leave Act of 1993 (FMLA)
				Executive Orders 11246, 11375, and 11478
				The Rehabilitation Act of 1973
				The Vietnam Era Veterans Readjustment Act of 1974
				Uniformed Services Employment and Reemployment Rights Act of 1994
				Federal Enforcement Agencies: EEOC and OFCCP
				EEOC Guidelines
				The Office of Federal Contract Compliance Programs
				Affirmative Action Remedies
				Employment Case Law: Some General Principles
				Sex Discrimination
				Pregnancy
				Reproductive Hazards
				Sexual Harassment
				Age Discrimination
				“Overqualified” Job Applicants
				Seniority
				Testing and Interviewing
				Personal History
				Preferential Selection
			Human Resource Management in Action: Conclusion
				Retaliation: A New Legal Standard and Some Preventive Measures
			Summary
			Key Terms
			Discussion Questions
			Applying Your Knowledge
				Case 3–1 : A Case of Harassment?
			References
	CHAPTER 4 DIVERSITY AT WORK
		Questions This Chapter Will Help Managers Answer
		Human Resource Management in Action
			Making the Business Case for Diversity
		Workforce Diversity: An Essential Component of HR Strategy
			The Service Economy
			The Globalization of Markets
			New Business Strategies that Require More Teamwork
		Mergers and Strategic International Alliances
		The Changing Labor Market
		Diversity at Work—A Problem for Many Organizations
		Culture—The Foundation of Group Differences
		African Americans in the Workforce
		Hispanics in the Workforce
		Asian Americans in the Workforce
		Women in the Workforce
		Age-Based Diversity
		Intergenerational Conflict
		Managing Diversity
			Racial and Ethnic Minorities
			Female Workers
			Generations X and Y
			Older Workers
			Workers with Disabilities
			Gay/Lesbian/Bisexual/Transsexual Employees
		Human Resource Management in Action: Conclusion
			Making the Business Case for Diversity
		Summary
		Key Terms
		Discussion Questions
		Applying Your Knowledge
			Case 4–1 : The Challenge of Diversity
		References
PART TWO EMPLOYMENT
	CHAPTER 5 PLANNING FOR PEOPLE
		Questions This Chapter Will Help Managers Answer
		Human Resource Management in Action
			Leadership Succession—A Key Challenge for All Organizations
		Business Strategy: Foundation for All Organizational Decisions
			Ensuring Coherence in Strategic Direction
		Relationship of HR Strategy to Business Strategy
			Workforce Plans
		The End of the Job?
		Alternative Perspectives on Jobs
			Job Design
			Scientific Management—“One Best Way”
			The Job Characteristics Approach to Job Design
			Identifying the Work To Be Done and the Personal Characteristics Needed To Do the Work
			Competency Models
			How Do We Study Job Requirements?
			Job Analysis: Relating Method to Purpose
		From Job Analysis to Strategic Workforce Planning
			Strategic Workforce-Planning Systems
		Talent Inventory
		Workforce Forecasts
			Forecasting External Workforce Supply
				Forecasting Internal Workforce Supply
					Forecasting Workforce Demand
					Identify Pivotal Talent
					Accessing Future Workforce Demand
					How Accurate Is Accurate?
					Integrating Supply and Demand Forecasts
					Make or Buy?
				Control and Evaluation of SWP Systems
				Human Resource Management in Action: Conclusion
					Leadership Succession—A Key Challenge for All Organizations
				Summary
				Key Terms
				Discussion Questions
				Applying Your Knowledge
					Case 5–1 : Leadership-Succession Planning–Successes and Failures
				References
	CHAPTER 6 RECRUITING
		Questions This Chapter Will Help Managers Answer
		Human Resource Management in Action
			The Art of Finding Talent
		Recruitment as a Strategic Imperative
		The Employee Recruitment/Selection Process
			Developing Recruitment Policies: Labor Market Issues
			Internal versus External Labor Markets
			Recruitment Policies and Labor-Market Characteristics
		Recruitment—A Two-Way Process
		Recruitment Planning
		Internal Recruitment
			Job Posting
			Employee Referrals
			Temporary Worker Pools
		External Recruitment
			University Relations
			Virtual Job Fairs
			Executive Search Firms
			Employment Agencies
			Recruitment Advertising
		Special Inducements—Relocation Aid, Help for the Trailing Spouse, and Sign-On Bonuses
