Additional Information
Book Details
Abstract
For courses in Management.
Modern Human Resources: Technology, Social Media, and Management
Human Resource Management provides students with the daily tools and skills they need to function as successful managers--in both human resources and business in general. With a practical approach, the text explores the evolution of the field, highlighting the introduction of revolutionary new technologies and social media platforms such as LinkedIn and cloud computing.
The Fifteenth Edition focuses on the positive impacts technology has had on the HR field. The ability to vet potential employees on the Internet shifts more HR responsibilities to managers, leaving HR departments with more time to carry out strategic, long-term endeavors for boosting employee performance and engagement. With a heavy focus on emerging industry trends, the text prepares students with everything they need to be successful managers and HR personnel in the 21st century.
MyManagementLab® not included. Students, if MyManagementLab is a recommended/mandatory component of the course, please ask your instructor for the correct ISBN and course ID. MyManagementLab should only be purchased when required by an instructor. Instructors, contact your Pearson representative for more information.
MyManagementLab is an online homework, tutorial, and assessment product designed to personalize learning and improve results. With a wide range of interactive, engaging, and assignable activities, students are encouraged to actively learn and retain tough course concepts.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Title Page | 5 | ||
| Copyright Page | 6 | ||
| Brief Contents | 9 | ||
| Contents | 11 | ||
| Preface | 29 | ||
| Acknowledgments | 35 | ||
| Part One Introduction | 37 | ||
| Chapter 1 Introduction to Human Resource Management | 37 | ||
| What is Human Resource Management? | 39 | ||
| Why Is Human Resource Management Important to All Managers? | 39 | ||
| Line and Staff Aspects of Human Resource Management | 41 | ||
| Line Managers’ Human Resource Management Responsibilities | 41 | ||
| The Human Resource Department | 42 | ||
| The Trends Shaping Human Resource Management | 43 | ||
| Workforce Demographics and Diversity Trends | 43 | ||
| Trends in How People Work | 44 | ||
| Improving Performance: HR as a Profit Center: Boosting Customer service | 45 | ||
| Globalization Trends | 46 | ||
| Economic Trends | 46 | ||
| Technology Trends | 48 | ||
| Today’s New Human Resource Management | 49 | ||
| A Brief History of Personnel/Human Resource Management | 49 | ||
| Distributed HR and the New Human Resource Management | 49 | ||
| Trends Shaping HR: Digital and social Media | 50 | ||
| A Quick Summary | 50 | ||
| HR and Strategy | 51 | ||
| Improving Performance: The Strategic Context: Building L.L.Bean | 51 | ||
| HR and Performance | 52 | ||
| HR and Performance and Sustainability | 53 | ||
| HR and Employee Engagement | 53 | ||
| The New Human Resource Manager | 54 | ||
| HR and the Manager’s Skills | 55 | ||
| HR and Ethics | 55 | ||
| HR Manager Certification | 55 | ||
| HR and the Manager’s Human Resource Philosophy | 56 | ||
| The Plan of This Book | 57 | ||
| The Basic Themes and Features | 57 | ||
| Practical Tools For Every Manager | 57 | ||
| Chapter Contents Overview | 58 | ||
| Part 1: Introduction | 58 | ||
| Part 2: Recruitment, Placement, and Talent Management | 58 | ||
| Part 3: Training and Development | 58 | ||
| Part 4: Compensation | 58 | ||
| Part 5: Enrichment Topics in Human Resource Management | 58 | ||
| The Topics are Interrelated | 59 | ||
| Chapter Section Summaries | 59 | ||
| Discussion Questions | 60 | ||
| Individual and Group Activities | 60 | ||
| Experiential Exercise | 61 | ||
| Application Case: Jack Nelson’s Problem | 61 | ||
| Continuing Case: Carter Cleaning Company | 61 | ||
| Key Terms | 63 | ||
| Endnotes | 63 | ||
| Chapter 2 Equal Opportunity and the Law | 66 | ||
| Equal Opportunity Laws Enacted from 1964 to 1991 | 68 | ||
| Title VII of the 1964 Civil Rights Act | 68 | ||
| Executive Orders | 68 | ||
| Equal Pay Act of 1963 | 69 | ||
| Age Discrimination in Employment Act of 1967 | 69 | ||
| Vocational Rehabilitation Act of 1973 | 69 | ||
| Pregnancy Discrimination Act of 1978 | 69 | ||
| Federal Agency Guidelines | 69 | ||
| Early Court Decisions Regarding Equal Employment Opportunity | 70 | ||
| The Laws Enacted From 1991 to the Present | 71 | ||
| The Civil Rights Act of 1991 | 71 | ||
| The Americans with Disabilities Act | 71 | ||
| Uniformed Services Employment and Reemployment Rights Act | 73 | ||
| Genetic Information Nondiscrimination Act of 2008 (GINA) | 73 | ||
| State and Local Equal Employment Opportunity Laws | 73 | ||
| In Summary: Religious and Other Types of Discrimination52 | 73 | ||
| Recent Trends in Discrimination Law | 74 | ||
| Sexual Harassment | 74 | ||
| Trends Shaping HR: Digital and Social Media | 78 | ||
| Defenses against Discrimination Allegations | 78 | ||
| The Central Role of Adverse Impact | 78 | ||
| Bona Fide Occupational Qualification | 81 | ||
| Business Necessity | 82 | ||
| Know Your Employment Law: Examples of What You Can and Cannot Do | 83 | ||
| The EEOC Enforcement Process | 85 | ||
| Voluntary Mediation | 87 | ||
| Mandatory Arbitration of Discrimination Claims | 88 | ||
| Improving Performance: HR Tools for Line Managers and Small Businesses | 88 | ||
| Diversity Management | 89 | ||
| Potential Threats to Diversity | 89 | ||
| Improving Performance: HR as a Profit Center | 90 | ||
| Managing Diversity | 90 | ||
| Improving Performance: HR as a Profit Center | 91 | ||
| Implementing the Affirmative Action Program | 91 | ||
| Reverse Discrimination | 93 | ||
| Chapter Section Summaries | 93 | ||
| Discussion Questions | 94 | ||
| Individual and Group Activities | 95 | ||
| Experiential Exercise | 95 | ||
| Application Case: An Accusation of Sexual Harassment in Pro Sports | 96 | ||
