Managing Human Resources
12th Edition
Published on 15. November 2017
Book
Hardback
736 pages
978-0-19-085756-1 (ISBN)
Description
Clear and well-integrated, Managing Human Resources uses the authors' well-established Integrative Framework for Managing Human Resources to describe specific human resource (HR) activities including recruitment, training, performance management, and compensation. An important learning objective for students using Managing Human Resources is to develop an understanding of how the many specific HR activities can work together as a
system that improves organizational effectiveness. This edition is a significantly revised and improved version of a title previously published by Cengage Learning.
system that improves organizational effectiveness. This edition is a significantly revised and improved version of a title previously published by Cengage Learning.
Reviews / Votes
The book appears very comprehensive and thorough. I like the updates, particularly with regard to issues with social media and modern technology. I also like that the book seems to be starting to emphasize HR analyticsEL I like the use of course packets, but they are a lot of work and effort. I also would like something that dealt with terms and big issues before I covered it in class, so I am reconsidering my use of course packets.--Michael C. Sturman, Cornell University
"It is a well-prepared and content-rich textbook. It addresses the current state of HR--including the strategic need for HR, important role of HR in the organization, and the influences both internal and external which drive HR practice. This edition recognizes the changing nature of HR and the external factors which influence and impact HR practice."
--Kevin J. Jones, Indiana University
[The book] does a proper job of covering the whole HRM function. As to the proposed revisions and new "current issues" features, some are especially excellent...I do like that most of them reflect either qualitative improvements or trends that are truly broad and systematic, versus mere fads or narrowly applied.
--James M. Wilkerson, Charleston Southern University
"I have used the book for many years because of the integration of strategy and HR. It also provides students with an overview of the key areas within HR. It is challenging but accessible. I've been using it for years and will continue."--Mitchell Langbert, Brooklyn College School of Business
More details
Edition
12th edition
Language
English
Place of publication
New York
United States
Target group
College/higher education
Dimensions
Height: 260 mm
Width: 208 mm
Thickness: 44 mm
Weight
1777 gr
ISBN-13
978-0-19-085756-1 (9780190857561)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Persons
Susan E. Jackson is Distinguished Professor of Human Resource Strategy in the School of Management and Labor Relations at Rutgers University, and Visiting Scholar at University of Lucerne, Switzerland. Randall S. Schuler is Distinguished Professor of International Human Resource Management and Human Resource Strategy in the School of Management and Labor Relations at Rutgers University, and Visiting Scholar at University of Lucerne, Switzerland. Steve Werner is Professor of Management and Department Chair of the Management Department in the C.T. Bauer College of Business at the University of Houston.
Content
Preface
Acknowledgements Chapter 1: Managing Human Resources The Strategic Importance of Managing Human Resources Satisfying Multiple Stakeholders
Owners and Investors
Society Customers
Other Organizations Organizational Members (The Employees) Gaining and Sustaining a Competitive Advantage
Employees Who Are a Source of Added Value
Employees Who Are Rare
Human Resources That Can't Be Copied A Framework for Managing Human Resources
The Importance of HRM Strategies and the Organization's External and Internal Environments
Activities for Managing Human Resources The HR Triad
HR Professionals Provide Special Expertise Line Managers
Employees Share Responsibility The HR Triad: Roles and Responsibilities for Managing Human Resources Looking Ahead: Five Special Themes
Managing with Teams
Managing with Diversity and Inclusion
Managing with Ethics and Corporate Social Responsibility
Managing with New Technologies Managing with Metrics and Analytics Current Issues
The Changing Role of HR
Employee Engagement Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning
Case Study: Can Knights Satisfy All of Its Stakeholders and Survive? Chapter 2: Formulating and Implementing Human Resource Management Strategies The Importance of Formulating and Implementing an HR Strategy
Elements of the Environment for Managing Human Resources
Formulating and Implementing an HRM Strategy The HR Triad
The HR Triad: Roles and Responsibilities for Formulating and Implementing HRM Strategies Understanding the External Environment
The Economic Landscape
The Demographic Landscape The Socio-Cultural Landscape
The Political Landscape Understanding the Internal Environment
Technology Company Culture Business Strategies Financial, Organizational, Reputation, and Human Resources HRM Strategies
Strategic Alignment Types of HRM Strategies HRM Strategy Formulation
Aligning HRM Strategy Formulation with the Business Strategy
Specifying Strategic Objectives
Designing an Integrated HRM System to Achieve Strategic Objectives HRM Strategy Implementation