			Summary of Findings Regarding Recruitment Sources
			Diversity-Oriented Recruiting
		Managing Recruitment Operations
			Evaluation and Control of Recruitment Operations
			Realistic Job Previews
		The Other Side of Recruitment—Job Search
			Scenario 1: Unemployed
			Scenario 2: Employed, But Searching for a New Job
		Human Resource Management in Action: Conclusion
			The Art of Finding Talent
		Summary
		Key Terms
		Discussion Questions
		Applying Your Knowledge
			Case 6–1 : Small Businesses Confront Recruiting Challenges
		References
	CHAPTER 7 STAFFING
		Questions This Chapter Will Help Managers Answer
		Human Resource Management in Action
			Organizational Culture—Key to Staffing “Fit”
		Organizational Considerations in Staffing Decisions
			Business Strategy
			Organizational Culture
			The Logic of Personnel Selection
			Reliability of Measurement
			Validity of Measurement
		Screening and Selection Methods
			Employment Application Forms
			Recommendations, References, and Background Checks
		Assessment Methods in Selection
			Drug Screening
			Two Controversial Selection Techniques
			Integrity Tests
			Mental Ability Tests
			Validity Generalization
			Personality Measures
			Projective Measures
			Measures of Emotional Intelligence
			Personal-History Data
			Employment Interviews
			Work-Sample Tests
			Leaderless-Group Discussion
			In-Basket Test
			The Situational-Judgment Test
			Assessment Centers
		Choosing the Right Predictor
		Human Resource Management in Action: Conclusion
			Organizational Culture—Key to Staffing “Fit”
		Summary
		Key Terms
		Discussion Questions
		Applying Your Knowledge
			Exercise 7–1: An In-Basket and an LGD for Selecting Managers
		Technical Appendix
			The Estimation of Reliability
				Validation Strategies
					Estimating the Economic Benefits of Selection Programs
				References
PART THREE DEVELOPMENT
	CHAPTER 8 WORKPLACE TRAINING
		Questions This Chapter Will Help Managers Answer
		Human Resource Management in Action
			Technology-Delivered Instruction (TDI) Catches On
		Employee Training
			What Is Training?
			Training Trends
			Impact of Training on Individuals, Teams, Organizations, and Society
		Characteristics of Effective Training Practice
			The Training Paradox
			How Training Relates to Competitive Strategies
		What Determines Effective Training?
		Assessing Training Needs and Designing Training Programs
			Assessing Training Needs
		Principles that Enhance Learning
			Motivating the Trainee: Goal Setting
			Behavior Modeling
			Meaningfulness of the Material
			Practice (Makes Perfect)
			Feedback
			Transfer of Training
			Team Training
			Selecting Training Methods
		Evaluating Training Programs
		Additional Considerations in Measuring the Outcomes of Training
		New-Employee Orientation: An Overview
		Planning, Packaging, and Evaluating an Orientation Program
			Orientation Follow-Up
			Evaluation of the Orientation Program
		Lessons Learned
		Human Resource Management in Action: Conclusion
			Technology-Delivered Instruction (TDI) Catches On
		Summary
		Key Terms
		Discussion Questions
		Applying Your Knowledge
			Case 8–1: Evaluating Training at Hutchinson Inc.
		References
	CHAPTER 9 PERFORMANCE MANAGEMENT
		Questions This Chapter Will Help Managers Answer
		Human Resource Management in Action
			Performance Reviews: The Dilemma of Forced Ranking
		Managing for Maximum Performance
			Define Performance
			Facilitate Performance
			Encourage Performance
			Performance Management in Practice
		Purposes of Performance-Appraisal Systems
			Requirements of Effective Appraisal Systems
			The Strategic Dimension of Performance Appraisal
		Alternative Methods of Appraising Employee Performance
			Behavior-Oriented Rating Methods
			Results-Oriented Rating Methods
			When Should Each Technique Be Used?
		Who Should Evaluate Performance?
			The Immediate Supervisor
			Peers
			Subordinates
			Self-Appraisal
			Customers Served
			Computers
			Are Supervisors’ Ratings Affected by Other Sources of Information about Performance?
			Multi-Rater or 360-Degree Feedback
		When and How Often Should Appraisal Be Done?