| Continuing Case: Carter Cleaning Company | 96 | ||
| Key Terms | 97 | ||
| Endnotes | 97 | ||
| Chapter 3 Human Resource Management Strategy and Analysis | 102 | ||
| The Strategic Management Process | 104 | ||
| The Management Planning Process | 104 | ||
| What Is Strategic Planning? | 105 | ||
| The Strategic Management Process | 105 | ||
| Types of Strategies | 107 | ||
| Corporate Strategy | 107 | ||
| Competitive Strategy | 108 | ||
| Functional Strategy | 109 | ||
| Managers’ Roles in Strategic Planning | 109 | ||
| Strategic Human Resource Management | 109 | ||
| What Is Strategic Human Resource Management? | 110 | ||
| ImprovIng Performance: The Strategic Context The Shanghai Ritz-Carlton Portman Hotel | 110 | ||
| ImprovIng Performance: HR As a Profit Center The Zappos “WOW” Way | 111 | ||
| Sustainability and Strategic Human Resource Management | 111 | ||
| Strategic Human Resource Management Tools | 112 | ||
| HR Metrics, Benchmarking, and Data Analytics | 114 | ||
| Improving Performance Through HRIS: Tracking Applicant Metrics for Improved Talent Management | 114 | ||
| Benchmarking | 114 | ||
| Strategy and Strategy-Based Metrics | 115 | ||
| What Are HR Audits? | 116 | ||
| Trends Shaping HR: Digitai and Sociai Media | 117 | ||
| Trends Shaping HR: Science in Talent Management | 118 | ||
| High-Performance Work Systems | 119 | ||
| Employee Engagement Guide for Managers: Employee Engagement and Performance | 120 | ||
| The Employee Engagement Problem | 121 | ||
| What Can Managers Do to Improve Employee Engagement? | 121 | ||
| How to Measure Employee Engagement | 121 | ||
| How Kia Motors (UK) Improved Performance with an HR Strategy Aimed at Boosting Employee Engagement | 121 | ||
| Chapter Section Summaries | 123 | ||
| Discussion Questions | 124 | ||
| Individual and Group Activities | 124 | ||
| Experiential Exercise | 125 | ||
| Application Case: Siemens Builds a Strategy-Oriented HR System | 125 | ||
| Continuing Case: Carter Cleaning Company | 125 | ||
| Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris | 126 | ||
| Key Terms | 128 | ||
| Endnotes | 128 | ||
| Part Two Recruitment, Placement, and Talent Management | 130 | ||
| Chapter 4 Job Analysis and the Talent Management Process | 130 | ||
| The Talent Management Process | 132 | ||
| Improving Performance Through HRIS: Talent Management Software | 132 | ||
| The Basics of Job Analysis | 133 | ||
| What Is Job Analysis? | 133 | ||
| Uses of Job Analysis Information | 134 | ||
| Conducting a Job Analysis | 134 | ||
| Improving Peformance: HR as a Profit Center Boosting Productivity Through Work Redesign | 135 | ||
| Methods for collecting Job Analysis information | 136 | ||
| The Interview | 137 | ||
| Questionnaires | 138 | ||
| Observation | 141 | ||
| Participant Diary/Logs | 141 | ||
| Quantitative Job Analysis Techniques | 141 | ||
| Electronic Job Analysis Methods | 142 | ||
| Writing Job Descriptions | 144 | ||
| Diversity Counts | 144 | ||
| Job Identification | 145 | ||
| Job Summary | 145 | ||
| Relationships | 145 | ||
| Responsibilities and Duties | 145 | ||
| Trends Shaping HR: Digital and Social Media | 148 | ||
| Know Your Employment Law: Writing Job Descriptions that Comply with the ADA | 148 | ||
| Standards of Performance and Working Conditions | 149 | ||
| Improving Performance: HR Tools for Line Managers and Small Businessesusing O*Net | 149 | ||
| O*Net | 150 | ||
| Writing Job Specifications | 152 | ||
| Specifications for Trained versus Untrained Personnel | 152 | ||
| Specifications Based on Judgment | 153 | ||
| Job Specifications Based on Statistical Analysis | 153 | ||
| The Job-Requirements Matrix | 153 | ||
| Employee Engagement Guide for Managers | 154 | ||
| Using competencies Models | 154 | ||
| Improving Performance: The Strategic Context Daimler Alabama Example | 155 | ||
| How to Write Competencies Statements | 155 | ||
| Chapter Section Summaries | 156 | ||
| Discussion Questions | 157 | ||
| Individual and Group Activities | 157 | ||
| Experiential Exercise | 158 | ||
| Application Case: Talent Management at Dubai Airport | 158 | ||
| Continuing Case: Carter Cleaning Company | 159 | ||
| Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris | 159 | ||
| Key Terms | 160 | ||
| Endnotes | 160 | ||
| Chapter 5 Personnel Planning and Recruiting | 162 | ||
| Introduction | 164 | ||
| Workforce Planning and Forecasting | 164 | ||
| Strategy and Workforce Planning | 165 | ||
| Improving Performance: The Strategic Context Four Seasons | 165 | ||
| Forecasting Personnel Needs (Labor Demand) | 166 | ||
| Forecasting the Supply of Inside Candidates | 168 | ||
| Forecasting the Supply of Outside Candidates | 169 | ||
| Predictive Workforce Monitoring | 170 | ||
| Improving Performance: HR as a Profit Center Predicting Labor Needs | 170 | ||
| Matching Projected Labor Supply and Labor Demand | 170 | ||
| Succession Planning | 170 | ||
| Why Effective Recruiting is Important | 171 | ||
| The Recruiting Yield Pyramid | 172 | ||
| Know Your Employment Law: Recruiting Employees | 172 | ||
| Internal Sources of candidates | 173 | ||
| Finding Internal Candidates | 173 | ||
| Employee Engagement Guide for Managers | 174 | ||
| Promotion from Within | 174 | ||
| Outside Sources of candidates | 174 | ||
| Informal Recruiting and the Hidden Job Market | 174 | ||
| Recruiting via the Internet | 175 | ||
| Improving Performance Through HRIS: Using Applicant Tracking | 175 | ||
| Trends Shaping HR: Science in Talent Management | 176 | ||
| Trends Shaping HR: Digital and Social Media | 177 | ||
| Advertising | 178 | ||
| Employment Agencies | 178 | ||
| Recruitment Process Outsourcers | 180 | ||
| Temporary Workers and Alternative Staffing | 180 | ||
| Know Your Employment Law: Contract Employees | 181 | ||
| Trends Shaping HR: The New Extended Workforce | 182 | ||
| Offshoring and Outsourcing Jobs | 182 | ||
