《人力資源管理（第11版）》是2010年7月清華大學出版社出版的圖書，作者是Gary Dessler。
基本介紹
- 書名：人力資源管理（第11版）
- 作者：Gary Dessler
- ISBN：9787302229872
- 定價：75元
- 出版社：清華大學出版社
- 出版時間：2010.07.01
- 裝幀：平裝
內容簡介,圖書目錄,
內容簡介
美國佛羅里達國際大學工商管理學院管理與國際商業系教授。著名的人力資源管理和組織管理專家，並擔任人事招聘、人事政策、雇員測評與甄選以及戰略規劃等領域的專業諮詢顧問。致力於人力資源管理和組織管理領域的研究，在美國《管理學會雜誌》（AcademyofManagementJournal）等著名刊物上發表了大量學術論文。撰寫的《人力資源管理》教科書自面世以來，被翻譯成十餘種文字在許多國家和地區出版。
加里·德斯勒教授撰寫《人力資源管理》一書的目標一直是以易讀、實用的方式，對基本的人力資源管理概念和人力資源管理技巧進行完整而全面的闡述。第11版依然保持了原有的實用性和可讀性。本書分為五個部分：導論，員工招募與配置，培訓與開發，薪酬管理，以及員工關係。
圖書目錄
B Introduction to Human Resource Management 1
B Equal opportunity and the Law 31
B Strategic Human Resource Management and the HR Scorecard 77
Part 2 Recruitment and Placement 125
O JobAnalysis 125
B Personnel Planning and Recruiting 165
D EmployeeT6sting and Selection 209
B Interviewing Candidates 253
Part 3 TFaininq and Development 291
. and Development 291
B Training and Developing Employees 291
D Performance Management andAPPraisal 335
T Managing Careers 377
Part4 Compensation 421
T Establishing Strategic Fay Plans 421
T Pay for Performance and Financial incentives 471
T Benefits and Services 509
Part 5 Employee Relations 551
T Ethics, Justice, and FairTreatment in HR Management 551
in Labor Relations and Collective Bargaining 595
to EmPloyee Safety and Health 637
N Managinq Global Human Resources 693
B Equal opportunity and the Law 31
B Strategic Human Resource Management and the HR Scorecard 77
Part 2 Recruitment and Placement 125
O JobAnalysis 125
B Personnel Planning and Recruiting 165
D EmployeeT6sting and Selection 209
B Interviewing Candidates 253
Part 3 TFaininq and Development 291
. and Development 291
B Training and Developing Employees 291
D Performance Management andAPPraisal 335
T Managing Careers 377
Part4 Compensation 421
T Establishing Strategic Fay Plans 421
T Pay for Performance and Financial incentives 471
T Benefits and Services 509
Part 5 Employee Relations 551
T Ethics, Justice, and FairTreatment in HR Management 551
in Labor Relations and Collective Bargaining 595
to EmPloyee Safety and Health 637
N Managinq Global Human Resources 693
x BRIEF CONTENTS
Appendices
Appendix A Applying HR Content, Personal Competencies, and Business Knowledge f
Supplementary Study and Discussion Assignments 737
Appendix B Comprehensive Cases 745
ppendix B Comprehensive Cases 745
Glossary 761
y 161
Photo Credits 771
Name and orqanization Index 773
.anlzation Index 773
Subject index 785
J
Appendices
Appendix A Applying HR Content, Personal Competencies, and Business Knowledge f
Supplementary Study and Discussion Assignments 737
Appendix B Comprehensive Cases 745
ppendix B Comprehensive Cases 745
Glossary 761
y 161
Photo Credits 771
Name and orqanization Index 773
.anlzation Index 773
Subject index 785
J
CONTENTS
Freface xxv
Acknowledqments xxix
.ments xxix
Part 1 Introduction 1
Acknowledqments xxix
.ments xxix
Part 1 Introduction 1
Chapter B Introduction to Human Resource Management 1
Human Resource Manaqement at Work 2
gement at Work 2
What is Human Resource Management? 2
Why is Human Resource Management Important to All Managers? 3
J & portant to All Managers? 3
Line and StaffAspects of Human Resource Management 3
Line Managers' Human Resource Duties 4
5
Human Resource Manager's Duties 4
Cooperative Line and Staff HR Management' An Example 5
From Line Manager to HR Manager 7
The Changing Environment of Human Resource Management 8
ging Environment of Human Resource Management 8
Globalization Trends 8
Technological Trends 10
Trends in the Nature of Work 10
WOrkforce Demographic Trends 11
The Chanqing Role of Human Resource Management 12
.lug Role of Human Resource Management 12
RtrateZic Human Resource Manaaement 12
strategic Human Resource Management 12
Creating High-Performance Work Systems 13
Measuring the Human Resource Management Team's Performance 15
& [he Human Resource Management Team's Performance 15
Managing with the HR Scorecard Process 17
.lug with the HR Scorecard Process 17
The Human Resource Manaqer's Proficiencies 17
Her's Proficiencies 17
Four Proficiencies 17
HR Certification 18
Managing within the Law 18
&lug within the Law 18
Managing Ethics 20
The Plan of This Book 20
The Basic Themes and Features 20
Chapter Contents Overview 21
Part I i Introduction ZI
Part Zi Recruitment and Placement ZI
Part 3t Training and Development 22
Part 4f Compensation 22
pensation 22
Part sa EmploVee Relations 22
ployee Relations 22
The Topics Are interrelated 22
CummarV 23
summary 23
Discussion Questions 24
Human Resource Manaqement at Work 2
gement at Work 2
What is Human Resource Management? 2
Why is Human Resource Management Important to All Managers? 3
J & portant to All Managers? 3
Line and StaffAspects of Human Resource Management 3
Line Managers' Human Resource Duties 4
5
Human Resource Manager's Duties 4
Cooperative Line and Staff HR Management' An Example 5
From Line Manager to HR Manager 7
The Changing Environment of Human Resource Management 8
ging Environment of Human Resource Management 8
Globalization Trends 8
Technological Trends 10
Trends in the Nature of Work 10
WOrkforce Demographic Trends 11
The Chanqing Role of Human Resource Management 12
.lug Role of Human Resource Management 12
RtrateZic Human Resource Manaaement 12
strategic Human Resource Management 12
Creating High-Performance Work Systems 13
Measuring the Human Resource Management Team's Performance 15
& [he Human Resource Management Team's Performance 15
Managing with the HR Scorecard Process 17
.lug with the HR Scorecard Process 17
The Human Resource Manaqer's Proficiencies 17
Her's Proficiencies 17
Four Proficiencies 17
HR Certification 18
Managing within the Law 18
&lug within the Law 18
Managing Ethics 20
The Plan of This Book 20
The Basic Themes and Features 20
Chapter Contents Overview 21
Part I i Introduction ZI
Part Zi Recruitment and Placement ZI
Part 3t Training and Development 22
Part 4f Compensation 22
pensation 22
Part sa EmploVee Relations 22
ployee Relations 22
The Topics Are interrelated 22
CummarV 23
summary 23
Discussion Questions 24
-
XII CONTENTS
Individual and GrouP Activities 24
ExDeriential Exercise: HelDing "The Donald" 25
periential Exercise: Helping "The Donald" 25
APDlication Case: Jack Nelson 's Problem 25
PPlication Case: Jack Nelson 's Problem 25
Continuing Case: Carter Cleaning Company 26
XII CONTENTS
Individual and GrouP Activities 24
ExDeriential Exercise: HelDing "The Donald" 25
periential Exercise: Helping "The Donald" 25
APDlication Case: Jack Nelson 's Problem 25
PPlication Case: Jack Nelson 's Problem 25
Continuing Case: Carter Cleaning Company 26
Chapter. Equal opportunity and the Law 31
Equal Employment Opportunity 196-1991 32
Title Vll of the 1964 Civil Rights Act 32
Executive Orders 33
Equal Pay Act of 1963 33
Age Discrimination in Employment Act of 1967 33
a ploymentAct of 1967 33
Vocational Rehabilitation Act of 1973 33
Pregnancy Discrimination Act of 1978 33
Federal Agency Guidelines 34
Early Court Decisions Regarding Equal Employment Opportunity 34
; .arding Equal Employment Opportunity 34
Equal Employment Opportunity 1990--91--Present 3S
The Civil Rights Act of 1991 35
The Americans with Disabilities Act 36
state and Local Eoual Emrilollmgnrit OD
state and Local Equal Employment Opportunity Laws 41
Q I acrossment 41
sexual Harassment 41
. The New Workforce: Enforcing Equal Employment Laws with
International Employees 47
Defenses Against Discrimination Allegations 48
gainst Discrimination Allegations 48
Adverse Impact 49
Bona Fide Occupational Qualification 50
Business Necessity sl
J 31
Other Considerations in Discriminatory Practice Defenses 52
; Practice Defenses 52
Illustrative DiscriminatorV Employment Practices SZ
y Employment Practices SZ
A Note on What YOu Can and Cannot Do 52
Recruitment 53
Q~lection Standards 53
selection Standards 53
cqmrile Discriminator' Promotion. Transfer
sample Discriminatory Promotion, Transfer, and Layoff Practices 54
The EEOC Enforcement Process SS
Voluntary Mediation 57
J idediation 57
Mandatory Arbitration of Discrimination Claims 58
; Arbitration of Discrimination Claims 58
Management Guidelines for Addressing EEOC Claims 58
. When YOu're on YOur Own: Dealing with Discrimination Issues
1
and the EEOC 60
Diversity Manaaement and Affirmative Action Proqrams 60
y Management and Affirmative Action Programs 60
Managing Diversity 61
WOrkforce Diversity in Practice 62
J in Practice 62
DiversitV's Benefits 62
; a Benefits 62
Equal Employment Opportunity Versus Affirmative Action 63
steps in an Affirmative Action ProZrqm 63
steps in an Affirmative Action Program 63
Improving Productivity Through HRIS: Measuring Diversity 64
Recruiting Minorities Online 64
a ldinorities Online 64
Reverse Discrimination 64
VummarV 65
oummarV 65
y of
Discussion Questions 66
Individual and GrouD Activities o7
f
Equal Employment Opportunity 196-1991 32