		Evaluating the Performance of Teams
		Appraisal Errors and Rater-Training Strategies
		Secrets of Effective Performance-Feedback Interviews
		Human Resource Management in Action: Conclusion
			Performance Reviews: The Dilemma of Forced Ranking
		Summary
		Key Terms
		Discussion Questions
		Applying Your Knowledge
			Case 9–1: Problems in Appraisal at Peak Power
		References
	CHAPTER 10 MANAGING CAREERS
		Questions This Chapter Will Help Managers Answer
		Human Resource Management in Action
			Self-Reliance: Key to Career Management
		Toward a Definition of Career
		Proactive Career Management
			Toward a Definition of Career Success
			Adult Life-Cycle Stages
		Career Management: Individuals Focusing on Themselves
			Selecting a Field of Employment and an Employer
			Knowing Where You Are
			Planning Your Exit
			The Role of the Organization
			Dual-Career Couples: Problems and Opportunities
		Career Management: Organizations Focusing on Individuals
			Organizational Entry
				Mentoring
					Early Career: The Impact of the First Job
					Managing Men and Women in Midcareer
					Managing the Older Worker
					Myths versus Facts about Older Workers
					Implications of the Aging Workforce for HRM
				Career Management: Organizations Focusing on Their Own Maintenance and Growth
					Internal Staffing Decisions: Patterns of Career Change
				Human Resource Management in Action: Conclusion
					Self-Reliance: Key to Career Management
				Summary
				Key Terms
				Discussion Questions
				Applying Your Knowledge
					Exercise 10–1: Self-Assessment and Career Planning
				References
PART FOUR COMPENSATION
	CHAPTER 11 PAY AND INCENTIVE SYSTEMS
		Questions This Chapter Will Help Managers Answer
		Human Resource Management in Action
			The Trust Gap
		Changing Philosophies Regarding Pay Systems
			Cost-Containment Actions
			Paying What the Company Can Afford
			Programs that Encourage and Reward Performance
		Components and Objectives of Organizational Reward Systems
		Strategic Integration of Compensation Plans and Business Plans
		Determinants of Pay Structure and Level
			Labor-Market Conditions
			Legislation
			Collective Bargaining
			Managerial Attitudes and an Organization’s Ability to Pay
		An Overview of Pay-System Mechanics
			Linking Internal Pay Relationships to Market Data
			Developing a Pay Structure
			Alternatives to Pay Systems Based on Job Evaluation
		Policy Issues in Pay Planning and Administration
			Pay Secrecy
			The Effect of Inflation
			Pay Compression
			Pay Raises
		Performance Incentives
		Requirements of Effective Incentive Systems
		Merit-Pay Systems
			Barriers Can Be Overcome
		Guidelines for Effective Merit-Pay Systems
		Incentives for Executives
		Incentives for Lower-Level Employees
			Setting Workload Standards
			Union Attitudes
		Team Incentives
		Organizationwide Incentives
			Profit Sharing
			Gain Sharing
			Employee Stock-Ownership Plans
		Human Resource Management in Action: Conclusion
			The Trust Gap
		Summary
		Key Terms
		Discussion Questions
		Applying Your Knowledge
			Case 11–1: Nucor: The Art of Motivation
		References
	CHAPTER 12 INDIRECT COMPENSATION: EMPLOYEE BENEFIT PLANS
		Questions This Chapter Will Help Managers Answer
		Human Resource Management in Action
			The New World of Employee Benefits
		Strategic Considerations in the Design of Benefits Programs
			Long-Term Strategic Business Plans
			Diversity in the Workforce Means Diversity in Benefits Preferences
			Legal Requirements
			Competitiveness of the Benefits Offered
			Total Compensation Strategy
		Components of the Benefits Package
			Cost
			Security and Health Benefits
			Group Life Insurance
			Workers’ Compensation
			Disability Insurance
			Hospitalization, Surgical, and Maternity Coverage
			Cost-Containment Strategies
			Toward the Future
			Other Medical Coverage
			Sick-Leave Programs
			Pensions
			Social Security
			Unemployment Insurance
			Severance Pay
			Payments for Time Not Worked
			Employee Services
				Benefits Administration
					Benefits and Equal Employment Opportunity
					Costing Benefits
					Cafeteria, or Flexible, Benefits
					Communicating the Benefits
				Human Resource Management in Action: Conclusion
					The New World of Employee Benefits
				Summary
				Key Terms
				Discussion Questions
				Applying Your Knowledge
					Case 12–1: Reducing Health-Care Costs
				References
PART FIVE LABOR-MANAGEMENT ACCOMMODATION
	CHAPTER 13 UNION REPRESENTATION AND COLLECTIVE BARGAINING
		Questions This Chapter Will Help Managers Answer
		Human Resource Management in Action
			Restructuring through Union-Management Collaboration
		Why Do Employees Join Unions?
		Union Membership in the United States
		The Changing Nature of Industrial Relations in the United States
		Fundamental Features of the U.S. Industrial Relations System
		A Brief History of U.S. Labor Relations
			Emergence of the American Federation of Labor (AFL)
			Emergence of the Congress of Industrial Organization (CIO)
			Merger of the AFL-CIO
			Breaking Away from the AFL-CIO
		The Unionization Process
			The Legal Basis
			The Organizing Drive
			The Bargaining Unit
			The Election Campaign
			The Representation Election and Certification
			The Decertification of a Union
		Collective Bargaining: Cornerstone of American Labor Relations
			The Art of Negotiation
		Bargaining Impasses: Strikes, Lockouts, or Third-Party Involvement
			Strikes
			Lockouts
			Third-Party Involvement
		Administration of the Collective Bargaining Agreement
			Union-Security Clauses
			Grievance Procedures in the Unionized Firm
		Union Membership in Countries Other Than the United States
		Union Wage Premiums and the Spillover Effect
		Human Resource Management in Action: Conclusion
			Restructuring through Union-Management Collaboration
		Summary
		Key Terms
		Discussion Questions
		Applying Your Knowledge
			Exercise 13–1: Contract Negotiations at Moulton Machine Shop
		References
	CHAPTER 14 PROCEDURAL JUSTICE AND ETHICS IN EMPLOYEE RELATIONS
		Questions This Chapter Will Help Managers Answer
		Human Resource Management in Action
			Alternative Dispute Resolution: Good for the Company, Good for Employees?