| Executive Recruiters | 183 | ||
| Improving Performance: HR Tools for Line Managers and Small Businesses Recruiting | 184 | ||
| Referrals and Walk-Ins | 185 | ||
| On-Demand Recruiting Services | 185 | ||
| College Recruiting | 185 | ||
| Telecommuters | 186 | ||
| Military Personnel | 186 | ||
| Improving Performance: HR as a Profit Center Cutting Recruitment Costs | 187 | ||
| Recruiting a More Diverse Workforce | 187 | ||
| Recruiting Women | 187 | ||
| Recruiting Single Parents | 188 | ||
| Older Workers | 188 | ||
| Diversity Counts | 189 | ||
| Recruiting Minorities | 189 | ||
| The Disabled | 189 | ||
| Developing and Using application Forms | 190 | ||
| Purpose of Application Forms | 190 | ||
| Application Guidelines | 190 | ||
| Know Your Employment Law: Application Forms and EEO Law | 191 | ||
| Using Application Forms to Predict Job Performance | 192 | ||
| Mandatory Arbitration | 192 | ||
| Chapter Section Summaries Discussion Questions | 193 | ||
| Individual and Group Activities | 194 | ||
| Experiential Exercise | 194 | ||
| Application Case: Ya Kun Kaya International | 195 | ||
| Continuing Case: Carter Cleaning Company | 195 | ||
| Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris | 196 | ||
| Key Terms | 197 | ||
| Endnotes | 197 | ||
| Chapter 6 Employee Testing and Selection | 201 | ||
| Why Employee Selection is Important | 203 | ||
| The Basics of Testing and Selecting Employees | 203 | ||
| Reliability | 203 | ||
| Validity | 204 | ||
| Trends Shaping HR: Digital and Social Media | 205 | ||
| Evidence-Based HR: How to Validate a Test | 206 | ||
| Bias | 208 | ||
| Utility Analysis | 208 | ||
| Improving Performance: HR as a Profit Center: Using Tests to Cut Costs and Boost Profits | 208 | ||
| Validity Generalization | 209 | ||
| Know Your Employment Law: Testing and Equal Employment Opportunity | 209 | ||
| Test Takers’ Individual Rights and Test Security | 209 | ||
| Diversity Counts: Gender Issues in Testing | 210 | ||
| How Do Employers Use Tests at Work? | 210 | ||
| Types of Tests | 211 | ||
| Tests of Cognitive Abilities | 211 | ||
| Tests of Motor and Physical Abilities | 211 | ||
| Measuring Personality and Interests | 212 | ||
| Improving Performance: HR Practices Around the Globe: Testing for Assignments Abroad | 212 | ||
| Achievement Tests | 213 | ||
| Improving Performance Through HRIS: Computerization and Online Testing | 213 | ||
| Improving Performance: The Strategic Context: Crowdsourcing at Google | 214 | ||
| Work Samples and Simulations | 214 | ||
| Using Work Sampling for Employee Selection | 214 | ||
| Situational Judgment Tests | 215 | ||
| Management Assessment Centers | 215 | ||
| Situational Testing and Video-Based Situational Testing | 216 | ||
| The Miniature Job Training and Evaluation Approach | 217 | ||
| Realistic Job Previews | 217 | ||
| Choosing a Selection Method | 217 | ||
| Improving Performance: HR Tools for Line Managers\rand Small Businesses: Employee Testing and Selection | 218 | ||
| Background Investigations and Other Selection Methods | 219 | ||
| Why Perform Background Investigations and Reference Checks? | 219 | ||
| Know Your EmployMent Law: Giving References | 220 | ||
| How to Check a Candidate’s Background | 220 | ||
| Trends Shaping HR: Digital and Social Media | 222 | ||
| Using Preemployment Information Services | 222 | ||
| Making the Background Check More Valuable | 223 | ||
| The Polygraph and Honesty Testing | 224 | ||
| Testing for Honesty: Practical Guidelines | 225 | ||
| Graphology | 225 | ||
| “Human Lie Detectors” | 226 | ||
| Physical Exams | 226 | ||
| Substance Abuse Screening | 226 | ||
| Drug Testing Legal Issues | 227 | ||
| Complying with Immigration Law | 227 | ||
| Chapter Section Summaries | 228 | ||
| Discussion Questions | 229 | ||
| Individual and Group Activities | 229 | ||
| Experiential Exercise | 229 | ||
| Application Case: Selection Process at FC Barcelona (FCB) | 230 | ||
| Continuing Case: Carter Cleaning Company | 230 | ||
| Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris | 231 | ||
| Key Terms | 232 | ||
| Endnotes | 232 | ||
| Chapter 7 Interviewing Candidates | 237 | ||
| Basic Types of Interviews | 239 | ||
| Structured Versus Unstructured Interviews | 239 | ||
| Interview Content (What Types of Questions to Ask) | 240 | ||
| How Should We Conduct the Interview? | 242 | ||
| Trends Shaping HR: Digital and Social Media | 243 | ||
| Improving Performance: The Strategic Context Urban Outfitters | 244 | ||
| Avoiding errors That Can Undermine an Interview’s Usefulness | 244 | ||
| First Impressions (Snap Judgments) | 245 | ||
| Not Clarifying What the Job Requires | 245 | ||
| Candidate-Order (Contrast) Error and Pressure to Hire | 245 | ||
| Nonverbal Behavior and Impression Management | 246 | ||
| Effect of Personal Characteristics: Attractiveness, Gender, Race | 246 | ||
| Diversity Counts: Applicant Disability and the Employment Interview | 247 | ||
| Improving Performance: HR Practices Around the Globe Selection Practices Abroad | 247 | ||
| Interviewer Behavior | 248 | ||
| How to Design and Conduct an effective Interview | 248 | ||
| Designing a Structured Situational Interview | 248 | ||
| Improving Performance: HR Tools for Line Managers and Small Businesses How to Conduct an Effective Interview | 249 | ||
| Profiles and Employee Interviews | 252 | ||
| Employee Engagement Guide for Managers | 253 | ||
| Building Engagement: A Total Selection Program | 253 | ||
| The Toyota Way | 253 | ||
| Trends Shaping HR: Science in Talent Management | 254 | ||
| Developing and Extending the Job Offer | 255 | ||
| Chapter Section Summaries | 256 | ||
| Discussion Questions | 256 | ||
| Individual and Group Activities | 257 | ||
| Experiential Exercise | 257 | ||
| Application Case: Job Interview Challenges or Oddest Job Interview Questions | 258 | ||
| Continuing Case: Carter Cleaning Company | 259 | ||