Title Vll of the 1964 Civil Rights Act 32
Executive Orders 33
Equal Pay Act of 1963 33
Age Discrimination in Employment Act of 1967 33
a ploymentAct of 1967 33
Vocational Rehabilitation Act of 1973 33
Pregnancy Discrimination Act of 1978 33
Federal Agency Guidelines 34
Early Court Decisions Regarding Equal Employment Opportunity 34
; .arding Equal Employment Opportunity 34
Equal Employment Opportunity 1990--91--Present 3S
The Civil Rights Act of 1991 35
The Americans with Disabilities Act 36
state and Local Eoual Emrilollmgnrit OD
state and Local Equal Employment Opportunity Laws 41
Q I acrossment 41
sexual Harassment 41
. The New Workforce: Enforcing Equal Employment Laws with
International Employees 47
Defenses Against Discrimination Allegations 48
gainst Discrimination Allegations 48
Adverse Impact 49
Bona Fide Occupational Qualification 50
Business Necessity sl
J 31
Other Considerations in Discriminatory Practice Defenses 52
; Practice Defenses 52
Illustrative DiscriminatorV Employment Practices SZ
y Employment Practices SZ
A Note on What YOu Can and Cannot Do 52
Recruitment 53
Q~lection Standards 53
selection Standards 53
cqmrile Discriminator' Promotion. Transfer
sample Discriminatory Promotion, Transfer, and Layoff Practices 54
The EEOC Enforcement Process SS
Voluntary Mediation 57
J idediation 57
Mandatory Arbitration of Discrimination Claims 58
; Arbitration of Discrimination Claims 58
Management Guidelines for Addressing EEOC Claims 58
. When YOu're on YOur Own: Dealing with Discrimination Issues
1
and the EEOC 60
Diversity Manaaement and Affirmative Action Proqrams 60
y Management and Affirmative Action Programs 60
Managing Diversity 61
WOrkforce Diversity in Practice 62
J in Practice 62
DiversitV's Benefits 62
; a Benefits 62
Equal Employment Opportunity Versus Affirmative Action 63
steps in an Affirmative Action ProZrqm 63
steps in an Affirmative Action Program 63
Improving Productivity Through HRIS: Measuring Diversity 64
Recruiting Minorities Online 64
a ldinorities Online 64
Reverse Discrimination 64
VummarV 65
oummarV 65
y of
Discussion Questions 66
Individual and GrouD Activities o7
f
CONTENTS xiii
Experiential Exercise: "SPace Cadet" or Victim? 67
ADDlication Case: A Case of Racial Discrimination.? 68
PPlication Case: A Case of Racial Discrimination.? 68
Continuing Case: Carter Cleaning Company 69
Experiential Exercise: "SPace Cadet" or Victim? 67
ADDlication Case: A Case of Racial Discrimination.? 68
PPlication Case: A Case of Racial Discrimination.? 68
Continuing Case: Carter Cleaning Company 69
Chapter & strategic Human Resource Management
I. I I I D
and the HR Scorecard 77
The Strateqic Management Process 78
gic Management Process 78
steps in StfateQic Management 78
steps in Strategic Management 78
TVves of Strategies 82
; pos of Strategies 82
. When YOu're on YOur Own: Using Computerized Business
Planning Software 83
Achieving Strategic Fit 83
Human Resource Management'S Role in Creating
gement'S Role in Creating
Competitive Advantage SS
. The New WOrkforce: Longo Toyota 85
strategic Human Resource Management 86
strategic Human Resource Management 86
ctrqteZic Human Resource Challenges 87
strategic Human Resource Challenges 87
Human Resource Manaaement'S Strateqic Roles 88
gement'S Strategic Roles 88
The Strategy Execution Role 89
The Strategy Formulation Role 90
Creatinq the Strategic Human Resource Management System 91
H the Strategic Human Resource Management System 91
The High-Performance Work System 92
.if-Performance Work System 92
Translating Strategy into Human Resource Policy and Practice 94
Translating Strategy into Human Resource Policies and Practices:
An Example 95
c" m m
summary 97
Discussion Questions 98
Individual and GrouP Activities 98
Experiential Exercise: Developing an HR Strategy for Starbucks 99
Application Case: Siemens Builds a Strategy-Oriented HR System 99
PPlication Case: Siemens Builds a Strategy-Oriented HR System 99
Continuing Case: The Carter Cleaning COmpany: The High-Peghrmance Work System 100
APPendixAfor Chapter 3: Using the HR Scorecard Process 102
PPendixAfor Chapter 3: Using the HR Scorecard Process 102
APPendix Bfor Chapter 3: Establishing and Computerizing Human Resource Systems 114
PPendix Bfor Chapter 3: Establishing and Computerizing Human Resource Systems 114
Part I Wdeo Cases APPendix 123
PPendix 123
Part 2 Recruitment and Placement 125
I. I I I D
and the HR Scorecard 77
The Strateqic Management Process 78
gic Management Process 78
steps in StfateQic Management 78
steps in Strategic Management 78
TVves of Strategies 82
; pos of Strategies 82
. When YOu're on YOur Own: Using Computerized Business
Planning Software 83
Achieving Strategic Fit 83
Human Resource Management'S Role in Creating
gement'S Role in Creating
Competitive Advantage SS
. The New WOrkforce: Longo Toyota 85
strategic Human Resource Management 86
strategic Human Resource Management 86
ctrqteZic Human Resource Challenges 87
strategic Human Resource Challenges 87
Human Resource Manaaement'S Strateqic Roles 88
gement'S Strategic Roles 88
The Strategy Execution Role 89
The Strategy Formulation Role 90
Creatinq the Strategic Human Resource Management System 91
H the Strategic Human Resource Management System 91
The High-Performance Work System 92
.if-Performance Work System 92
Translating Strategy into Human Resource Policy and Practice 94
Translating Strategy into Human Resource Policies and Practices:
An Example 95
c" m m
summary 97
Discussion Questions 98
Individual and GrouP Activities 98
Experiential Exercise: Developing an HR Strategy for Starbucks 99
Application Case: Siemens Builds a Strategy-Oriented HR System 99
PPlication Case: Siemens Builds a Strategy-Oriented HR System 99
Continuing Case: The Carter Cleaning COmpany: The High-Peghrmance Work System 100
APPendixAfor Chapter 3: Using the HR Scorecard Process 102
PPendixAfor Chapter 3: Using the HR Scorecard Process 102
APPendix Bfor Chapter 3: Establishing and Computerizing Human Resource Systems 114
PPendix Bfor Chapter 3: Establishing and Computerizing Human Resource Systems 114
Part I Wdeo Cases APPendix 123
PPendix 123
Part 2 Recruitment and Placement 125
Chapter U JobAnalysis 125
The Basics of Job Analysis 126
ysls 126
Uses of Job AnalVsis information 126
; als information 126
ateds in Job Analllsis 127
steps in Job Analysis 127
ps in Job Analysis 127
Methods for Collecting Job Analysis Information 129
c TobAnal\rsis Guidelines 129
Dome Job Analysis Guidelines 129
J
The interview 129
Questionnaires 133
Observation 133
Participant Diary/Logs 136
Quantitative Job Analysis Techniques 137
The Basics of Job Analysis 126
ysls 126
Uses of Job AnalVsis information 126
; als information 126
ateds in Job Analllsis 127
steps in Job Analysis 127
ps in Job Analysis 127
Methods for Collecting Job Analysis Information 129
c TobAnal\rsis Guidelines 129
Dome Job Analysis Guidelines 129
J
The interview 129
Questionnaires 133
Observation 133
Participant Diary/Logs 136
Quantitative Job Analysis Techniques 137
xIV CONTENTS
Internet-Based Job AnalVsis 140
y6ls 140
A Final Point: Use Multiple Sources to Collect the Data 140
pie Sources to Collect the Data 140
Writinq JOb Descriptions 141
s Job Descriptions 141
Job identification 144
Job Summary 144
7 144
Relationships 145
Responsibilities and Duties 145
standards of Performance and Working Conditions 145
standards of Performance and Working Conditions 145
. Know YOur Employment Law: Writing Job Descriptions That Comply
.
with the ADA 146
Duty: AccuratelV Posting Accounts Payable 146
J y Posting Accounts Payable 146
Duty: Meeting Daily Production Schedule 147
j: iAeeting Daily Production Schedule 147
Using the internet for Writing Job Descriptions 147
Writing Job Specifications 148
9 Job Specifications 148
Rrionifications for Trained Versus Untrained Personnel 148
specifications for Trained Versus Untrained Personnel 148
RDecifications Based on Judamont 148
specifications Based on Judgment 148
. When YOu're on YOur Own: Using O*NET 150
Job Specifications Based on Statistical AnalVsis 153
pecifications Based on Statistical Analysis 153
Job Analysis in a "Jobless" World IS3
ysis in a "Jobless" World IS3
A (Very) Brief History: From Specialized to Enlarged Jobs 153
f rhe New Workforce: Global Job Analysis Applications 154
y .is Applications 154
WhV Managers Are "De jobbing" Their Companies 154
y idanagers Are "De jobbing" Their Companies 154
Competency-Based Job Analysis 155
An Example: BP's Matrices 158
V"mmary 159
summary 159
Discussion Questions 159
Individual and GrouP Activities 160
Experiential Exercise: The instructor's Job Description 160
ADDlication Case: TroDical Storm Wilma 161
PPlication Case: Tropical Storm Wilma 161
Continuing Case: Carter Cleaning Company 161
Translating Strategy into HR Policies and Practices Case: The HOtel Paris 162
.