Reasons for Resistance
Overcoming Resistance Review and Revise Current Issues
Managing a Multi-generational Workplace
Mergers and Acquisitions Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning
Case Study: Levi Strauss & Company Chapter 3: Ensuring Fair Treatment And Legal Compliance
The Strategic Importance of Fairness and Legal Compliance
Society's Concerns about Fairness
Concerns of the Labor Force
Customers Win When Employers Treat Employees Fairly The HR Triad
HR Professionals
The HR Triad: Roles and Responsibilities to Ensure Fair Treatment and Legal Compliance
Line Managers
Other Employees What Fairness Means to Employees
Distributive Justice
Procedural Justice
Interactional Justice
Reactions to Unjust Treatment The Legal Landscape
Societal Factors
Laws Executive Orders
Agencies
Courts
Company Responses Title VII of the Civil Rights Act
The EEOC
Categories of Discrimination Covered by Title VII Harassment Defending Discrimination Allegations Other Discrimination Laws
Age Discrimination in Employment Act
Americans with Disabilities Act
Genetic Information Non-Discrimination Act
Executive Orders 11246, 11375, 11478, and 13672 Settling Disputes
Company Grievance Procedures
Mediation and Arbitration Using Courts to Settle Disputes Diversity and Inclusion Initiatives for Ensuring Fair Treatment
Who is Covered by Diversity and Inclusion Initiatives
A Culture of Inclusion
Evaluating the Effectiveness of Diversity and Inclusion Initiatives
Economic Benefits of Diversity Current Issues
Sexual Orientation
Autism in the Workplace Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning
Case Study: United Way and the Boy Scouts of America Chapter 4: Using Job Analysis and Competency Modeling
The Strategic Importance of Job Analysis and Competency Modeling
Foundation for an Integrated HRM System
Changing Cultures and Implementing New Strategies Adopting New Technology
Complying with Laws and Regulations The HR Triad
The HR Triad: Partnership Roles in Job Analysis and Competency Modeling Specific Terminology
Positions, Jobs, and Occupations
Job Analysis
Competency Modeling
Job Descriptions and Job Specifications
Career Paths Sources of Information Used in Job Analysis and Competency Modeling
Job Incumbents
Supervisors
Trained Job Analysts
Customers Methods of Collecting Information
Individual and Group Interviews
Observations
Questionnaires Standardized Approaches to Job Analysis
Time-and-Motion Studies
Ergonomic Analysis
Occupational Information Network (O*NET) Position Analysis Questionnaire
Management Position Description Questionnaire Customized Approach to Job Analysis
Developing a Customized Inventory Analyzing and Interpreting the Data
Advantages and Disadvantages Analyzing Needed Competencies
Standardized Approach
Customized Approach
Competency Inventories Current Issues
The Decline of Job Analysis? The Importance of Documenting Competency Modeling Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning
Case Study: Job Descriptions at HITEK Chapter 5: Managing Talent Through Workforce Planning, Recruitment, And Retention The Strategic Importance of Managing Talent through Workforce Planning, Recruitment, and Retention
Improving Productivity
Reducing Labor Costs
Staying Competitive Workforce Planning, Recruitment, and Retention within an Integrated HRM System
Other HR Activities The External and Internal Environments The HR Triad
HR Professionals
Line Managers
The HR Triad: Roles and Responsibilities for Managing Talent
Other Employees Workforce Planning
Workforce Forecasts Succession Planning Recruiting Sources and Methods
Recruiting from the Internal Labor Market Recruiting from the External Labor Market Attracting Unconventional Employees Using Metrics and Analytics to Manage the Talent Supply Chain Recruitment from the Applicant's Perspective
Company Reputation
The Recruitment Experience Perceptions of Fit
Ethical Recruiting Practices Talent Retention
Understanding the Reasons for Turnover
Reducing Unwanted Turnover Current Issues
Avoiding Layoffs Recruitment and Retention of Older Workers Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning
Case Study: Downsizing--Anathema to Corporate Loyalty Chapter 6: Selecting Employees to Fit the Job and Organization The Strategic Importance of Selecting Employees to Fit the Job and the Organization
Obtaining a Capable Workforce
Company Reputation Maximizing the Economic Utility of Selection Practices Selection within an Integrated HRM System
Other HR Activities The External and Internal Environments The HR Triad
The HR Triad: Roles and Responsibilties for Selecting Employees
Line Managers
HR Professionals
Other Employees Designing the Selection Process
Establish the Criteria of Interest
Choosing Predictors Choosing Assessment Techniques Deciding When to Measure Each Predictor
Synthesizing Information to Choose Appropriate Candidates Techniques for Screening Job Applicants
Personal History Assessments Background Verification and Reference Checks Medical Tests Job Interviews
Screening Job Interviews
Structured Job Interviews Unstructured Job Interviews
Panel Interviews
Video Interviews
Interview Effectiveness Other Techniques for Assessing Screened Job Applicants
Ability Tests
Job Knowledge Tests
Personality Tests
Work Simulations
Assessment Centers Current Issues
Affirmative Action
Controversial Predictors Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning
Case Study: Selecting Patient Escorts Chapter 7: Training and Developing a Competitive Workforce The Strategic Importance of Training and Developing a Competitive Workforce Improving Competitiveness
Improving Productivity
Increasing Employee Attraction, Retention, and Motivation Training and Development Practices Within the Integrated HRM System
Other HR Activities The External and Internal Environments The HR Triad
Line Managers
The HR Triad: Roles and Responsibilities in Training and Development
Other Employees
HR Professionals Determining Training and Development Needs
Organizational Needs Analysis Job Needs Analysis
Person Needs Analysis Demographic Needs Analysis Learning Objectives
Determining Learning Objectives
Improving Cognitive Knowledge Developing Skills Influencing Affective Responses
Encouraging Ethical Behavior
Team Building Determining Who Provides the Training
Supervisors and Other Managers
Coworkers
Internal or External Subject Matter Experts
The Trainee Determining the Format for Training and Development Activities
E-Learning
On-the-Job On-Site but Not On-the-Job
Off-the-Job Creating Conditions That Will Maximize Learning
Set the Stage for Learning Create Conditions to Increase Learning During Training Maintaining Performance after Training Evaluating Training Effectiveness
Trainee reactions
Trainee learning
Trainee behaviors
Performance outcomes
Return on investment Current Issues
Diversity Training Using Gamification for Training Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning
Case Study: Seeing the Forest and the Trees Chapter 8: Conducting Performance Management The Strategic Importance of Conducting Performance Management
Enhance Motivation Improve Individual and Organizational Performance
Support Strategic Objectives Performance Management within an Integrated HRM System
The Internal Environment The External Environment Other HR Activities The HR Triad
Line Managers
The HR Triad: Roles and Responsibilities for Managing Performance
Other Employees
HR Professionals What to Measure
Personal Traits
Behaviors Objective Results
Multiple Criteria When to Measure Performance
Focal-Point Approach
Anniversary Approach
Natural Time Span of the Job Approach
Continuous Approach Who Participates
Supervisors
Self-Appraisal
Peers
Subordinates Customers
360-Degree Appraisals
Crowdsourced Feedback How to Measure Performance
Comparative Formats Absolute Standards Formats Results-Based Formats Ratingless Appraisals The Rating Process
Rating Errors
Improving Rater Accuracy Providing Feedback
Understanding Attributions
Timing
Preparation
Content of the Discussion Follow-Up
When Nothing Else Works Current Issues
Monitoring through Technology
Focusing on Development Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning
Case Study: Crowdsourcing Feedback Chapter 9: Developing an Approach to Total Compensation The Strategic Importance of Total Compensation
Attract, Motivate, and Retain Talent Implement the Business Strategy
Improve Productivity
Contain Costs Total Compensation Within the Integrated HRM System
Other HR Activities The External Environment The Internal Environment The HR Triad
HR Professionals
The HR Triad: Roles and Responsibilities for Total Compensation
Line Managers
Other Employees Establish the Internal Value of Jobs
Objectives of Job Evaluation
Job Ranking Methods of Job Evaluation
Job Classification Method of Job Evaluation
Point-Factor Rating Method of Job Evaluation Competency-Based Methods of Job Evaluation Skill-Based Pay Use External Market Rates to Set Pay Levels
Step 1: Determine External Market Pay Rates Step 2: Establish the Market Pay Policy Step 3: Set the Organization Pay Policy Design the Internal Pay Structure
Job-Based Pay Grades and Ranges
Competency-Based Pay Structure
Skill-Based Pay Structure Make Adjustments
Balancing Internal and External Equity
Changes over Time
Achieving Individual Equity Current Issues
Raising the Minimum Wage
Executive Compensation Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning Chapter 10: Using Performance-Based Pay to Achieve Strategic Objectives The Strategic Importance of Using Performance-Based Pay
Support Strategic Objectives Manage Labor Costs
Attract, Retain, and Motivate Talent Performance-Based Pay Within an Integrated HRM System
Other HR Activities The Internal Environment The External Environment The HR Triad
The HR Triad: Roles and Responsibilities for Using Performance-Based Pay to Achieve Strategic Objectives
Line Managers and HR Professionals
Other Employees Design Choices for Performance-Based Pay
Types of Performance-Based Pay
Rewards Performance Measures Linking Performance to Rewards Implementation Issues
Evaluating Effectiveness
Gaining Employee Acceptance Recognition Awards
Spot Awards
Peer-to-Peer Awards
Awards for Suggestions Merit Pay
Performance Measures
Rewards
Linking Performance to Pay Incentive Pay
Individual Incentives Team Incentives Companywide Incentives Pay That Puts Earnings at Risk
Commissions Stock ownership Current Issues
New Uses of Analytics
Ethical Considerations Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning Chapter 11: Providing Benefits The Strategic Importance of Providing Employee Benefits
Increase Productivity
Contain Costs
Improve Attraction and Retention
Support Business Strategies Employee Benefits Within an Integrated HRM System