| Translating Strategy into HR Policies and Practices Case: Improving Perfornance at the Hotel Paris | 259 | ||
| Key Terms | 260 | ||
| Endnotes | 260 | ||
| Appendix 1 for Chapter 7 Structured Interview Guide | 263 | ||
| Appendix 2 for Chapter 7 Interview Guide for Interviewees | 266 | ||
| Part Three Training and Development | 267 | ||
| Chapter 8 Training and Developing Employees | 267 | ||
| Orienting and Onboarding New Employees | 269 | ||
| The Purposes of Employee Orientation/Onboarding | 269 | ||
| The Orientation Process | 269 | ||
| Employee Engagement guide for Managers: Onboarding at Toyota | 270 | ||
| Overview of the Training Process | 271 | ||
| Know Your Employment Law: Training and the Law | 271 | ||
| Aligning Strategy and Training | 271 | ||
| Improving Performance: The Strategic Context The Training Program that Turned Macy’s Around | 272 | ||
| The ADDIE Five-Step Training Process | 272 | ||
| Conducting the Training Needs Analysis | 272 | ||
| Designing the Training Program | 275 | ||
| Developing the Program | 278 | ||
| Trends Shaping HR: Digital and Social Media | 278 | ||
| Implementing the Training Program | 279 | ||
| On-the-Job Training | 279 | ||
| Apprenticeship Training | 279 | ||
| Informal Learning | 281 | ||
| Job Instruction Training | 281 | ||
| Lectures | 281 | ||
| Programmed Learning | 282 | ||
| Behavior Modeling | 282 | ||
| Audiovisual-Based Training | 282 | ||
| Vestibule Training | 283 | ||
| Electronic Performance Support Systems (EPSS) | 283 | ||
| Videoconferencing | 283 | ||
| Computer-Based Training (CBT) | 283 | ||
| Simulated Learning and Gaming | 283 | ||
| Lifelong and Literacy Training Techniques | 284 | ||
| Improving Performance: HR Practices Around the Globe Diversity Training at ABC Virtual Communications, Inc. | 284 | ||
| Team Training | 285 | ||
| Internet-Based Training | 285 | ||
| The Virtual Classroom | 286 | ||
| Trends Shaping HR: Digital and Social Media | 286 | ||
| Improving Performance: HR Tools for Line Managers and Small Businesses: Creating Your Own Training Program | 287 | ||
| Implementing Management Development Programs | 288 | ||
| Strategy’s Role in Management Development | 288 | ||
| Succession Planning | 288 | ||
| Improving Performance Through HRIS: Succession Systems | 289 | ||
| Candidate Assessment and the 9-Box Grid | 289 | ||
| Managerial On-the-Job Training and Rotation | 290 | ||
| Improving Performance: HR Practices Around the Globeglobal Job rotation | 290 | ||
| Off-the-Job Management Training and Development Techniques | 291 | ||
| Leadership Development at GE | 293 | ||
| Trends Shaping HR: Customized Talent Management Through Differential Development Assignments | 293 | ||
| Managing Organizational change Programs | 294 | ||
| Lewin’s Change Process | 294 | ||
| Using Organizational Development | 295 | ||
| Evaluating the Training Effort | 296 | ||
| Designing the Study | 296 | ||
| Training Effects to Measure | 297 | ||
| Chapter Section Summaries | 299 | ||
| Discussion Questions | 300 | ||
| Individual and Group Activities | 300 | ||
| Experiential Exercise | 301 | ||
| Application Case: The Mentorship Program at TVH | 301 | ||
| Continuing Case: Carter Cleaning Company | 301 | ||
| Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris | 302 | ||
| Key Terms | 303 | ||
| Endnotes | 304 | ||
| Chapter 9 Performance Management and Appraisal | 308 | ||
| Basics of Performance Appraisal | 310 | ||
| The Performance Appraisal Process | 310 | ||
| Why Appraise Performance? | 310 | ||
| Defining the Employee’s Goals and Performance Standards | 311 | ||
| Improving Performance: HR as a Profit Center Setting Performance Goals at Ball Corporation | 311 | ||
| Improving Performance: HR Tools for Line Managers and Small Businesses How to Set Effective Goals | 311 | ||
| Who Should Do the Appraising? | 312 | ||
| Techniques for Appraising Performance | 314 | ||
| Graphic Rating Scale Method | 314 | ||
| Alternation Ranking Method | 314 | ||
| Paired Comparison Method | 314 | ||
| Forced Distribution Method | 316 | ||
| Critical Incident Method | 316 | ||
| Narrative Forms | 318 | ||
| Behaviorally Anchored Rating Scales | 319 | ||
| Mixed Standard Scales | 321 | ||
| Management by Objectives | 321 | ||
| Computerized and Web-Based Performance Appraisal | 322 | ||
| Electronic Performance Monitoring | 322 | ||
| Conversation Days | 323 | ||
| Appraisal in Practice: Using Multiple Methods | 323 | ||
| Trends Shaping HR: Customized Talent Management | 323 | ||
| Improving Performance: The Strategic Context TRW’s New Global Performance Appraisal/Management System | 324 | ||
| Dealing with Rater Error Appraisal Problems | 324 | ||
| Potential Rating Problems | 324 | ||
| Diversity Counts: The Problem of Bias | 326 | ||
| The Need for Fairness | 326 | ||
| Know Your Employment Law: Appraising Performance | 327 | ||
| Managing the Appraisal interview | 328 | ||
| How to Conduct the Appraisal Interview | 328 | ||
| How to Handle a Defensive Subordinate | 329 | ||
| How to Criticize a Subordinate | 329 | ||
| How to Handle a Formal Written Warning | 330 | ||
| Employee Engagement Guide for Managers | 331 | ||
| Use the Appraisal Interview to Build Engagement | 331 | ||
| Performance Management | 332 | ||
| Total Quality Management and Performance Appraisal | 332 | ||
| What Is Performance Management? | 332 | ||
| Trends Shaping HR: Digital and Social Media | 333 | ||
| Improving Performance: HR Practices Around the Globe Performance Management at General Dynamics Armament Systems (GDAS) | 334 | ||
| The Manager’s Role in Performance Management | 335 | ||
| Chapter Section Summaries | 335 | ||
| Discussion Questions | 336 | ||
| Individual and Group Activities | 336 | ||
| Experiential Exercise | 336 | ||
| Application Case: Appraising the Secretaries at Sweetwater U | 337 | ||
| Continuing Case: Carter Cleaning Company | 338 | ||
| Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris | 338 | ||