with the ADA 146
Duty: AccuratelV Posting Accounts Payable 146
J y Posting Accounts Payable 146
Duty: Meeting Daily Production Schedule 147
j: iAeeting Daily Production Schedule 147
Using the internet for Writing Job Descriptions 147
Writing Job Specifications 148
9 Job Specifications 148
Rrionifications for Trained Versus Untrained Personnel 148
specifications for Trained Versus Untrained Personnel 148
RDecifications Based on Judamont 148
specifications Based on Judgment 148
. When YOu're on YOur Own: Using O*NET 150
Job Specifications Based on Statistical AnalVsis 153
pecifications Based on Statistical Analysis 153
Job Analysis in a "Jobless" World IS3
ysis in a "Jobless" World IS3
A (Very) Brief History: From Specialized to Enlarged Jobs 153
f rhe New Workforce: Global Job Analysis Applications 154
y .is Applications 154
WhV Managers Are "De jobbing" Their Companies 154
y idanagers Are "De jobbing" Their Companies 154
Competency-Based Job Analysis 155
An Example: BP's Matrices 158
V"mmary 159
summary 159
Discussion Questions 159
Individual and GrouP Activities 160
Experiential Exercise: The instructor's Job Description 160
ADDlication Case: TroDical Storm Wilma 161
PPlication Case: Tropical Storm Wilma 161
Continuing Case: Carter Cleaning Company 161
Translating Strategy into HR Policies and Practices Case: The HOtel Paris 162
Chapter U Personnel Planning and Recruiting 165
The Recruitment and Selection Process 166
Planninq and Forecasting 166
H and Forecasting 166
Forecasting Personnel Needs 167
Forecasting the Supply of inside Candidates 169
e Lhe Supply of inside Candidates 169
Forecasting the Supply of Outside Candidates 171
Effective Recruitinq 172
9 172
Why Recruiting is Important 172
; Recruiting is Important 172
Recruiting's Complexities 172
The Recruitment and Selection Process 166
Planninq and Forecasting 166
H and Forecasting 166
Forecasting Personnel Needs 167
Forecasting the Supply of inside Candidates 169
e Lhe Supply of inside Candidates 169
Forecasting the Supply of Outside Candidates 171
Effective Recruitinq 172
9 172
Why Recruiting is Important 172
; Recruiting is Important 172
Recruiting's Complexities 172
. Know YOur Employment Law: PreemploymentActivities 173
Organizing the Recruitment Function 174
Measuring Recruiting Effectiveness 174
The Recruiting Yield Pyramid 176
Internal Sources of candidates 176
Internal Sources: Pros and Cons 176
Finding internal Candidates 177
Rehiring 177
Organizing the Recruitment Function 174
Measuring Recruiting Effectiveness 174
The Recruiting Yield Pyramid 176
Internal Sources of candidates 176
Internal Sources: Pros and Cons 176
Finding internal Candidates 177
Rehiring 177
CONTENTS xv
Q.lccession PlanninZ 177
succession Planning 177
Improving Productivity Through HRIS: Succession Planning Systems 178
Outside Sources of candidates 178
Recruiting via the internet 178
Advertising 182
EmDloVment Agencies 183
ployment Agencies 183
Temp Agencies and Alternative Staffing 185
. Know YOur Employment Law: Contingent WOrkers 186
Off shoring/Outsourcing White-Collar and Other Jobs 187
Executive Recruiters 188
. When YOu're on YOur Own: Recruiting 101 189
On Demand Recruiting Services 190
College Recruiting 190
Referrals and Walk-Ins 191
Recruiting Source Use and Effectiveness 192
o source Use and Effectiveness 192
Improving Productivity Through HRIS. An integrated Technology
Approach to Recruiting 194
Recruitinq a More Diverse Workforce 194
s a More Diverse Workforce 194
finale Parents 194
jingle Parents 194
Older Workers 195
Recruiting Minorities and WOmen 195
. The New Workforce: Supervising Older Workers 196
Welfare-to-WOrk 197
The Disabled 197
Developing and Using Application Forms 197
Purnose of Application Forms 197
pose of Application Forms 197
Application Forms and the Law 198
. Know YOur Employment Law: Mandatory Arbitration 200
Using Application Forms to Predict Job Performance 200
C"mmary 200
summary 200
Discussion Questions 201
Individual and GrouP Activities 201
Experiential Exercise: The Nursing Shortage 202
ADplication Case: Finding People Who Are Passionate About What They Do 202
PPlication Case: Finding People Who Are Passionate About What They Do 202
COntinuing Case: Carter Cleaning COmpany 203
Translating Strategy into HR Policies and Practices Case: The Hotel Paris 204
Q.lccession PlanninZ 177
succession Planning 177
Improving Productivity Through HRIS: Succession Planning Systems 178
Outside Sources of candidates 178
Recruiting via the internet 178
Advertising 182
EmDloVment Agencies 183
ployment Agencies 183
Temp Agencies and Alternative Staffing 185
. Know YOur Employment Law: Contingent WOrkers 186
Off shoring/Outsourcing White-Collar and Other Jobs 187
Executive Recruiters 188
. When YOu're on YOur Own: Recruiting 101 189
On Demand Recruiting Services 190
College Recruiting 190
Referrals and Walk-Ins 191
Recruiting Source Use and Effectiveness 192
o source Use and Effectiveness 192
Improving Productivity Through HRIS. An integrated Technology
Approach to Recruiting 194
Recruitinq a More Diverse Workforce 194
s a More Diverse Workforce 194
finale Parents 194
jingle Parents 194
Older Workers 195
Recruiting Minorities and WOmen 195
. The New Workforce: Supervising Older Workers 196
Welfare-to-WOrk 197
The Disabled 197
Developing and Using Application Forms 197
Purnose of Application Forms 197
pose of Application Forms 197
Application Forms and the Law 198
. Know YOur Employment Law: Mandatory Arbitration 200
Using Application Forms to Predict Job Performance 200
C"mmary 200
summary 200
Discussion Questions 201
Individual and GrouP Activities 201
Experiential Exercise: The Nursing Shortage 202
ADplication Case: Finding People Who Are Passionate About What They Do 202
PPlication Case: Finding People Who Are Passionate About What They Do 202
COntinuing Case: Carter Cleaning COmpany 203
Translating Strategy into HR Policies and Practices Case: The Hotel Paris 204
Chapter g EmployeeTesting and Selection 209
Why Careful Selection is Important 210
y Careful Selection is Important 210
Basic T6stinq Conceots 211
s Concepts 211
ReIiatiiIitV ZII
, - I I
Validity ZII
7 - 11
How to Validate a Test 213
Test Takers' Individual Rights and Test Security 216
. Know YOur Employment Law: Equal Employment Opportunity
Aspects of Testing 217
Using Tests at Work 218
. The New Workforce. Gender Issues in Testing 219
Computerized and Online Testing 220
Why Careful Selection is Important 210
y Careful Selection is Important 210
Basic T6stinq Conceots 211
s Concepts 211
ReIiatiiIitV ZII
, - I I
Validity ZII
7 - 11
How to Validate a Test 213
Test Takers' Individual Rights and Test Security 216
. Know YOur Employment Law: Equal Employment Opportunity
Aspects of Testing 217
Using Tests at Work 218
. The New Workforce. Gender Issues in Testing 219
Computerized and Online Testing 220
.
xvi CONTENTS
Types of T6sts 221
ypes of T6sts 221
Tests of Cognitive Abilities 221
Tests of Motor and Physical Abilities 222
chical Abilities 222
Measuring Personality and interests 222
Achievement Tests 224
Work Samples and Simulations 224
WOrk Sampling for Employee Selection 225
Management Assessment Centers 225
Video-Based Situational Testing 226
The Miniature Job Training and Evaluation Approach 227
Realistic Job Previews 228
. When YOu're on YOur Own: Employee Testing and Selection 228
Summas'~gQ
summary 229
7
Background Investigations and Other Selection Methods 229
around Investigations and Other Selection Methods 229
Background investigations and Reference Checks 229
Using Preemployment information Services 234
The PolVgraph and Honesty Testing 235
ygraph and Honesty Testing 235
Graphology 238
Physical Exams 238
; aleal Exams 238
substance Abuse ScreeninZ 91R
substance Abuse Screening 238
Complying with Immigration Law 240
ImDroving Productivity Through HRIS: Comprehensive Automated Applicant
proving Productivity Through HRIS: Comprehensive Automated Applicant
Tracking and Screening Systems 241
c"mmary 242
summary 242
Discussion Questions 242
Individual and GrouP Activities 243
ExDeriential Exercise: A Test for a Reservation Clerk 243
periential Exercise: A Test for a Reservation Clerk 243
ADplication Case: Where's My Czar.? 244
.plication Case: Where's My Czar.? 244
Continuing Case: HOnesty Testing at Carter Cleaning COmpany 245
Translating Strategy intO HR Policies and Practices Case: The Hotel Paris 246
xvi CONTENTS
Types of T6sts 221
ypes of T6sts 221
Tests of Cognitive Abilities 221
Tests of Motor and Physical Abilities 222
chical Abilities 222
Measuring Personality and interests 222
Achievement Tests 224
Work Samples and Simulations 224
WOrk Sampling for Employee Selection 225
Management Assessment Centers 225
Video-Based Situational Testing 226
The Miniature Job Training and Evaluation Approach 227
Realistic Job Previews 228
. When YOu're on YOur Own: Employee Testing and Selection 228
Summas'~gQ
summary 229
7
Background Investigations and Other Selection Methods 229
around Investigations and Other Selection Methods 229
Background investigations and Reference Checks 229
Using Preemployment information Services 234
The PolVgraph and Honesty Testing 235
ygraph and Honesty Testing 235
Graphology 238
Physical Exams 238
; aleal Exams 238
substance Abuse ScreeninZ 91R
substance Abuse Screening 238
Complying with Immigration Law 240
ImDroving Productivity Through HRIS: Comprehensive Automated Applicant
proving Productivity Through HRIS: Comprehensive Automated Applicant
Tracking and Screening Systems 241
c"mmary 242
summary 242
Discussion Questions 242
Individual and GrouP Activities 243
ExDeriential Exercise: A Test for a Reservation Clerk 243
periential Exercise: A Test for a Reservation Clerk 243
ADplication Case: Where's My Czar.? 244
.plication Case: Where's My Czar.? 244
Continuing Case: HOnesty Testing at Carter Cleaning COmpany 245