Other HR Activities
The External Environment The Internal Environment The HR Triad
The HR Triad: Roles and Responsibilities for Benefits Mandatory Benefits
Social Security Insurance
Unemployment Compensation
Workers' Compensation and Disability Insurance
Family and Medical Leave Voluntary Benefits: Retirement Savings Plans and Pensions
Defined Benefit Plans
Defined Contribution Plans Cash Balance Plans
Legal Considerations Voluntary Benefits: Health Care
Medical Care Wellness Programs
Employee Assistance Programs Voluntary Benefits: Paid Leave
Off-the-Job Paid Leave On-the-Job Paid Leave Voluntary Benefits: Work/Life and Other Benefits
Work/Life Benefits Other Voluntary Benefits Administrative Issues in Management Employee Benefits
What to Include in the Benefits Package
Determining the Level of Flexibility
Communicating the Benefits Offered to Employees Current Issues
Containing the Escalating Cost of Health Care
The Patient Protection and Affordable Care Act of 2010 Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning
Case Study: Who's Benefiting? Chapter 12: Promoting and Improving Employee Safety, Health, and Well-Being The Strategic Importance of Workplace Safety, Health, and Well-Being
Enhance Productivity
Contain Costs
Attract and Retain Talent
Support Business Strategy Promoting and Improving Safety, Health, and Well-Being Within an Integrated HRM System
Other HR Activities The Internal Environment The External Environment The HR Triad
The HR Triad: Roles and Responsibilities in Promoting Workplace Safety, Health, and Well-Being Workplace Safety Hazards
Occupational Accidents Occupational Injuries
Workplace Violence Workplace Hazards to Health and Well-Being
Occupational Illnesses
Hazards to Mental Health
Workplace Stressors
Job Burnout
Workplace Bullying Interventions to Promote and Improve Workplace Safety
Measuring and Monitoring Safety Accident Prevention Injury Prevention
Violence Prevention Interventions to Promote and Improve Employee Health and Well-Being
Measuring and Monitoring Health and Well-Being Illness Prevention Wellness Programs Employee Assistance Programs
Stress Management
Assessing Intervention Effectiveness Current Issues
Privacy
Dealing with the Use of Marijuana Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning
Case Study: Who's There on the Line? Chapter 13: Understanding Unionization And Collective Bargaining The Strategic Importance of Unionization and Collective Bargaining
Flexibility Costs
Attracting, Retaining, and Motivating Employees
Productivity
Profitability Unionization and Collective Bargaining Within the Integrated HRM System
Other HR Activities The Internal Environment The External Environment
Unions The Legal and Political Landscape The Economic Landscape
The Demographic Landscape
The Socio-Cultural Landscape The Extended HR Triad
Unions
The Extended HR Triad: Roles and Responsibilities in Unionization and Collective Bargaining Other Employees, Line Managers, and HR Professionals Attraction to Unionization
Dissatisfaction
Lack of Power
Management Efforts to Satisfy Employees and Prevent Unionization
Union Efforts to Increase Perceived Union Instrumentality Union Certification Process
Soliciting Employee Support Determining the Bargaining Unit
Pre-Election Campaign
Election, Certification, and Decertification The Collective Bargaining Process
Types of Bargaining Negotiating the Agreement Issues for Negotiation Conflicts and Their Resolution Maintenance and Evaluation
Contract Administration Evaluating Effectiveness Current Issues
Worker Centers
The Power of Public Sector Unions Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning
Case Study: The Union's Strategic Choice Chapter 14: Managing Human Resources Globally The Strategic Importance of Managing Human Resources Globally
Growth
Reducing Costs Improving Competitiveness Attracting, Retaining, and Motivating Employees The HR Triad
HR Professionals
The HR Triad: Roles and Responsibilities for Managing Human Resources Globally
Line Managers
Other Employees Navigating the Global Landscape within the Integrated HRM System
Regional Trade Zones International Organizations The Global Landscape and Other Aspects of the External Environment
The Socio-Cultural Landscape The Political Landscape
The Legal Landscape The Economic Landscape
The Demographic Landscape The Global Landscape and the Internal Environment
Business Strategy Technology
Company Culture
Other Resources Managing Human Resources Globally by Adapting to National Differences
National Differences in Selection
National Differences in Training and Development
National Differences in Performance Management
National Differences in Compensation and Benefits National Differences in Unionization and Collective Bargaining Managing Human Resources Globally by Integrating across Nations
Integrating Talent Management Globally Integrating Selection across Nations Integrating Training and Development across Nations Integrating Performance Management across Nations
Integrating Compensation and Benefits across Nations Integrating Unionization and Collective Bargaining across Nations Managing Human Resources Globally by Balancing Standardization and Localization
Balancing Standardization and Localization in Recruitment and Selection
Balancing Standardization and Localization in Compensation and Benefits Current Issues
The End of Globalization?