| Key Terms | 339 | ||
| Endnotes | 339 | ||
| Chapter 10 Managing Careers and Retention | 343 | ||
| Career Management | 345 | ||
| Careers Today | 345 | ||
| The Psychological Contract | 345 | ||
| The Employee’s Role in Career Management | 346 | ||
| The Employer’s Role in Career Management | 347 | ||
| Employer Career Management Methods | 347 | ||
| Improving Performance Through HRIS: Integrating Talent Management and Career and Succession Planning | 348 | ||
| Diversity Counts: Toward Career Success | 349 | ||
| The Manager as Mentor and Coach | 349 | ||
| Improving Performance: The Strategic Context | 350 | ||
| Employee Engagement Guide for Managers | 350 | ||
| Career Management | 350 | ||
| Commitment-Oriented Career Development Efforts | 351 | ||
| Improving Performance: HR Practices Around the Globe Career Development at Medtronic | 351 | ||
| Managing Employee Turnover and Retention | 352 | ||
| Improving Performance: HR as a Profit CenterTurnover and Performance | 352 | ||
| Managing Voluntary Turnover | 353 | ||
| A Comprehensive Approach to Retaining Employees | 353 | ||
| Trends Shaping HR: Digital and Social Media | 354 | ||
| Job Withdrawal | 355 | ||
| Employee Life-Cycle Career Management | 355 | ||
| Making Promotion Decisions | 356 | ||
| Know Your Employment Law: Establish Clear Guidelines for Managing Promotions | 356 | ||
| Diversity Counts: The Gender Gap | 357 | ||
| Managing Transfers | 358 | ||
| Managing Retirements | 358 | ||
| Managing Dismissals | 360 | ||
| Grounds for Dismissal | 360 | ||
| Know Your Employment Law: Termination at Will | 361 | ||
| Avoiding Wrongful Discharge Suits | 362 | ||
| Security Measures | 362 | ||
| Supervisor Liability | 363 | ||
| The Exit Process and Termination Interview | 363 | ||
| Layoffs and the Plant Closing Law | 364 | ||
| Adjusting to Downsizings and Mergers | 365 | ||
| Chapter Section Summaries | 366 | ||
| Discussion Questions | 366 | ||
| Individual and Group Activities | 367 | ||
| Experiential Exercise | 368 | ||
| Application Case: Malaysia’s War on Talent | 368 | ||
| Continuing Case: Carter Cleaning Company | 368 | ||
| Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris | 369 | ||
| Key Yerms | 370 | ||
| Endnotes | 370 | ||
| Appendix for Chapter 10 Managing Your Career and Finding a Job | 373 | ||
| Part Four Compensation | 380 | ||
| Chapter 11 Establishing Strategic Pay Plans | 380 | ||
| Basic Factors in Determining Pay Rates | 382 | ||
| Aligning Total Rewards with Strategy | 382 | ||
| Equity and Its Impact on Pay Rates | 382 | ||
| Legal Considerations in Compensation | 383 | ||
| Know Your Employment Law: The Workday | 384 | ||
| Know Your Employment Law: The Independent Contractor | 386 | ||
| Union Influences on Compensation Decisions | 388 | ||
| Pay Policies | 388 | ||
| Improving Performance: The Strategic Context Wegmans Food Markets | 389 | ||
| Improving Performance: HR Practices Around the Globe Compensating Expatriate Employees | 390 | ||
| Job Evaluation Methods | 390 | ||
| Compensable Factors | 390 | ||
| Preparing for the Job Evaluation | 391 | ||
| Job Evaluation Methods: Ranking | 392 | ||
| Job Evaluation Methods: Job Classification | 393 | ||
| Job Evaluation Methods: Point Method | 394 | ||
| Computerized Job Evaluations | 394 | ||
| How to create a Market-competitive Pay Plan | 395 | ||
| 1. Choose Benchmark Jobs | 395 | ||
| 2. Select Compensable Factors | 395 | ||
| 3. Assign Weights to Compensable Factors | 396 | ||
| 4. Convert Percentages to Points for Each Factor | 396 | ||
| 5. Define Each Factor’s Degrees | 397 | ||
| 6. Determine for Each Factor Its Factor Degrees’ Points | 397 | ||
| 7. Review Job Descriptions and Job Specifications | 397 | ||
| 8. Evaluate the Jobs | 398 | ||
| 9. Draw the Current (Internal) Wage Curve | 399 | ||
| 10. Conduct a Market Analysis: Salary Surveys | 399 | ||
| 11. Draw the Market (External) Wage Curve | 400 | ||
| 12. Compare and Adjust Current and Market Wage Rates for Jobs | 401 | ||
| 13. Develop Pay Grades | 402 | ||
| 14. Establish Rate Ranges | 403 | ||
| 15. Address Remaining Jobs | 404 | ||
| 16. Correct Out-of-Line Rates | 404 | ||
| Improving Performance: HR Tools for Line Managers and Small Businesses Developing a Workable Pay Plan | 404 | ||
| Pricing Managerial and Professional jobs | 405 | ||
| What Determines Executive Pay? | 405 | ||
| Compensating Executives | 406 | ||
| Compensating Professional Employees | 406 | ||
| Improving Performance Through HRIS: Payroll Administration | 407 | ||
| Contemporary Topics in Compensation | 407 | ||
| Competency-Based Pay | 408 | ||
| Improving Performance: HR Practices Around the Globe JLG’s Skill-Based Pay Program | 408 | ||
| Broadbanding | 409 | ||
| Comparable Worth | 410 | ||
| Diveristy Counts: The Pay Gap | 411 | ||
| Board Oversight of Executive Pay | 411 | ||
| Employee Engagement Guide for Managers | 412 | ||
| Total Rewards Programs | 412 | ||
| Trends Shaping HR: Digital and Social Media | 412 | ||
| Total Rewards and Employee Engagement | 412 | ||
| Chapter Section Summaries | 413 | ||
| Discussion Questions | 414 | ||
| Individual and Group Activities | 414 | ||
| Experiential Exercise | 415 | ||
| Application Case: Eighty-One Years to Close the Qender Gap | 415 | ||
| Continuing Case: Carter Cleaning Company | 415 | ||
| Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris | 416 | ||
| Key Terms | 417 | ||
| Endnotes | 417 | ||
| Chapter 12 Pay for Performance and Financial Incentives | 421 | ||
| Money’s Role In Motivation | 423 | ||
| Incentive Pay Terminology | 423 | ||
| Linking Strategy, Performance, and Incentive Pay | 423 | ||
| Motivation and Incentives | 423 | ||
| Know Your Employment Law: Employee Incentives and the Law | 425 | ||
| Individual Employee Incentive and Recognition Programs | 425 | ||
| Piecework | 425 | ||
| Merit Pay as an Incentive | 426 | ||
| Incentives for Professional Employees | 427 | ||