Translating Strategy intO HR Policies and Practices Case: The Hotel Paris 246
Chapter U Interviewing Candidates 253
Basic Features of interviews 254
TVves of interviews 254
:pos of interviews 254
ctrilctured Versus Unstructured interviews 254
structured Versus Unstructured interviews 254
. Know YOur Employment Law: Interviewing Candidates 255
Interview Content (Types of Questions) 258
Administering the interview 259
Computerized interviews 260
putenzed interviews 260
Are interviews Useful? 262
What can Undermine an interview'S Usefulness? 262
First Impressions (Snap Judgments) 262
pressions (Snap Judgments) 262
Misunderstanding the Job 263
& the Job 263
Candidate-Order (Contrast) Error and Pressure to Hire 263
Nonverbal Behavior and Impression Management 264
Effect of Personal Characteristics: Attractiveness, Gendef, Race 264
. [he New WOrkforce: Applicant Disability and the Employment interview 265
Interviewer Behavior 266
Designing and Conducting an Effective Interview 266
suing and Conducting an Effective Interview 266
The Structured Situational interview 266
How to Conduct a More Effective interview 268
Basic Features of interviews 254
TVves of interviews 254
:pos of interviews 254
ctrilctured Versus Unstructured interviews 254
structured Versus Unstructured interviews 254
. Know YOur Employment Law: Interviewing Candidates 255
Interview Content (Types of Questions) 258
Administering the interview 259
Computerized interviews 260
putenzed interviews 260
Are interviews Useful? 262
What can Undermine an interview'S Usefulness? 262
First Impressions (Snap Judgments) 262
pressions (Snap Judgments) 262
Misunderstanding the Job 263
& the Job 263
Candidate-Order (Contrast) Error and Pressure to Hire 263
Nonverbal Behavior and Impression Management 264
Effect of Personal Characteristics: Attractiveness, Gendef, Race 264
. [he New WOrkforce: Applicant Disability and the Employment interview 265
Interviewer Behavior 266
Designing and Conducting an Effective Interview 266
suing and Conducting an Effective Interview 266
The Structured Situational interview 266
How to Conduct a More Effective interview 268
CONTENTS xvii
. When YOu're on YOur Own: Employment interviewing 272
summary 275
summary 275
Discussion Questions 275
Individual and GrouP Activities 276
Experiential Exercise: The Most Important Person You 'if Ever Hire 277
APPlication Case: The Out-of-COntrol interview 277
PPlication Case: The Out-of-COntrol interview 277
Continuing Case: Carter Cleaning Company 278
Translating Strategy intO HR Policies and Practice Case: The Hotel Paris 279
APPendix for Chapter 7: Guidelinesfor interviewees 284
PPendixfor Chapter 7: Guidelinesfor interviewees 284
Part H Wdeo Cases APPendix 289
Part 3 TFaininq and Development 291
s and Development 291
. When YOu're on YOur Own: Employment interviewing 272
summary 275
summary 275
Discussion Questions 275
Individual and GrouP Activities 276
Experiential Exercise: The Most Important Person You 'if Ever Hire 277
APPlication Case: The Out-of-COntrol interview 277
PPlication Case: The Out-of-COntrol interview 277
Continuing Case: Carter Cleaning Company 278
Translating Strategy intO HR Policies and Practice Case: The Hotel Paris 279
APPendix for Chapter 7: Guidelinesfor interviewees 284
PPendixfor Chapter 7: Guidelinesfor interviewees 284
Part H Wdeo Cases APPendix 289
Part 3 TFaininq and Development 291
s and Development 291
Chapter g Training and Developing Employees 291
Orienting Employees 292
H Employees 292
Purpose of Orientation 292
The Orientation Process 292
The Traininq Process 294
u Process 294
Training's Strategic Context 294
e o strategic Context 294
The Five-Step Training and Development Process 295
Training, Learning, and Motivation 296
Motivation Principles for Trainers 296
Analyzing Training Needs 297
yiing Yraining Needs 297
. Know YOur Employment Law: Training and the Law 297
Task Analysis: Assessing New Employees' Training Needs 298
; als: Assessing New Employees' Training Needs 298
Performance AnalVsis: Assessing Current Employees'
ysis: Assessing Current Employees'
Training Needs 298
Training Methods 300
s Methods 300
On-the-Job Training 300
5 J00
Apprenticeship Training 301
Informal Learning 302
5 J02
Job instruction Training 302
Lectures 303
Programmed Learning 303
Audiovisual-Based Training 304
simulated Training 104
simulated Training 304
Computer-Based Training 304
Electronic Performance Support Systems (EPSS) 306
pport Systems (EPSS) 306
Distance and internet-Based Training 306
Internet-Based Training 307
Using E-Learning 308
a b-Learning 308
Improving Productivity Through HRIS: Learning Portals 309
Literacy Training Techniques 309
J & techniques 309
. The New WOrkforce: Diversity Training 310
7 5,10
Manaqement DeveloDment 310
.ement Development 310
Managerial On-the-Job Training 311
Off-the-Job Management Training and Development Techniques 312
. When YOu're on YOur Own: Creating YOur Own Training Program 314
Manaqing Organizational Change and Development 316
Sing Organizational Change and Development 316
What to Change 316
Orienting Employees 292
H Employees 292
Purpose of Orientation 292
The Orientation Process 292
The Traininq Process 294
u Process 294
Training's Strategic Context 294
e o strategic Context 294
The Five-Step Training and Development Process 295
Training, Learning, and Motivation 296
Motivation Principles for Trainers 296
Analyzing Training Needs 297
yiing Yraining Needs 297
. Know YOur Employment Law: Training and the Law 297
Task Analysis: Assessing New Employees' Training Needs 298
; als: Assessing New Employees' Training Needs 298
Performance AnalVsis: Assessing Current Employees'
ysis: Assessing Current Employees'
Training Needs 298
Training Methods 300
s Methods 300
On-the-Job Training 300
5 J00
Apprenticeship Training 301
Informal Learning 302
5 J02
Job instruction Training 302
Lectures 303
Programmed Learning 303
Audiovisual-Based Training 304
simulated Training 104
simulated Training 304
Computer-Based Training 304
Electronic Performance Support Systems (EPSS) 306
pport Systems (EPSS) 306
Distance and internet-Based Training 306
Internet-Based Training 307
Using E-Learning 308
a b-Learning 308
Improving Productivity Through HRIS: Learning Portals 309
Literacy Training Techniques 309
J & techniques 309
. The New WOrkforce: Diversity Training 310
7 5,10
Manaqement DeveloDment 310
.ement Development 310
Managerial On-the-Job Training 311
Off-the-Job Management Training and Development Techniques 312
. When YOu're on YOur Own: Creating YOur Own Training Program 314
Manaqing Organizational Change and Development 316
Sing Organizational Change and Development 316
What to Change 316
..
xviII CONTENTS
Overcoming Resistance to Change: Lewin's Change Process 317
How to Lead the Change 318
Using Organizational Development 319
Evaluatinq the Training Effort 321
9 the Training Effort 321
Designing the Study 321
Training Effects to Measure 322
o affects to Measure 322
c.,?d
summary 324
Discussion Questions 324
Individual and GrouP Activities 325
ExDeriential Exercise: Flying the Friendlier Skies 326
perlential Exercise: Flying the Friendlier Skies 326
APDlication Case: Reinventing the Wheel atAPex Door Company 326
PPlication Case: Reinventing the Wheel atAPex Door Company 326
Continuing Case: Carter Cleaning Company 327
Translating Strategy into HR Policies and Practices Case: The Hotel Paris 328
xviII CONTENTS
Overcoming Resistance to Change: Lewin's Change Process 317
How to Lead the Change 318
Using Organizational Development 319
Evaluatinq the Training Effort 321
9 the Training Effort 321
Designing the Study 321
Training Effects to Measure 322
o affects to Measure 322
c.,?d
summary 324
Discussion Questions 324
Individual and GrouP Activities 325
ExDeriential Exercise: Flying the Friendlier Skies 326
perlential Exercise: Flying the Friendlier Skies 326
APDlication Case: Reinventing the Wheel atAPex Door Company 326
PPlication Case: Reinventing the Wheel atAPex Door Company 326
Continuing Case: Carter Cleaning Company 327
Translating Strategy into HR Policies and Practices Case: The Hotel Paris 328
Chapter g Ferformance Management andAPpraisal 335
Basic Concepts in Performance Management and Appraisal 336
Comparing Performance Appraisal and Performance Management 336
.
Why Performance Management? 336
; Performance Management? 336
Defining the Employee's Goals and Work Standards 338
An introduction to Appraising Performance 339
Why Appraise Performance? 339
; Appraise Performance? 339
Realistic Appraisals 340
The Supervisor's Role 340
steps in ADrirolsina Performance 340
steps in Appraising Performance 340
. rhe New WOrkforce: Performance Appraisals and Joint Venture Collaboration 341
ppraisals and Joint Venture Collaboration 341
Graphic Rating Scale Method 341
Alternation Ranking Method 344
a idethod 344
Paired Compedson Method 344
Forced Distribution Method 345
Critical incident Method 348
Narrative Forms 350
BehaviorallV Anchored Rating Scales 350
, Anchored Rating Scales 350
Management by Objectives 353
Computerized and Web-Based Performance Appraisal 354
Merging the Methods 355
Appraising Performance: Problems and Solutions 355
Potential Rating Scale Appraisal Problems 355
How to Avoid Appraisal Problems 357
Who Should Do the Appraising? 359
ppraising? 359
. Know YOur Employment Law: Appraising Performance 360
The Appraisal interview 362
TYpes of Appraisal interviews 363
apes of Appraisal interviews 363
How to Conduct the Appraisal interview 364
Appraisals in Practice 366
Creating the TOtal Performance Management Process 366
9 the TOtal Performance Management Process 366
Improving Productivity Through HRIS: TRW's New Performance
Management System 366
cement System 366
c, 767
rummage 367
Discussion Questions 368
Individual and GrouP Activities 368
Basic Concepts in Performance Management and Appraisal 336
Comparing Performance Appraisal and Performance Management 336
.