Safety and Security for Employees Abroad Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning Endnotes
Credits
Index
Acknowledgements Chapter 1: Managing Human Resources The Strategic Importance of Managing Human Resources Satisfying Multiple Stakeholders
Owners and Investors
Society Customers
Other Organizations Organizational Members (The Employees) Gaining and Sustaining a Competitive Advantage
Employees Who Are a Source of Added Value
Employees Who Are Rare
Human Resources That Can't Be Copied A Framework for Managing Human Resources
The Importance of HRM Strategies and the Organization's External and Internal Environments
Activities for Managing Human Resources The HR Triad
HR Professionals Provide Special Expertise Line Managers
Employees Share Responsibility The HR Triad: Roles and Responsibilities for Managing Human Resources Looking Ahead: Five Special Themes
Managing with Teams
Managing with Diversity and Inclusion
Managing with Ethics and Corporate Social Responsibility
Managing with New Technologies Managing with Metrics and Analytics Current Issues
The Changing Role of HR
Employee Engagement Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning
Case Study: Can Knights Satisfy All of Its Stakeholders and Survive? Chapter 2: Formulating and Implementing Human Resource Management Strategies The Importance of Formulating and Implementing an HR Strategy
Elements of the Environment for Managing Human Resources
Formulating and Implementing an HRM Strategy The HR Triad
The HR Triad: Roles and Responsibilities for Formulating and Implementing HRM Strategies Understanding the External Environment
The Economic Landscape
The Demographic Landscape The Socio-Cultural Landscape
The Political Landscape Understanding the Internal Environment
Technology Company Culture Business Strategies Financial, Organizational, Reputation, and Human Resources HRM Strategies
Strategic Alignment Types of HRM Strategies HRM Strategy Formulation
Aligning HRM Strategy Formulation with the Business Strategy
Specifying Strategic Objectives
Designing an Integrated HRM System to Achieve Strategic Objectives HRM Strategy Implementation
Reasons for Resistance
Overcoming Resistance Review and Revise Current Issues
Managing a Multi-generational Workplace
Mergers and Acquisitions Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning
Case Study: Levi Strauss & Company Chapter 3: Ensuring Fair Treatment And Legal Compliance
The Strategic Importance of Fairness and Legal Compliance
Society's Concerns about Fairness
Concerns of the Labor Force
Customers Win When Employers Treat Employees Fairly The HR Triad
HR Professionals
The HR Triad: Roles and Responsibilities to Ensure Fair Treatment and Legal Compliance
Line Managers
Other Employees What Fairness Means to Employees
Distributive Justice
Procedural Justice
Interactional Justice
Reactions to Unjust Treatment The Legal Landscape
Societal Factors
Laws Executive Orders
Agencies
Courts
Company Responses Title VII of the Civil Rights Act
The EEOC
Categories of Discrimination Covered by Title VII Harassment Defending Discrimination Allegations Other Discrimination Laws
Age Discrimination in Employment Act
Americans with Disabilities Act
Genetic Information Non-Discrimination Act
Executive Orders 11246, 11375, 11478, and 13672 Settling Disputes
Company Grievance Procedures
Mediation and Arbitration Using Courts to Settle Disputes Diversity and Inclusion Initiatives for Ensuring Fair Treatment
Who is Covered by Diversity and Inclusion Initiatives
A Culture of Inclusion
Evaluating the Effectiveness of Diversity and Inclusion Initiatives
Economic Benefits of Diversity Current Issues
Sexual Orientation
Autism in the Workplace Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning
Case Study: United Way and the Boy Scouts of America Chapter 4: Using Job Analysis and Competency Modeling
The Strategic Importance of Job Analysis and Competency Modeling
Foundation for an Integrated HRM System
Changing Cultures and Implementing New Strategies Adopting New Technology
Complying with Laws and Regulations The HR Triad
The HR Triad: Partnership Roles in Job Analysis and Competency Modeling Specific Terminology
Positions, Jobs, and Occupations
Job Analysis
Competency Modeling
Job Descriptions and Job Specifications
Career Paths Sources of Information Used in Job Analysis and Competency Modeling
Job Incumbents
Supervisors
Trained Job Analysts
Customers Methods of Collecting Information
Individual and Group Interviews
Observations
Questionnaires Standardized Approaches to Job Analysis
Time-and-Motion Studies
Ergonomic Analysis
