Human Resource Management (16th edition)

Download Human Resource Management (16th edition) written by Gary Dessler in PDF format. This book is under the category Business and bearing the isbn/isbn13 number 1292309121/9781292309125. You may reffer the table below for additional details of the book.

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book-author

Gary Dessler

file-type

PDF

isbn10

1292309121

isbn13

9781292309125

language

English

pages

720

publisher

Pearson


Book Description

Technology, social media, and management constitute contemporary human resources.

Students get an introduction to the daily tools and abilities they’ll need to function as successful managers in both human resources and business in general when they take the Human Resource Management course. The text examines the development of the industry by taking a pragmatic approach, focusing on the emergence of game-changing new technologies and social media platforms, and tracing the history of these developments. The 16th Edition places an emphasis on the constructive contributions that technology has made to the HR sector. For instance, managers now have a greater share of HR responsibilities as a result of the internet’s ability to conduct background checks on potential employees. As a result, HR departments have more time to devote to undertaking strategic, long-term initiatives that aim to improve employee performance and engagement. Students are equipped with all they require to be effective managers and HR employees in the 21st century by reading a text that places a major emphasis on developing business trends and provides a comprehensive overview of those trends.

The Pearson MyLab Management software is not included in this package. Students, if Pearson MyLab Management is a component of the course that is either recommended or required, please contact your instructor for the correct ISBN if it is one of those components. The only time an individual should acquire Pearson MyLab Management is if their instructor requires it. For further information, professors, please get in touch with your Pearson representative.

Reach each and every student by using Pearson MyLab Management in conjunction with this text.

MyLabTM is a teaching and learning platform that gives you the ability to connect with each individual learner. MyLab is able to individualize each student’s educational experience and increase their overall performance by utilizing a combination of reliable author content, digital tools, and an adaptable platform.

Table of contents

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

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