Why Performance Management? 336
; Performance Management? 336
Defining the Employee's Goals and Work Standards 338
An introduction to Appraising Performance 339
Why Appraise Performance? 339
; Appraise Performance? 339
Realistic Appraisals 340
The Supervisor's Role 340
steps in ADrirolsina Performance 340
steps in Appraising Performance 340
. rhe New WOrkforce: Performance Appraisals and Joint Venture Collaboration 341
ppraisals and Joint Venture Collaboration 341
Graphic Rating Scale Method 341
Alternation Ranking Method 344
a idethod 344
Paired Compedson Method 344
Forced Distribution Method 345
Critical incident Method 348
Narrative Forms 350
BehaviorallV Anchored Rating Scales 350
, Anchored Rating Scales 350
Management by Objectives 353
Computerized and Web-Based Performance Appraisal 354
Merging the Methods 355
Appraising Performance: Problems and Solutions 355
Potential Rating Scale Appraisal Problems 355
How to Avoid Appraisal Problems 357
Who Should Do the Appraising? 359
ppraising? 359
. Know YOur Employment Law: Appraising Performance 360
The Appraisal interview 362
TYpes of Appraisal interviews 363
apes of Appraisal interviews 363
How to Conduct the Appraisal interview 364
Appraisals in Practice 366
Creating the TOtal Performance Management Process 366
9 the TOtal Performance Management Process 366
Improving Productivity Through HRIS: TRW's New Performance
Management System 366
cement System 366
c, 767
rummage 367
Discussion Questions 368
Individual and GrouP Activities 368
CONTENTS xix
Experiential Exercise: Grading the Professor 369
APPlication Case: APPraising the Secretaries at Sweetwater U 369
PPlication Case: APPraising the Secretaries at Sweetwater U 369
Continuing Case: Carter Cleaning Company 371
Translating Strategy into HR Policies and Practice Case:
The Hotel Paris 372
Experiential Exercise: Grading the Professor 369
APPlication Case: APPraising the Secretaries at Sweetwater U 369
PPlication Case: APPraising the Secretaries at Sweetwater U 369
Continuing Case: Carter Cleaning Company 371
Translating Strategy into HR Policies and Practice Case:
The Hotel Paris 372
Chapter ac Managing Careers 377
The Basics of Career Management 378
gement 378
Careers Today 378
J
Career Development TodaV 379
pment Today 379
Roles in Career Planninq and Development 380
. and Development 380
The EmploVee's Role 380
ployee's Role 380
The EmploVer's Role 382
ployer's Role 382
The Basics of Career Management 378
gement 378
Careers Today 378
J
Career Development TodaV 379
pment Today 379
Roles in Career Planninq and Development 380
. and Development 380
The EmploVee's Role 380
ployee's Role 380
The EmploVer's Role 382
ployer's Role 382
. When YOu're on YOur Own: Employee Career Development 383
Innovative Corporate Career Development initiatives 385
Improving Productivity Through HRIS: Career Planning and
Development 387
Managing Promotions and Transfers 387
ding Promotions and Transfers 387
Maing Promotion Decisions 387
Handling Transfers 389
Enhancinq Diversity Through Career Management 389
9 Diversity Through Career Management 389
R r aids and Discrimination in Promotion Decisions 389
sources of Bias and Discrimination in Promotion Decisions 389
. Know YOur Employment Law: Establish Clear Guidelines for Managing
Promotions 390
Taking Steps to Enhance Diversity f Women's and Minorities'
Prospects 391
Career Manaqement and Employee Commitment 392
scment and Employee Commitment 392
The New Psychological Contract 392
ychological Contract 392
Commitment-Oriented Career Development Efforts 393
Retirement 393
a'lmmaFV 396
summary 396
.
Discussion Questions 396
Individual and GrouP Activities 397
Experiential Exercise: Where Am I Going... and Why? 397
periential Exercise: Where Am I Going... and Why? 397
APPlication Case: The Mentor RelationshiP Turns UPside Down 398
PPlication Case: The Mentor RelationshiP Turns UPside Down 398
Continuing Case: Carter Cleaning Company 399
Translating Strategy into HR Policies and Practices Case:
The Hotel Paris 399
APPendix for Chapter 10: Managing YOur Career 402
PPendixfor Chapter 10: Managing YOur Career 402
APPendix Glossary 418
,pendix Glossary 418
Part ill Wdeo Cases APPendix 419
PPendix 419
Part4 Compensation 421
Innovative Corporate Career Development initiatives 385
Improving Productivity Through HRIS: Career Planning and
Development 387
Managing Promotions and Transfers 387
ding Promotions and Transfers 387
Maing Promotion Decisions 387
Handling Transfers 389
Enhancinq Diversity Through Career Management 389
9 Diversity Through Career Management 389
R r aids and Discrimination in Promotion Decisions 389
sources of Bias and Discrimination in Promotion Decisions 389
. Know YOur Employment Law: Establish Clear Guidelines for Managing
Promotions 390
Taking Steps to Enhance Diversity f Women's and Minorities'
Prospects 391
Career Manaqement and Employee Commitment 392
scment and Employee Commitment 392
The New Psychological Contract 392
ychological Contract 392
Commitment-Oriented Career Development Efforts 393
Retirement 393
a'lmmaFV 396
summary 396
.
Discussion Questions 396
Individual and GrouP Activities 397
Experiential Exercise: Where Am I Going... and Why? 397
periential Exercise: Where Am I Going... and Why? 397
APPlication Case: The Mentor RelationshiP Turns UPside Down 398
PPlication Case: The Mentor RelationshiP Turns UPside Down 398
Continuing Case: Carter Cleaning Company 399
Translating Strategy into HR Policies and Practices Case:
The Hotel Paris 399
APPendix for Chapter 10: Managing YOur Career 402
PPendixfor Chapter 10: Managing YOur Career 402
APPendix Glossary 418
,pendix Glossary 418
Part ill Wdeo Cases APPendix 419
PPendix 419
Part4 Compensation 421
Chapter m Establishing Strategic Fay Flans 421
Basic FaCtors in Determining Pay Rates 422
H Pay Rates 422
Legal Considerations in Compensation 422
Union influences on Compensation Decisions 425
Competitive Strategy, Corporate Policies, and Compensation 425
Basic FaCtors in Determining Pay Rates 422
H Pay Rates 422
Legal Considerations in Compensation 422
Union influences on Compensation Decisions 425
Competitive Strategy, Corporate Policies, and Compensation 425
xx CONTENTS
. Know YOur Employment Law: Some Special Common Pay Applications 426
-.
. rhe New WOrkforce: Globalization and Diversity: Compensating Expatriate
y: pensating Expatriate
Employees 429
Equity and its Impact on Pay Rates 430
Establishinq Pay Rates 431
s Pay Rates 431
ated 1. The Salan' Q'lriley 431
step 1. The Salary Survey 431
ateal lob Evaluation 433
step 2. Job Evaluation 433
ated 7 GrouD similar lobs nit
step 3. Group Similar Jobs into Pay Grades 438
ated d Peace Each Pall Grade--Wade Curves 438
step 4. Price Each Pay Grade--Wage Curves 438
ated F binds Tune Pall Rates 439
step 5. Fine-Tune Pay Rates 439
Pricinq Manaqerial and Professional Jobs 441
" Managerial and Professional Jobs 441
Compensating Executives and Managers 441
. When YOu're on YOur Own: Developing a WOrkable Pay Plan 442
Compensating Professional Employees 444
Competency-Based Pay 445
Introduction 445
What is CompetencV-Based PaV? 445
potency-Based Pay? 445
Why Use ComDetencv-Based PaV? 446
y Use Competency-Based Pay? 446
CompetencV-Based PaV in Practice 447
potency-Based Pay in Practice 447
Competency-Based Pay: Pros, Cons, and Results 447
Other Compensation Trends 448
Broadbanding 448
5 f48
Comparable Worth 450
Board Oversight of Executive Pay 450
ImDroving Productivity Through HRIS: Automating
proving Productivity Through HRIS: Automating
Compensation Administration 451
C"mm t52
summary 452
Discussion Questions 452
Individual and GrouD Activities 453
pActivities 453
ExDeriential Exercise: Ranking the College 's Administrators 454
periential Exercise: Ranking the College 's Administrators 454
APDlication Case: SalarV Inequities atAcme Manufacturing 454
PPlication Case: Salary inequities atAcme Manufacturing 454
Continuing Case: Carter Cleaning Company 455
Translating Strategy intO HR Policies and Practices Case:
The Hotel Paris 456
Appendix for Chapter 11: Quantitative JOb Evaluation Methods 4of
PPendixfor Chapter 11: Quantitative JOb Evaluation Methods 461
. Know YOur Employment Law: Some Special Common Pay Applications 426
-.