Occupational Information Network (O*NET) Position Analysis Questionnaire
Management Position Description Questionnaire Customized Approach to Job Analysis
Developing a Customized Inventory Analyzing and Interpreting the Data
Advantages and Disadvantages Analyzing Needed Competencies
Standardized Approach
Customized Approach
Competency Inventories Current Issues
The Decline of Job Analysis? The Importance of Documenting Competency Modeling Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning
Case Study: Job Descriptions at HITEK Chapter 5: Managing Talent Through Workforce Planning, Recruitment, And Retention The Strategic Importance of Managing Talent through Workforce Planning, Recruitment, and Retention
Improving Productivity
Reducing Labor Costs
Staying Competitive Workforce Planning, Recruitment, and Retention within an Integrated HRM System
Other HR Activities The External and Internal Environments The HR Triad
HR Professionals
Line Managers
The HR Triad: Roles and Responsibilities for Managing Talent
Other Employees Workforce Planning
Workforce Forecasts Succession Planning Recruiting Sources and Methods
Recruiting from the Internal Labor Market Recruiting from the External Labor Market Attracting Unconventional Employees Using Metrics and Analytics to Manage the Talent Supply Chain Recruitment from the Applicant's Perspective
Company Reputation
The Recruitment Experience Perceptions of Fit
Ethical Recruiting Practices Talent Retention
Understanding the Reasons for Turnover
Reducing Unwanted Turnover Current Issues
Avoiding Layoffs Recruitment and Retention of Older Workers Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning
Case Study: Downsizing--Anathema to Corporate Loyalty Chapter 6: Selecting Employees to Fit the Job and Organization The Strategic Importance of Selecting Employees to Fit the Job and the Organization
Obtaining a Capable Workforce
Company Reputation Maximizing the Economic Utility of Selection Practices Selection within an Integrated HRM System
Other HR Activities The External and Internal Environments The HR Triad
The HR Triad: Roles and Responsibilties for Selecting Employees
Line Managers
HR Professionals
Other Employees Designing the Selection Process
Establish the Criteria of Interest
Choosing Predictors Choosing Assessment Techniques Deciding When to Measure Each Predictor
Synthesizing Information to Choose Appropriate Candidates Techniques for Screening Job Applicants
Personal History Assessments Background Verification and Reference Checks Medical Tests Job Interviews
Screening Job Interviews
Structured Job Interviews Unstructured Job Interviews
Panel Interviews
Video Interviews
Interview Effectiveness Other Techniques for Assessing Screened Job Applicants
Ability Tests
Job Knowledge Tests
Personality Tests
Work Simulations
Assessment Centers Current Issues
Affirmative Action
Controversial Predictors Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning
Case Study: Selecting Patient Escorts Chapter 7: Training and Developing a Competitive Workforce The Strategic Importance of Training and Developing a Competitive Workforce Improving Competitiveness
Improving Productivity
Increasing Employee Attraction, Retention, and Motivation Training and Development Practices Within the Integrated HRM System
Other HR Activities The External and Internal Environments The HR Triad
Line Managers
The HR Triad: Roles and Responsibilities in Training and Development
Other Employees
HR Professionals Determining Training and Development Needs
Organizational Needs Analysis Job Needs Analysis
Person Needs Analysis Demographic Needs Analysis Learning Objectives
Determining Learning Objectives
Improving Cognitive Knowledge Developing Skills Influencing Affective Responses
Encouraging Ethical Behavior
Team Building Determining Who Provides the Training
Supervisors and Other Managers
Coworkers
Internal or External Subject Matter Experts
The Trainee Determining the Format for Training and Development Activities
E-Learning
On-the-Job On-Site but Not On-the-Job
Off-the-Job Creating Conditions That Will Maximize Learning
Set the Stage for Learning Create Conditions to Increase Learning During Training Maintaining Performance after Training Evaluating Training Effectiveness
Trainee reactions
Trainee learning
Trainee behaviors
Performance outcomes
Return on investment Current Issues
Diversity Training Using Gamification for Training Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning
Case Study: Seeing the Forest and the Trees Chapter 8: Conducting Performance Management The Strategic Importance of Conducting Performance Management