| Nonfinancial and Recognition-Based Awards | 428 | ||
| Trends Shaping HR: Digital and Social Media | 428 | ||
| Improving Performance: HR Tools for Line Managers and Small Businesses | 429 | ||
| Job Design | 430 | ||
| Improving Performance: The Strategic Context The Fast-Food Chain | 430 | ||
| Incentives for Salespeople | 431 | ||
| Salary Plan | 431 | ||
| Commission Plan | 431 | ||
| Combination Plan | 432 | ||
| Maximizing Sales Results | 432 | ||
| Sales Incentives in Action | 433 | ||
| Trends Shaping HR: Digital and Social Media | 433 | ||
| Incentives for Managers and executives | 433 | ||
| Strategy and the Executive’s Long-Term and Total Rewards Package | 434 | ||
| Short-Term Incentives and the Annual Bonus | 434 | ||
| Improving Performance: HR Practices Around the Globe | 437 | ||
| Some Other Executive Incentives | 438 | ||
| Team and Organization-Wide Incentive Plans | 438 | ||
| How to Design Team Incentives | 439 | ||
| Evidence-Based HR: Inequities That Undercut Team Incentives | 440 | ||
| Profit-Sharing Plans | 440 | ||
| Scanlon Plans | 440 | ||
| Other Gainsharing Plans | 441 | ||
| At-Risk Pay Plans | 441 | ||
| Employee Stock Ownership Plans | 442 | ||
| Incentive Plans in Practice: Nucor | 442 | ||
| Employee Engagement Guide for Managers | 443 | ||
| Incentives and Engagement | 443 | ||
| Chapter Section Summaries | 443 | ||
| Discussion Questions | 444 | ||
| Individual and Group Activities | 444 | ||
| Experiential Exercise | 445 | ||
| Application Case: GYC Financial Advisory Pte. Ltd. | 445 | ||
| Continuing Case: Carter Cleaning Comoany | 446 | ||
| Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris | 447 | ||
| Key Terms | 448 | ||
| Endnotes | 448 | ||
| Chapter 13 Benefits and Services | 452 | ||
| Introduction: The Benefits Picture Today | 454 | ||
| Policy Issues | 454 | ||
| Pay For Time Not Worked | 455 | ||
| Unemployment Insurance | 455 | ||
| Vacations and Holidays | 455 | ||
| Know Your Employment Law: Some Legal Aspects of Vacations and Holidays | 457 | ||
| Sick Leave | 457 | ||
| Improving Performance: HR as a Profit Center Controlling Sick Leave | 457 | ||
| Leaves and the Family and Medical Leave Act | 458 | ||
| Know Your Employment Law: FMLA Guidelines | 458 | ||
| Severance Pay | 459 | ||
| Supplemental Unemployment Benefits | 460 | ||
| Insurance Benefits | 460 | ||
| Workers’ Compensation | 460 | ||
| Hospitalization, Health, and Disability Insurance | 461 | ||
| Know Your Employment Law: Patient Protection and Affordable Care Act of 2010 | 462 | ||
| Trends in Employer Health-Care Cost Control | 464 | ||
| Improving Performance: HR as a Profit Center The Doctor Is on the phone | 466 | ||
| Long-Term Care | 466 | ||
| Life Insurance | 466 | ||
| Benefits for Part-Time and Contingent Workers | 467 | ||
| Retirement Benefits | 467 | ||
| Social Security | 467 | ||
| Pension Plans | 467 | ||
| Know Your Employment Law: Pension Planning and the Law | 469 | ||
| Pensions and Early Retirement | 469 | ||
| Improving Performance Through HRIS: Online Benefits Management Systems | 470 | ||
| Trends Shaping HR: Digital and Social Media | 470 | ||
| Personal Services and Family-Friendly Benefits | 471 | ||
| Personal Services | 471 | ||
| Family-Friendly (Work–Life) Benefits | 472 | ||
| Other Personal Services Benefits | 473 | ||
| Diversity Counts | 473 | ||
| Improving Performance: The Strategic Context | 473 | ||
| Executive Perquisites | 474 | ||
| Flexible Benefits Programs | 474 | ||
| The Cafeteria Approach | 474 | ||
| Improving Performance: HR Tools for Line Managers and Small Businesses Benefits and Employee Leasing | 475 | ||
| Flexible Work Schedules | 476 | ||
| Employee Engagement Guide for Managers | 477 | ||
| Costco’s Compensation Plan | 477 | ||
| Chapter Section Summaries | 477 | ||
| Discussion Questions | 478 | ||
| Individual and Group Activities | 478 | ||
| Experiential Exercise | 479 | ||
| Application Case: $5 Billion Industry Under Threat | 479 | ||
| Continuing Case: Carter Cleaning Company | 479 | ||
| Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris | 480 | ||
| Key Terms | 481 | ||
| Endnotes | 481 | ||
| Part Five Enrichment Topics in Human Resource Management | 485 | ||
| Chapter 14 Building Positive Employee Relations | 485 | ||
| What Is Employee Relations? | 487 | ||
| Employee Relations Programs For Building And Maintaining Positive Employee Relations | 487 | ||
| Ensuring Fair Treatment | 487 | ||
| Improving Performance: The Strategic Context A New HR Strategy at the Foxconn Plant in Shenzhen, China | 489 | ||
| Bullying and Victimization | 489 | ||
| Improving Employee Relations Through Communications Programs | 490 | ||
| Develop Employee Recognition/Relations Programs | 490 | ||
| Use Employee Involvement Programs | 491 | ||
| Trends Shaping HR: Digital and Social Media | 491 | ||
| Improving Performance: HR As A Profit Center the Cost-Effective Suggestion System | 492 | ||
| The Ethical Organization | 492 | ||
| Ethics and Employee Rights | 493 | ||
| What Shapes Ethical Behavior at Work? | 494 | ||
| The Person (What Makes Bad Apples?) | 494 | ||
| Which Ethical Situations Make for Ethically Dangerous Situations (Bad Cases)? | 494 | ||
| What Are the “Bad Barrels”?—The Outside Factors That Mold Ethical Choices | 494 | ||
| How Managers Can Create More Ethical Environments | 495 | ||
| How Human Resource Managers Can Create More Ethical Environments | 495 | ||
| Improving Performance: HR Tools For Line Managers And Small Businesses Small Business Ethics | 496 | ||
| Know Your Employment Law: Electronic Monitoring | 498 | ||
| Trends Shaping HR: Digital and Social Media | 499 | ||
| Managing Employee Discipline | 500 | ||
| The Three Pillars of Fair Discipline | 500 | ||
| Diversity Counts | 501 | ||
| How to Discipline an Employee | 501 | ||
| Discipline Without Punishment | 502 | ||
| Employee Engagement guide For Managers | 503 | ||