. rhe New WOrkforce: Globalization and Diversity: Compensating Expatriate
y: pensating Expatriate
Employees 429
Equity and its Impact on Pay Rates 430
Establishinq Pay Rates 431
s Pay Rates 431
ated 1. The Salan' Q'lriley 431
step 1. The Salary Survey 431
ateal lob Evaluation 433
step 2. Job Evaluation 433
ated 7 GrouD similar lobs nit
step 3. Group Similar Jobs into Pay Grades 438
ated d Peace Each Pall Grade--Wade Curves 438
step 4. Price Each Pay Grade--Wage Curves 438
ated F binds Tune Pall Rates 439
step 5. Fine-Tune Pay Rates 439
Pricinq Manaqerial and Professional Jobs 441
" Managerial and Professional Jobs 441
Compensating Executives and Managers 441
. When YOu're on YOur Own: Developing a WOrkable Pay Plan 442
Compensating Professional Employees 444
Competency-Based Pay 445
Introduction 445
What is CompetencV-Based PaV? 445
potency-Based Pay? 445
Why Use ComDetencv-Based PaV? 446
y Use Competency-Based Pay? 446
CompetencV-Based PaV in Practice 447
potency-Based Pay in Practice 447
Competency-Based Pay: Pros, Cons, and Results 447
Other Compensation Trends 448
Broadbanding 448
5 f48
Comparable Worth 450
Board Oversight of Executive Pay 450
ImDroving Productivity Through HRIS: Automating
proving Productivity Through HRIS: Automating
Compensation Administration 451
C"mm t52
summary 452
Discussion Questions 452
Individual and GrouD Activities 453
pActivities 453
ExDeriential Exercise: Ranking the College 's Administrators 454
periential Exercise: Ranking the College 's Administrators 454
APDlication Case: SalarV Inequities atAcme Manufacturing 454
PPlication Case: Salary inequities atAcme Manufacturing 454
Continuing Case: Carter Cleaning Company 455
Translating Strategy intO HR Policies and Practices Case:
The Hotel Paris 456
Appendix for Chapter 11: Quantitative JOb Evaluation Methods 4of
PPendixfor Chapter 11: Quantitative JOb Evaluation Methods 461
Chapter re Fay for Performance and Financial incentives 471
Money and Motivation: An introduction 472
y and Motivation: An introduction 472
Performance and PaV 472
y f72
Motivation and incentives 473
Incentive PaV Terminology 474
y lerminology 474
. Know YOur Employment Law: Incentives 475
Individual Employee incentive and Recognition Programs 475
Piecework Plans 475
Merit Pay as an incentive 476
J as an incentive 476
Merit PaV Options 477
J ptions 477
Incentives for Professional Employees 478
Recognition-Based Awards 478
RupririrtinQ Tn
supporting incentives and Recognition Programs with Technology 480
Money and Motivation: An introduction 472
y and Motivation: An introduction 472
Performance and PaV 472
y f72
Motivation and incentives 473
Incentive PaV Terminology 474
y lerminology 474
. Know YOur Employment Law: Incentives 475
Individual Employee incentive and Recognition Programs 475
Piecework Plans 475
Merit Pay as an incentive 476
J as an incentive 476
Merit PaV Options 477
J ptions 477
Incentives for Professional Employees 478
Recognition-Based Awards 478
RupririrtinQ Tn
supporting incentives and Recognition Programs with Technology 480
CONTENTS xxi
Incentives for Salespeople 480
gqlqThl Plan d co
salary Plan 480
J Plan 480
Commission Plan 481
Combination Plan 481
crettinZ gales Quotas 482
betting Sales Quotas 482
QtroteZic Sales incentives 483
strategic Sales incentives 483
T6amlGroup incentive Plans 484
How to Design Team incentives 484
an Yearn incentives 484
Pros and Cons of Team incentives 485
Orqanizationwide incentive Plans 485
sanizationwide incentive Plans 485
Profit-Sheing Plans 485
. When YOu're on YOur Own: Incentives Supervisors Can Use 486
Employee Stock Ownership Plan (ESOP) 487
q ion and Other GainshednZ Plane 4R7
ocanlon and Other Gainshedng Plans 487
Gainsharing Plans 488
At-Risk Variable PaV Plans 489
; Plans 489
Incentives for Manaqers and Executives 489
hers and Executives 489
short-Term incentives: The Annual Bonus 489
short-Term incentives: The Annual Bonus 489
Long-Term incentives 491
. The New WOrkforce: Long-Term incentives for Overseas Executives 493
Other Executive incentives 493
Rtrotegll cud Executive ComDponsation 494
strategy and Executive Compensation 494
Desiqning Effective incentive Programs 494
.mug Effective incentive Programs 494
WhV Incentive Plans Fail 494
y Incentive Plans Fail 494
How to ImDlement Effective incentive Plans 495
piement Effective incentive Plans 495
Research insight: The Impact of Financial and Non-Financial incentives 496
eht: The Impact of Financial and Non-Financial incentives 496
Incentive Plans in Practice: Nucor 497
C"mmary 498
summary 498
Discussion Questions 498
Individual and GrouP Activities 499
ExDeriential Exercise: Motivating the Salesforce at Express Auto 500
, g the Salesforce at Express Auto 500
APPlication Case: Inserting the Team Concept into COmpensation--or NOt 501
,plication Case: Inserting the Team Concept into COmpensation--or NOt 501
COntinuing Case: Carter Cleaning COmpany 502
Translating Strategy into HR Policies and Practices Case: The HOtel Paris 503
Chapter m Benefits and Services 509
The Benefits Picture TOday 510
y s10
Pay for Time Not Worked 512
y for Time Not Worked 512
Unemployment insurance 512
Vacations and HolidaVs 513
y O 3 13
. Know YOur Employment Law: Vacations and Holidays 514
kick Leave 515
kick Leave 515
Parental Leave and the Family and Medical Leave Act 515
; and Medical Leave Act 515
. Know YOur Employment Law: Leaves 516
9 acal 51 Q
severance Pay 519
J
Q,IDDlemental UnemDlo\rment Benefits 520
supplemental Unemployment Benefits 520
Insurance Benefits 520
WOrkers' Compensation 520
Hospitalization, Health, and Disability insurance 521
Trends in Health Care Cost Control 523
Incentives for Salespeople 480
gqlqThl Plan d co
salary Plan 480
J Plan 480
Commission Plan 481
Combination Plan 481
crettinZ gales Quotas 482
betting Sales Quotas 482
QtroteZic Sales incentives 483
strategic Sales incentives 483
T6amlGroup incentive Plans 484
How to Design Team incentives 484
an Yearn incentives 484
Pros and Cons of Team incentives 485
Orqanizationwide incentive Plans 485
sanizationwide incentive Plans 485
Profit-Sheing Plans 485
. When YOu're on YOur Own: Incentives Supervisors Can Use 486
Employee Stock Ownership Plan (ESOP) 487
q ion and Other GainshednZ Plane 4R7
ocanlon and Other Gainshedng Plans 487
Gainsharing Plans 488
At-Risk Variable PaV Plans 489
; Plans 489
Incentives for Manaqers and Executives 489
hers and Executives 489
short-Term incentives: The Annual Bonus 489
short-Term incentives: The Annual Bonus 489
Long-Term incentives 491
. The New WOrkforce: Long-Term incentives for Overseas Executives 493
Other Executive incentives 493
Rtrotegll cud Executive ComDponsation 494
strategy and Executive Compensation 494
Desiqning Effective incentive Programs 494
.mug Effective incentive Programs 494
WhV Incentive Plans Fail 494
y Incentive Plans Fail 494
How to ImDlement Effective incentive Plans 495
piement Effective incentive Plans 495
Research insight: The Impact of Financial and Non-Financial incentives 496
eht: The Impact of Financial and Non-Financial incentives 496
Incentive Plans in Practice: Nucor 497
C"mmary 498
summary 498
Discussion Questions 498
Individual and GrouP Activities 499
ExDeriential Exercise: Motivating the Salesforce at Express Auto 500
, g the Salesforce at Express Auto 500
APPlication Case: Inserting the Team Concept into COmpensation--or NOt 501
,plication Case: Inserting the Team Concept into COmpensation--or NOt 501
COntinuing Case: Carter Cleaning COmpany 502
Translating Strategy into HR Policies and Practices Case: The HOtel Paris 503
Chapter m Benefits and Services 509
The Benefits Picture TOday 510
y s10
Pay for Time Not Worked 512
y for Time Not Worked 512
Unemployment insurance 512
Vacations and HolidaVs 513
y O 3 13
. Know YOur Employment Law: Vacations and Holidays 514
kick Leave 515
kick Leave 515
Parental Leave and the Family and Medical Leave Act 515
; and Medical Leave Act 515
. Know YOur Employment Law: Leaves 516
9 acal 51 Q
severance Pay 519
J
Q,IDDlemental UnemDlo\rment Benefits 520
supplemental Unemployment Benefits 520
Insurance Benefits 520
WOrkers' Compensation 520
Hospitalization, Health, and Disability insurance 521
Trends in Health Care Cost Control 523
..
XXII CONTENTS
. Know YOur Employment Law: Health Care Benefits 524
Long-Term Care 526
Life insurance 526
Benefits for Part-Time and Contingent Workers 526
Retirement Benefits 527
q. I Q.
coolal SecuritV 527
y a27
Pension Plans 527
Pension Planning and the Law 529
Early Retirement 530
J
Phased Retirement and the Aging Workforce 531
Improving Productivity Through HRIS: Benefits Management Systems 531
Personal Services and Family-Friendly Benefits 532
Personal Services 532
Family-FriendlV Benefits 533
; mendly Benefits 533
Other Job-Related Benefits 535
. The New Workforce: Domestic Partner Benefits 536
Executive Perquisites 536
Flexible Benefits Programs 536
crams 536
The Cafeteria Approach 538
pproach 538
Flexible WOrk ArranZements 538
o
.
. When YOu're on YOur Own: Benefits and Employee Leasing 539
c, ado
summary 540
Discussion Questions 541
Individual and GrouP Activities 541
Experiential Exercise: Revising the Benefits Package 542
APDlication Case: Striking for Benests 542
PPlication Case: Strikingfor Benefits 542
Continuing Case: Carter Cleaning Company 543
Translating Strategy into HR Policies and Practices Case: The HOtel Paris 544
Part tV Wdeo Cases APPendix 550
Part 5 Employee Relations 551
XXII CONTENTS
. Know YOur Employment Law: Health Care Benefits 524
Long-Term Care 526
Life insurance 526
Benefits for Part-Time and Contingent Workers 526
Retirement Benefits 527
q. I Q.
coolal SecuritV 527
y a27
Pension Plans 527
Pension Planning and the Law 529
Early Retirement 530
J
Phased Retirement and the Aging Workforce 531
Improving Productivity Through HRIS: Benefits Management Systems 531
Personal Services and Family-Friendly Benefits 532
Personal Services 532
Family-FriendlV Benefits 533
; mendly Benefits 533
Other Job-Related Benefits 535
. The New Workforce: Domestic Partner Benefits 536
Executive Perquisites 536
Flexible Benefits Programs 536
crams 536
The Cafeteria Approach 538
pproach 538
Flexible WOrk ArranZements 538
o
.