Enhance Motivation Improve Individual and Organizational Performance
Support Strategic Objectives Performance Management within an Integrated HRM System
The Internal Environment The External Environment Other HR Activities The HR Triad
Line Managers
The HR Triad: Roles and Responsibilities for Managing Performance
Other Employees
HR Professionals What to Measure
Personal Traits
Behaviors Objective Results
Multiple Criteria When to Measure Performance
Focal-Point Approach
Anniversary Approach
Natural Time Span of the Job Approach
Continuous Approach Who Participates
Supervisors
Self-Appraisal
Peers
Subordinates Customers
360-Degree Appraisals
Crowdsourced Feedback How to Measure Performance
Comparative Formats Absolute Standards Formats Results-Based Formats Ratingless Appraisals The Rating Process
Rating Errors
Improving Rater Accuracy Providing Feedback
Understanding Attributions
Timing
Preparation
Content of the Discussion Follow-Up
When Nothing Else Works Current Issues
Monitoring through Technology
Focusing on Development Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning
Case Study: Crowdsourcing Feedback Chapter 9: Developing an Approach to Total Compensation The Strategic Importance of Total Compensation
Attract, Motivate, and Retain Talent Implement the Business Strategy
Improve Productivity
Contain Costs Total Compensation Within the Integrated HRM System
Other HR Activities The External Environment The Internal Environment The HR Triad
HR Professionals
The HR Triad: Roles and Responsibilities for Total Compensation
Line Managers
Other Employees Establish the Internal Value of Jobs
Objectives of Job Evaluation
Job Ranking Methods of Job Evaluation
Job Classification Method of Job Evaluation
Point-Factor Rating Method of Job Evaluation Competency-Based Methods of Job Evaluation Skill-Based Pay Use External Market Rates to Set Pay Levels
Step 1: Determine External Market Pay Rates Step 2: Establish the Market Pay Policy Step 3: Set the Organization Pay Policy Design the Internal Pay Structure
Job-Based Pay Grades and Ranges
Competency-Based Pay Structure
Skill-Based Pay Structure Make Adjustments
Balancing Internal and External Equity
Changes over Time
Achieving Individual Equity Current Issues
Raising the Minimum Wage
Executive Compensation Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning Chapter 10: Using Performance-Based Pay to Achieve Strategic Objectives The Strategic Importance of Using Performance-Based Pay
Support Strategic Objectives Manage Labor Costs
Attract, Retain, and Motivate Talent Performance-Based Pay Within an Integrated HRM System
Other HR Activities The Internal Environment The External Environment The HR Triad
The HR Triad: Roles and Responsibilities for Using Performance-Based Pay to Achieve Strategic Objectives
Line Managers and HR Professionals
Other Employees Design Choices for Performance-Based Pay
Types of Performance-Based Pay
Rewards Performance Measures Linking Performance to Rewards Implementation Issues
Evaluating Effectiveness
Gaining Employee Acceptance Recognition Awards
Spot Awards
Peer-to-Peer Awards
Awards for Suggestions Merit Pay
Performance Measures
Rewards
Linking Performance to Pay Incentive Pay
Individual Incentives Team Incentives Companywide Incentives Pay That Puts Earnings at Risk
Commissions Stock ownership Current Issues
New Uses of Analytics
Ethical Considerations Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning Chapter 11: Providing Benefits The Strategic Importance of Providing Employee Benefits
Increase Productivity
Contain Costs
Improve Attraction and Retention
Support Business Strategies Employee Benefits Within an Integrated HRM System
Other HR Activities
The External Environment The Internal Environment The HR Triad
The HR Triad: Roles and Responsibilities for Benefits Mandatory Benefits
Social Security Insurance
Unemployment Compensation
Workers' Compensation and Disability Insurance
Family and Medical Leave Voluntary Benefits: Retirement Savings Plans and Pensions
Defined Benefit Plans
Defined Contribution Plans Cash Balance Plans
Legal Considerations Voluntary Benefits: Health Care
Medical Care Wellness Programs
Employee Assistance Programs Voluntary Benefits: Paid Leave
Off-the-Job Paid Leave On-the-Job Paid Leave Voluntary Benefits: Work/Life and Other Benefits
Work/Life Benefits Other Voluntary Benefits Administrative Issues in Management Employee Benefits
What to Include in the Benefits Package
Determining the Level of Flexibility
Communicating the Benefits Offered to Employees Current Issues
Containing the Escalating Cost of Health Care