| How Companies Become “Best Companies to Work For” | 503 | ||
| The “Best Companies to Work For” | 503 | ||
| SAS: Great Benefits, Trust, and Work-Life Balance | 503 | ||
| Google: Happiness and People Analytics | 504 | ||
| FedEx: Guaranteed Fair Treatment | 504 | ||
| A “Best Company” Human Resource Philosophy? | 505 | ||
| Chapter Section Summaries | 506 | ||
| Discussion Questions | 507 | ||
| Individual and Group Activities | 507 | ||
| Experiential Exercise | 508 | ||
| Application Case: Enron, Ethics, and Organizational Culture | 508 | ||
| Continuing Case: Carter Cleaning Company | 509 | ||
| Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris | 509 | ||
| Key Terms | 511 | ||
| Ethics Quiz Answers | 511 | ||
| Endnotes | 511 | ||
| Chapter 15 Labor Relations and Collective Bargaining | 515 | ||
| The Labor Movement | 517 | ||
| Improving Performance: The Strategic Context The “Anti-Walmart’s” Revenues | 517 | ||
| Why Do Workers Organize? | 517 | ||
| Employee Engagement and Unionization | 518 | ||
| What Do Unions Want? | 518 | ||
| The AFL-CIO and the SEIU | 519 | ||
| Unions and The Law | 520 | ||
| Period of Strong Encouragement: The Norris-LaGuardia (1932) and National Labor Relations (or Wagner) Acts (1935) | 520 | ||
| Period of Modified Encouragement Coupled with Regulation: The Taft-Hartley Act (1947) | 521 | ||
| Unfair Union Labor Practices | 522 | ||
| The Union Drive and election | 523 | ||
| Step 1. Initial Contact | 523 | ||
| Step 2. Obtaining Authorization Cards | 524 | ||
| Step 3. Hold a Hearing | 525 | ||
| Step 4. The Campaign | 526 | ||
| Step 5. The Election | 526 | ||
| How to Lose an NLRB Election | 527 | ||
| Evidence-Based HR: What to Expect the Union to Do to Win the Election | 528 | ||
| The Supervisor’s Role | 528 | ||
| Know Your Employment Law: Rules Regarding Literature and Solicitation | 529 | ||
| Decertification Elections: Ousting the Union | 529 | ||
| Improving Performance: HR Practices Around The Globefrance Comes to the Workers’ Aid | 529 | ||
| The Collective Bargaining Process | 530 | ||
| What Is Collective Bargaining? | 530 | ||
| What Is Good Faith? | 530 | ||
| The Negotiating Team | 531 | ||
| Costing the Contract | 531 | ||
| Bargaining Items | 531 | ||
| Building Negotiating Skills | 532 | ||
| Bargaining Hints | 532 | ||
| Impasses, Mediation, and Strikes | 533 | ||
| Trends Shaping HR: Digital and Social Media | 536 | ||
| The Contract Agreement | 536 | ||
| Dealing With Disputes and grievances | 537 | ||
| Sources of Grievances | 537 | ||
| The Grievance Procedure | 537 | ||
| Guidelines for Handling Grievances | 538 | ||
| Improving Performance: HR Tools For Line Managers and Small Businesses: How to Handle a grievance Situation | 539 | ||
| The Union Movement Today and Tomorrow | 539 | ||
| What Are Unions Doing About It? | 540 | ||
| Cooperative Clauses | 541 | ||
| Improving Performance: HR Around The Globe: Labor-Management Cooperation and Works Councils in America | 542 | ||
| Chapter Section Summaries | 542 | ||
| Discussion Questions | 543 | ||
| Individual and Group Activities | 543 | ||
| Experiential Exercise | 544 | ||
| Application Case: Negotiating with Dutch Airline Pilots Association (VNV) | 544 | ||
| Continuing Case: Carter Cleaning Company | 545 | ||
| Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris | 545 | ||
| Key Terms | 546 | ||
| Endnotes | 546 | ||
| Chapter 16 Safety, Health, and Risk Management | 549 | ||
| Introduction: Safety and the Manager | 551 | ||
| Why Safety Is Important | 551 | ||
| Improving Performance: HR as a Profit Center: Improving Safety Boosts Profits | 551 | ||
| Management’s Role in Safety | 551 | ||
| Improving Performace: The Strategic Context: Deepwater Horizon | 552 | ||
| The Supervisor’s Role in Accident Prevention | 552 | ||
| Manager’s briefing on Occupational Safety Law | 552 | ||
| OSHA Standards and Record Keeping | 553 | ||
| Inspections and Citations | 554 | ||
| Responsibilities and Rights of Employers and Employees | 556 | ||
| Improving Performance: HR tools for Line Managers and Small Businesses: Free On-Site Safety and Health Services | 557 | ||
| Trends Shaping HR: Digital and Social Media | 558 | ||
| What Causes Accidents? | 559 | ||
| What Causes Unsafe Conditions? | 559 | ||
| What Causes Unsafe Acts? | 560 | ||
| How to Prevent accidents | 560 | ||
| Reducing Unsafe Conditions | 560 | ||
| Diversity Counts: Protecting Vulnerable Workers | 564 | ||
| Reducing Unsafe Acts | 565 | ||
| Reducing Unsafe Acts Through Screening | 565 | ||
| Reducing Unsafe Acts Through Training | 565 | ||
| Improving Performance Through HRIS: Online Safety Training | 566 | ||
| Reducing Unsafe Acts Through Posters, Incentives, and Positive Reinforcement | 566 | ||
| Improving Performance: HR as a Profit Center: Using Positive Reinforcement | 566 | ||
| Reducing Unsafe Acts by Fostering a Culture of Safety | 568 | ||
| Reducing Unsafe Acts by Creating a Supportive Environment | 568 | ||
| Reducing Unsafe Acts by Establishing a Safety Policy | 568 | ||
| Reducing Unsafe Acts by Setting Specific Loss Control Goals | 568 | ||
| Reducing Unsafe Acts Through Behavior-Based Safety and Safety Awareness Programs | 568 | ||
| Reducing Unsafe Acts Through Employee Participation | 568 | ||
| Trends Shaping HR: Digital and Social Media | 569 | ||
| Conducting Safety and Health Audits and Inspections | 569 | ||
| Employee Engagement Guide for Managers | 570 | ||
| Milliken & Company—World-Class Safety Through Employee Engagement | 570 | ||
| Involvement-Based Employee Engagement | 570 | ||
| Workplace Health Hazards: Problems and Remedies | 571 | ||
| Chemicals and Industrial Hygiene | 571 | ||
| Improving Performance: HR Practices Around the Globe Safety at Saudi Petrol Chemical | 571 | ||
| Know Your Employment Law: Hazard Communication | 573 | ||
| Asbestos Exposure at Work and Air Quality | 573 | ||
| Alcoholism and Substance Abuse | 573 | ||