. When YOu're on YOur Own: Benefits and Employee Leasing 539
c, ado
summary 540
Discussion Questions 541
Individual and GrouP Activities 541
Experiential Exercise: Revising the Benefits Package 542
APDlication Case: Striking for Benests 542
PPlication Case: Strikingfor Benefits 542
Continuing Case: Carter Cleaning Company 543
Translating Strategy into HR Policies and Practices Case: The HOtel Paris 544
Part tV Wdeo Cases APPendix 550
Part 5 Employee Relations 551
Chapter m Ethics, Justice, and FairTreatment in HR Management 551
Ethics and Fair Treatment at Work SSZ
The Meaning of Ethics 553
Ethics and the Law 554
Ethics, Fair Treatment, and Justice 554
What Shapes Ethical Behavior at Work? SSS
Individual Factors 555
Organizational Factors 557
The Boss's influence 558
Ethics Policies and Codes 558
The Organization's Culture 559
. When YOu're on YOur Own: Small Business Ethics 560
Human Resource Manaqement'S Role in Promoting Ethics and Fair Treatment 561
scment'S Role in Promoting Ethics and Fair Treatment 561
Human Resource Management--Related Ethics Activities 561
Improving Productivity Through HRIS: Complying with Sarbanes-Oxley 564
Why Treat EmDloVees Fairly? 564
J lreat Employees Fairly? 564
BehavinZ UnfairlV 565
o 7 a65
Ethics and Fair Treatment at Work SSZ
The Meaning of Ethics 553
Ethics and the Law 554
Ethics, Fair Treatment, and Justice 554
What Shapes Ethical Behavior at Work? SSS
Individual Factors 555
Organizational Factors 557
The Boss's influence 558
Ethics Policies and Codes 558
The Organization's Culture 559
. When YOu're on YOur Own: Small Business Ethics 560
Human Resource Manaqement'S Role in Promoting Ethics and Fair Treatment 561
scment'S Role in Promoting Ethics and Fair Treatment 561
Human Resource Management--Related Ethics Activities 561
Improving Productivity Through HRIS: Complying with Sarbanes-Oxley 564
Why Treat EmDloVees Fairly? 564
J lreat Employees Fairly? 564
BehavinZ UnfairlV 565
o 7 a65
CONTENTS xxiii
What Causes Unfair Behavior? 565
Q,lp~rl!isonl Foimess Guidelines 565
oupervisory Fairness Guidelines 565
Building Two-Way Communication 566
Employee Discipline and Privacy 566
Basics of a Fair and Just Disciplinary Process 566
. When YOu're on YOur Own: Disciplining an Employee 567
. rhe New Workforce: Comparing Males and Females in a
Discipline Situation 569
Formal Disciplinary Appeals Processes 569
Employee Privacy 571
Manaqing Dismissals 573
ging Dismissals 573
Termination at Will and Wrongful Discharge 573
Grounds for Dismissal 574
. Know YOur Employment Law: Gross Misconduct Checklist 575
AVoiding Wrongful Discharge Suits 576
. When YOu're on YOur Own: Avoiding Wrongful Discharge Suits 578
Personal Supervisory Liability 578
The Termination interview 579
Layoffs. Downsizing, and the Plant Closing Law 580
J, Downsizing, and the Plant Closing Law 580
Adjusting to Downsizings and Mergers 584
,usting to Downsizings and Mergers 584
C'lmmaFV 585
summary 585
Discussion Questions 586
Individual and GrouP Activities 586
Experiential Exercise: Discipline or Not.? 587
APPlication Case: Fire My Best Salesperson.? 588
PPlication Case: Fire My Best Salesperson.? 588
COntinuing Case: Carter Cleaning Company 589
Translating Strategy intO HR Policies and Practices Case: The Hotel Paris 590
Chapter m Labor Relations and Collective Bargaining 595
The Labor Movement 596
A Brief HistorV of the American Union Movement 596
y
Why Do Workers OrZanize? 597
J Do Workers Organize? 597
What Do Unions Want? 598
TheAFL-CIO 599
Unions and the Law 600
Period of Strong Encouragement: The Nobles-LaGuardia (1932) and
National Labor Relations or Wagner Acts (1935) 600
Period of Modified Encouragement Coupled with Regulation:
The Taft-Hartlev Act (1947) 602
7 Act (1947) 602
. When YOu're on YOur Own: New Economy EntreDreneurs
; entrepreneurs
' T T.
and Unions 604
The Union Drive and Election 604
ated 1 Tnitiol Contact 605
step 1. Initial Contact 605
ateal Obtaining A'lthorization Cards 606
step 2. Obtaining Authorization Cards 606
ated 3 build a HeednZ 607
step 3. Hold a Heeing 607
ated 4 The CamDaiZn 607
step 4. The Campaign 607
ated 5. The Election 608
step 5. The Election 608
How to Lose an NLRB Election 609
The Supervisor's Role 610
What Causes Unfair Behavior? 565
Q,lp~rl!isonl Foimess Guidelines 565
oupervisory Fairness Guidelines 565
Building Two-Way Communication 566
Employee Discipline and Privacy 566
Basics of a Fair and Just Disciplinary Process 566
. When YOu're on YOur Own: Disciplining an Employee 567
. rhe New Workforce: Comparing Males and Females in a
Discipline Situation 569
Formal Disciplinary Appeals Processes 569
Employee Privacy 571
Manaqing Dismissals 573
ging Dismissals 573
Termination at Will and Wrongful Discharge 573
Grounds for Dismissal 574
. Know YOur Employment Law: Gross Misconduct Checklist 575
AVoiding Wrongful Discharge Suits 576
. When YOu're on YOur Own: Avoiding Wrongful Discharge Suits 578
Personal Supervisory Liability 578
The Termination interview 579
Layoffs. Downsizing, and the Plant Closing Law 580
J, Downsizing, and the Plant Closing Law 580
Adjusting to Downsizings and Mergers 584
,usting to Downsizings and Mergers 584
C'lmmaFV 585
summary 585
Discussion Questions 586
Individual and GrouP Activities 586
Experiential Exercise: Discipline or Not.? 587
APPlication Case: Fire My Best Salesperson.? 588
PPlication Case: Fire My Best Salesperson.? 588
COntinuing Case: Carter Cleaning Company 589
Translating Strategy intO HR Policies and Practices Case: The Hotel Paris 590
Chapter m Labor Relations and Collective Bargaining 595
The Labor Movement 596
A Brief HistorV of the American Union Movement 596
y
Why Do Workers OrZanize? 597
J Do Workers Organize? 597
What Do Unions Want? 598
TheAFL-CIO 599
Unions and the Law 600
Period of Strong Encouragement: The Nobles-LaGuardia (1932) and
National Labor Relations or Wagner Acts (1935) 600
Period of Modified Encouragement Coupled with Regulation:
The Taft-Hartlev Act (1947) 602
7 Act (1947) 602
. When YOu're on YOur Own: New Economy EntreDreneurs
; entrepreneurs
' T T.
and Unions 604
The Union Drive and Election 604
ated 1 Tnitiol Contact 605
step 1. Initial Contact 605
ateal Obtaining A'lthorization Cards 606
step 2. Obtaining Authorization Cards 606
ated 3 build a HeednZ 607
step 3. Hold a Heeing 607
ated 4 The CamDaiZn 607
step 4. The Campaign 607
ated 5. The Election 608
step 5. The Election 608
How to Lose an NLRB Election 609
The Supervisor's Role 610
.