The Patient Protection and Affordable Care Act of 2010 Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning
Case Study: Who's Benefiting? Chapter 12: Promoting and Improving Employee Safety, Health, and Well-Being The Strategic Importance of Workplace Safety, Health, and Well-Being
Enhance Productivity
Contain Costs
Attract and Retain Talent
Support Business Strategy Promoting and Improving Safety, Health, and Well-Being Within an Integrated HRM System
Other HR Activities The Internal Environment The External Environment The HR Triad
The HR Triad: Roles and Responsibilities in Promoting Workplace Safety, Health, and Well-Being Workplace Safety Hazards
Occupational Accidents Occupational Injuries
Workplace Violence Workplace Hazards to Health and Well-Being
Occupational Illnesses
Hazards to Mental Health
Workplace Stressors
Job Burnout
Workplace Bullying Interventions to Promote and Improve Workplace Safety
Measuring and Monitoring Safety Accident Prevention Injury Prevention
Violence Prevention Interventions to Promote and Improve Employee Health and Well-Being
Measuring and Monitoring Health and Well-Being Illness Prevention Wellness Programs Employee Assistance Programs
Stress Management
Assessing Intervention Effectiveness Current Issues
Privacy
Dealing with the Use of Marijuana Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning
Case Study: Who's There on the Line? Chapter 13: Understanding Unionization And Collective Bargaining The Strategic Importance of Unionization and Collective Bargaining
Flexibility Costs
Attracting, Retaining, and Motivating Employees
Productivity
Profitability Unionization and Collective Bargaining Within the Integrated HRM System
Other HR Activities The Internal Environment The External Environment
Unions The Legal and Political Landscape The Economic Landscape
The Demographic Landscape
The Socio-Cultural Landscape The Extended HR Triad
Unions
The Extended HR Triad: Roles and Responsibilities in Unionization and Collective Bargaining Other Employees, Line Managers, and HR Professionals Attraction to Unionization
Dissatisfaction
Lack of Power
Management Efforts to Satisfy Employees and Prevent Unionization
Union Efforts to Increase Perceived Union Instrumentality Union Certification Process
Soliciting Employee Support Determining the Bargaining Unit
Pre-Election Campaign
Election, Certification, and Decertification The Collective Bargaining Process
Types of Bargaining Negotiating the Agreement Issues for Negotiation Conflicts and Their Resolution Maintenance and Evaluation
Contract Administration Evaluating Effectiveness Current Issues
Worker Centers
The Power of Public Sector Unions Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning
Case Study: The Union's Strategic Choice Chapter 14: Managing Human Resources Globally The Strategic Importance of Managing Human Resources Globally
Growth
Reducing Costs Improving Competitiveness Attracting, Retaining, and Motivating Employees The HR Triad
HR Professionals
The HR Triad: Roles and Responsibilities for Managing Human Resources Globally
Line Managers
Other Employees Navigating the Global Landscape within the Integrated HRM System
Regional Trade Zones International Organizations The Global Landscape and Other Aspects of the External Environment
The Socio-Cultural Landscape The Political Landscape
The Legal Landscape The Economic Landscape
The Demographic Landscape The Global Landscape and the Internal Environment
Business Strategy Technology
Company Culture
Other Resources Managing Human Resources Globally by Adapting to National Differences
National Differences in Selection
National Differences in Training and Development
National Differences in Performance Management
National Differences in Compensation and Benefits National Differences in Unionization and Collective Bargaining Managing Human Resources Globally by Integrating across Nations
Integrating Talent Management Globally Integrating Selection across Nations Integrating Training and Development across Nations Integrating Performance Management across Nations
Integrating Compensation and Benefits across Nations Integrating Unionization and Collective Bargaining across Nations Managing Human Resources Globally by Balancing Standardization and Localization
Balancing Standardization and Localization in Recruitment and Selection
Balancing Standardization and Localization in Compensation and Benefits Current Issues
The End of Globalization?
Safety and Security for Employees Abroad Chapter Summary with Learning Goals
Terms to Remember
Questions for Discussion and Reflective Thinking
Projects to Extend Your Learning Endnotes
Credits
Index