		Some Definitions
		Why Address Procedural Justice?
			Components of Procedural Justice
		Procedural Justice in Action: Employee Voice Systems
			Characteristics of Effective Voice Systems
		Grievance Procedures in Nonunion Companies: Workplace Due Process
			Discipline
			Progressive Discipline
			Documenting Performance-Related Incidents
			The Disciplinary Interview
			Employment-at-Will
			Employment Contracts
			Termination
		Employee Privacy and Ethical Issues
			Fair Information Practices in the Internet Age
			Assessment of Job Applicants and Employees
			Whistle-Blowing
			Conclusion
		Human Resource Management in Action: Conclusion
			Alternative Dispute Resolution: Good for the Company, Good for Employees?
		Summary
		Key Terms
		Discussion Questions
		Applying Your Knowledge
			Case 14–1: Mr. Stone Blows the Whistle
		References
PART SIX SUPPORT AND INTERNATIONAL IMPLICATIONS
	CHAPTER 15 SAFETY, HEALTH, AND EMPLOYEE ASSISTANCE PROGRAMS
		Questions This Chapter Will Help Managers Answer
		Human Resource Management in Action
			Substance Abuse on the Job Produces Tough Policy Choices for Managers
		The Extent and Cost of Safety and Health Problems
			Workers’ Compensation: Current Trends
		The Occupational Safety and Health Act
			Purpose and Coverage
			Administration
			Safety and Health Standards
			Record-Keeping Requirements
			OSHA Enforcement
			Penalties
			OSHA’s Impact
		Assessing the Costs and Benefits of Occupational Safety and Health Programs
		Organizational Safety and Health Programs
			Loss Control
			The Role of the Safety Committee
			Safety Rules
			Employee Selection
			Training for Employees and Supervisors
			Feedback and Incentives
		Health Hazards at Work
			The Need for Safeguards
			AIDS and Business
		Employee Assistance Programs
			Do Employee Assistance Programs Work?
			How Employee Assistance Programs Work
			More on the Role of the Supervisor
			Alcoholism
			Drug Abuse
			Violence at Work
		Corporate Health Promotion: The Concept of “Wellness”
			Linking Unhealthy Lifestyles to Health-Care Costs
			Evaluation: Do Wellness Programs Work?
			Wellness Programs and the Americans with Disabilities Act
		Human Resource Management in Action: Conclusion
			Substance Abuse on the Job Produces Tough Policy Choices for Managers
		Summary
		Key Terms
		Discussion Questions
		Applying Your Knowledge
			Case 15–1: Skyline Machine Shop
		References
	CHAPTER 16 INTERNATIONAL DIMENSIONS OF HUMAN RESOURCE MANAGEMENT
		Questions This Chapter Will Help Managers Answer
		Human Resource Management in Action
			What’s It Like to Be a Global Manager?
		The Global Corporation: A Fact of Modern Organizational Life
			Signs of Globalization
			The Backlash against Globalization
			The Costs of Overseas Executives
		The Role of Cultural Understanding in International Management Practice
		Human Resource Management Practices as a Cultural Variable
			Sense of Self and Space
			Dress and Appearance
			Food and Feeding Habits
			Communication and Language
			Time and Time Consciousness
			Relationships
			Values and Norms
			Beliefs and Attitudes
			Work Motivation and Practices
			Mental Processes and Learning
			Lessons Regarding Cross-Cultural Differences
		Human Resource Management Activities of Global Corporations
			Organizational Structure
			Workforce Planning
			Recruitment
			International Staffing
			Orientation
			Cross-Cultural Training and Development
			Integration of Training and Business Strategy
			International Compensation
			Labor Relations in the International Arena
			Toward International Labor Standards
			The North American Free Trade Agreement
		Repatriation
			Planning
			Career Management
			Compensation
				Human Resource Management in Action: Conclusion
					What’s It Like to Be a Global Manager?
				Summary
				Key Terms
				Discussion Questions
				Applying Your Knowledge
					Exercise 16–1: Expatriate Orientation Role-Play
				References
GLOSSARY
CREDITS
NAME INDEX
SUBJECT INDEX