| Stress, Burnout, and Depression | 575 | ||
| Solving Computer-Related Ergonomic Problems | 576 | ||
| Repetitive Motion Disorders | 577 | ||
| Infectious Diseases | 577 | ||
| Workplace Smoking | 577 | ||
| Occupational Security and Risk Management | 578 | ||
| Enterprise Risk Management | 578 | ||
| Preventing and Dealing with Violence at Work | 578 | ||
| Securing the Facility | 580 | ||
| Company Security and Employee Privacy | 581 | ||
| Business Continuity and Emergency Plans | 582 | ||
| Trends Shaping HR: Digital and Social Media | 582 | ||
| Twitter Notifications | 582 | ||
| Terrorism | 582 | ||
| Chapter Section Summaries | 583 | ||
| Discussion Questions | 583 | ||
| Individual and Group Activities | 584 | ||
| Experiential Exercise | 584 | ||
| Application Case: A Safe and Healthy Kitchen at Edmund CaFé | 588 | ||
| Continuing Case: Carter Cleaning Company | 589 | ||
| Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris | 589 | ||
| Key Terms | 590 | ||
| Endnotes | 590 | ||
| Chapter 17 Managing Global Human Resources | 595 | ||
| The Manager’s Global Challenge | 597 | ||
| What Is International Human Resource Management? | 597 | ||
| Adapting Human Resource Activities to Intercountry Differences | 597 | ||
| Cultural Factors | 598 | ||
| Economic Systems | 599 | ||
| HR Abroad Example: The European Union | 599 | ||
| HR Abroad Example: China | 600 | ||
| Improving Performance: HR Practices Around the Globe Comparing Small Businesses, HR Practices in the United States and China | 601 | ||
| Staffing the Global Organization | 601 | ||
| International Staffing: Home or Local? | 602 | ||
| Improving Performance: HR as a Profit Center Reducing Expatriate Costs | 603 | ||
| Trends Shaping HR: Digital and Social Media | 603 | ||
| Management Values and International Staffing Policy | 604 | ||
| Ethics and Codes of Conduct | 604 | ||
| Selecting International Managers | 605 | ||
| Diversity Counts: Sending Women Managers Abroad | 606 | ||
| Avoiding Early Expatriate Returns | 606 | ||
| Improving Performance: HR Tools for Line Managers and Small Businesses: Some Practical Solutions to the Expatriate Challenge | 607 | ||
| Training and Maintaining employees Abroad | 607 | ||
| Orienting and Training Employees on International Assignment | 607 | ||
| Performance Appraisal of International Managers | 608 | ||
| Compensating Managers Abroad | 609 | ||
| Union Relations Abroad | 611 | ||
| Terrorism, Safety, and Global HR | 611 | ||
| Improving Performance: HR Practices Around The Globe Business Travel | 612 | ||
| Repatriation: Problems and Solutions | 612 | ||
| Employee Engagement Guide for Managers | 613 | ||
| Engagement Around the Globe | 613 | ||
| Managing HR Locally: How to Put into Practice a Global HR System | 613 | ||
| Improving Performance: The Strategic Context Hitachi | 614 | ||
| Developing a More Effective Global HR System | 615 | ||
| Making the Global HR System More Acceptable | 615 | ||
| Implementing the Global HR System | 615 | ||
| Chapter Section Summaries | 616 | ||
| Discussion Questions | 617 | ||
| Individual and Group Activities | 617 | ||
| Experiential Exercise | 617 | ||
| Application Case: Europe—It’s All about Perspectives | 618 | ||
| Continuing Case: Carter Cleaning Company | 618 | ||
| Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris | 619 | ||
| Key Terms | 620 | ||
| Endnotes | 620 | ||
| Chapter 18 Managing Human Resources in Small and Entrepreneurial Firms | 624 | ||
| The Small Business Challenge | 626 | ||
| How Small Business Human Resource Management Is Different | 626 | ||
| Diversity Counts: Necessity and the Entrepreneur | 627 | ||
| Why HRM Is Important to Small Businesses | 627 | ||
| Using internet and government Tools to Support the HR Effort | 627 | ||
| Complying with Employment Laws | 628 | ||
| Employment Planning and Recruiting | 629 | ||
| Trends Shaping HR: Digital and Social Media | 629 | ||
| Employment Selection | 630 | ||
| Employment Training | 632 | ||
| Employment Appraisal and Compensation | 632 | ||
| Employment Safety and Health | 632 | ||
| Leveraging Small Size with Familiarity, Flexibility, Fairness, and informality | 633 | ||
| Simple, Informal Employee Selection Procedures | 633 | ||
| Improving Performance: HR Tools for Line Managers and Small Businessesa Streamlined Interviewing Process | 633 | ||
| Flexibility in Training | 634 | ||
| Flexibility in Benefits and Rewards | 634 | ||
| Fairness and the Family Business | 636 | ||
| Using Professional Employer Organizations | 636 | ||
| How Do PEOs Work? | 636 | ||
| Why Use a PEO? | 637 | ||
| Caveats | 637 | ||
| Managing HR Systems, Procedures, and Paperwork | 638 | ||
| Introduction | 638 | ||
| Improving Performance: The Strategic Context City Garage | 638 | ||
| Basic Components of Manual HR Systems | 639 | ||
| Automating Individual HR Tasks | 640 | ||
| Human Resource Information Systems (HRIS) | 640 | ||
| Improved Transaction Processing | 640 | ||
| Online Self-Processing | 641 | ||
| Improved Reporting Capability | 641 | ||
| HR System Integration | 641 | ||
| HRIS Vendors | 641 | ||
| Trends Shaping HR: Digital and Social Media | 641 | ||
| Chapter Section Summaries | 642 | ||
| Discussion Questions | 642 | ||
| Individual and Group Activities | 642 | ||
| Experiential Exercise | 643 | ||
| Application Case: Netflix Breaks the Rules | 643 | ||
| Continuing Case: Carter Cleaning Company | 644 | ||
| Translating Strategy Into HR Policies and Practices Case: Improving Performance at the Hotel Paris | 644 | ||
| Endnotes | 645 | ||
| Appendices | 648 | ||
| Appendix A HRCI PHR® and SPHR® Certification Body of Knowledge | 648 | ||
| Appendix B About the Society for Human Resource Management (SHRM) Body of Competency and Knowledge TM Model and Certification Exams | 654 | ||
| Appendix C Comprehensive Cases | 666 | ||
| Glossary | 682 | ||
| Name/Organization Index | 691 | ||
| Subject Index | 703 |