xXIV CONTENTS
Rules Regarding Literature and Solicitation 611
Decertification Elections: Ousting the Union 61 1
. When YOu're on YOur Own: The Supervisor's Role in the Unionning Effort 612
. The New WOrkforce: Unions Go Global 613
The Collective Barqaining Process 613
naming Process 613
What is Collective Bargaining? 613
What is Good Faith? 614
The Negotiating Team 614
Bargaining items 615
Bargaining Stages 615
Bargaining Hints 615
Impasses, Mediation, and Strikes 617
The Contract Agreement 621
freement 621
Grievances 621
R F Grievances 621
sources of Grievances 621
The Grievance Procedure 622
Guidelines for Handling Grievances 622
The Union Movement TOday and TOmorrow 624
y and TOmorrow 624
WhV Union Membership is Down 624
y Union Membership is Down 624
An Upswing for Unions? 624
Public EmploVees and Unions 625
Organizing Professionals and White-Collar Employees 625
New Union Tactics 626
ImDroving Productivity Through HRIS 626
proving Productivity Through HRIS 626
Employee Participation Programs and Unions 627
9,
summary 628
y acs
Discussion Questions 629
Individual and GrouP Activities 629
ExDeriential Exercise: The Union-Organizing Campaign at Pierce U. 630
perlential Exercise: The Union-Organizing Campaign at Pierce U. 630
ADDlication Case: DisciDlinarV Action 631
PPlication Case: Disciplinary Action 631
Continuing Case: Carter Cleaning Company 632
Translating Strategy into HR Policies and Practices Case:
The Hotel Paris 632
xXIV CONTENTS
Rules Regarding Literature and Solicitation 611
Decertification Elections: Ousting the Union 61 1
. When YOu're on YOur Own: The Supervisor's Role in the Unionning Effort 612
. The New WOrkforce: Unions Go Global 613
The Collective Barqaining Process 613
naming Process 613
What is Collective Bargaining? 613
What is Good Faith? 614
The Negotiating Team 614
Bargaining items 615
Bargaining Stages 615
Bargaining Hints 615
Impasses, Mediation, and Strikes 617
The Contract Agreement 621
freement 621
Grievances 621
R F Grievances 621
sources of Grievances 621
The Grievance Procedure 622
Guidelines for Handling Grievances 622
The Union Movement TOday and TOmorrow 624
y and TOmorrow 624
WhV Union Membership is Down 624
y Union Membership is Down 624
An Upswing for Unions? 624
Public EmploVees and Unions 625
Organizing Professionals and White-Collar Employees 625
New Union Tactics 626
ImDroving Productivity Through HRIS 626
proving Productivity Through HRIS 626
Employee Participation Programs and Unions 627
9,
summary 628
y acs
Discussion Questions 629
Individual and GrouP Activities 629
ExDeriential Exercise: The Union-Organizing Campaign at Pierce U. 630
perlential Exercise: The Union-Organizing Campaign at Pierce U. 630
ADDlication Case: DisciDlinarV Action 631
PPlication Case: Disciplinary Action 631
Continuing Case: Carter Cleaning Company 632
Translating Strategy into HR Policies and Practices Case:
The Hotel Paris 632
Chapter ac Employee Safety and Health 637
Why Safety is Important 638
J y is Important 638
Occupational Safety Law 639
OSHA Standards and Record Keeping 639
Inspections and Citations 642
. When YOu're on YOur Own: Free On-Site Safety and Health Services for
, and Health Services for
small n,lsinesses 644
small Businesses 644
Responsibilities and Rights of Employers and Employees 644
Rtqxlinq Out of Trouble with OSHA 646
staying Out of Trouble with OSHA 646
ding Out of Trouble with OSHA 646
TOP Management'S Role in Safety 647
What Top Management Can Do 647
What Causes Accidents7 648
Unsafe Conditions and Other Work-Related Factors 648
. When YOu're on YOur Own: The Supervisor's Role in Accident Prevention 648
What Causes Unsafe Acts? (A Second Basic Cause of Accidents) 652
Why Safety is Important 638
J y is Important 638
Occupational Safety Law 639
OSHA Standards and Record Keeping 639
Inspections and Citations 642
. When YOu're on YOur Own: Free On-Site Safety and Health Services for
, and Health Services for
small n,lsinesses 644
small Businesses 644
Responsibilities and Rights of Employers and Employees 644
Rtqxlinq Out of Trouble with OSHA 646
staying Out of Trouble with OSHA 646
ding Out of Trouble with OSHA 646
TOP Management'S Role in Safety 647
What Top Management Can Do 647
What Causes Accidents7 648
Unsafe Conditions and Other Work-Related Factors 648
. When YOu're on YOur Own: The Supervisor's Role in Accident Prevention 648
What Causes Unsafe Acts? (A Second Basic Cause of Accidents) 652
CONTENTS xxv
How to Prevent Accidents 652
Reducing Unsafe Conditions 652
How to Prevent Accidents 652
Reducing Unsafe Conditions 652
. rhe New WOrkforce: Protecting Vulnerable Workers 654
Reducing Unsafe Acts by Emphasizing Safety 654
Reducing Unsafe Acts Through Selection and Placement 654
ReducinZ Unsafe Acts ThrouZh Training 655
e .n Yraining 655
Reducing Unsafe Acts Through Motivation. Posters, Incentives,
and Positive Reinforcement 655
. The New WOrkforce: Safety Training for Hispanic WOrkers 656
Use Behavior-Based SafetV 657
7
Use Employee Participation 657
Conduct SafetV and Health Audits and insDections 658
; and Health Audits and inspections 658
Research insight: High-Performance Systems and Safety 659
Controlling WOrkers' Compensation Costs 659
Workplace Health Hazards: Problems and Remedies 660
The Basic industrial Hygiene Program 661
J giene Program 661
Asbestos Exposure at WOrk 662
Improving Productivity Through HRIS: Internet-Based Safety
Improvement Solutions 662
Infectious Diseases 663
Alcoholism and Substance Abuse 663
stress, Burnout, and Depression 665
stress, Burnout, and Depression 665
. Know YOur Employment Law: Workplace Substance Abuse 666
Computer-Related Health Problems 668
WOrkplace Smoking 668
Violence at WOrk 669
Occupational Security and Safety 673
Basic Prerequisites for a Security Plan 673
betting UP q Hqsic Securitl! Program
betting UP a Basic Security Program 674
Evacuation Plans 675
Company Security and Employee Privacy 676
C"mmary 676
summary 676
Discussion Questions 677
Individual and GrouP Activities 678
Experiential Exercise: HOw Safe is My Universily.? 078
perlential Exercise: HOw Safe is My Universily.? 678
ADplication Case: The New Safety and Health Program 683
PPlication Case: The New Safety and Health Program 683
COntinuing Case: Carter Cleaning Company 684
Translating Strategy into HR Policies and Practices Case:
The Hotel Paris 685
Reducing Unsafe Acts by Emphasizing Safety 654
Reducing Unsafe Acts Through Selection and Placement 654
ReducinZ Unsafe Acts ThrouZh Training 655
e .n Yraining 655
Reducing Unsafe Acts Through Motivation. Posters, Incentives,
and Positive Reinforcement 655
. The New WOrkforce: Safety Training for Hispanic WOrkers 656
Use Behavior-Based SafetV 657
7
Use Employee Participation 657
Conduct SafetV and Health Audits and insDections 658
; and Health Audits and inspections 658
Research insight: High-Performance Systems and Safety 659
Controlling WOrkers' Compensation Costs 659
Workplace Health Hazards: Problems and Remedies 660
The Basic industrial Hygiene Program 661
J giene Program 661
Asbestos Exposure at WOrk 662
Improving Productivity Through HRIS: Internet-Based Safety
Improvement Solutions 662
Infectious Diseases 663
Alcoholism and Substance Abuse 663
stress, Burnout, and Depression 665
stress, Burnout, and Depression 665
. Know YOur Employment Law: Workplace Substance Abuse 666
Computer-Related Health Problems 668
WOrkplace Smoking 668
Violence at WOrk 669
Occupational Security and Safety 673
Basic Prerequisites for a Security Plan 673
betting UP q Hqsic Securitl! Program
betting UP a Basic Security Program 674
Evacuation Plans 675
Company Security and Employee Privacy 676
C"mmary 676
summary 676
Discussion Questions 677
Individual and GrouP Activities 678
Experiential Exercise: HOw Safe is My Universily.? 078
perlential Exercise: HOw Safe is My Universily.? 678
ADplication Case: The New Safety and Health Program 683
PPlication Case: The New Safety and Health Program 683
COntinuing Case: Carter Cleaning Company 684
Translating Strategy into HR Policies and Practices Case:
The Hotel Paris 685
Chapter ac Managing Global Human Resources 693
HR and the internationalization of Business 694
The Global Challenges 694
How intercountry Differences Affect HRM 694
J Differences Affect HRM 694
Global Differences and Similarities in Human Resource Practices 698
Personnel Selection Procedures 698
The Purpose of the Performance Appraisal 698
Training and Development Practices 698
The Use of PaV Incentives 698
7.
HR and the internationalization of Business 694
The Global Challenges 694
How intercountry Differences Affect HRM 694
J Differences Affect HRM 694
Global Differences and Similarities in Human Resource Practices 698
Personnel Selection Procedures 698
The Purpose of the Performance Appraisal 698
Training and Development Practices 698
The Use of PaV Incentives 698
7.
xxvi CONTENTS
. When YOu're on YOur Own: Comparing Small Businesses, HR Practices
.,
in the United States and China 699
How to Implement a Global HR System 699
Maldng the Global HR System More Accentable 700
o; item More Acceptable 700
DeveloDine a More Effective Global HR SVstem 701
ping a More Effective Global HR System 701
ImDlementing the Global HR System 701
i g the Global HR System 701
Staffinq the Global Organization 701
H the Global Organization 701
International Staffing' Home or Local? 701
Off shoring 703
Management Values and international Staffing Policy 704
Why ExDatriate AssiZnments Fail 705
; txpatnate Assignments Fail 705
R lectinQ Fyriotriate Managers 706
selecting Expatriate Managers 706
. The New WOrkforce: Sending Women Managers Abroad 708
Training and Maintaining Expatriate Employees 709
9 and Maintaining Expatriate Employees 709
Orienting and Training Employees on international Assignment 709
Compensating Expatriates 710
pensating Expatriates 710
j
. When YOu're on YOur Own: Establishing a Global Pay System 712
Appraising Expatriate Managers 713
. Know YOur Employment Law: The Equal Employment Opportunity Responsibilities
of Multinational EmploVers 713
ployers 713
International Labor Relations 714
Terrorism, Safety, and Global HR 714
Repatriation: Problems and Solutions 715
Improving Productivity Through HRIS. Taking the HRIS Global 716
9"mm
summary 716
Discussion Questions 7I8
Individual and GrouP Activities 718
Exoeriential Exercise: A Taxing Problem for Expatriate Employees 719
periential Exercise: A Taxing Problem for Expatriate Employees 719
Application Case: "Boss, I Think We Have a Problem" 719
PPlication Case: "Boss, I Think We Have a Problem" 719
COntinuing Case. Carter Cleaning Company Going Abroad 720
Translating Strategy intO HR Policies and Practices Case: The HOtel Paris 721
APPendix for Chapter 17: HRCIAPPendix 726
PPendixfor Chapter 17: HRCIAPPendix 726
Part tV Wdeo Cases APPendix 735
Appendices
Appendix A APPIyinq HR Content, Personal Competencies,
I m.
-nc R I IC; riaCc van fan
and Business Knowledae 737
ac 137
Appendix B Comprehensive Cases 745
ppendix B Comprehensive Cases 745
Glossary 761
y 161
Fhoto Credits 771
Name and oraanization index 773
.anlzation index 773
Subject index 785
.,
in the United States and China 699
How to Implement a Global HR System 699
Maldng the Global HR System More Accentable 700
o; item More Acceptable 700
DeveloDine a More Effective Global HR SVstem 701
ping a More Effective Global HR System 701
ImDlementing the Global HR System 701
i g the Global HR System 701
Staffinq the Global Organization 701
H the Global Organization 701
International Staffing' Home or Local? 701
Off shoring 703
Management Values and international Staffing Policy 704
Why ExDatriate AssiZnments Fail 705
; txpatnate Assignments Fail 705
R lectinQ Fyriotriate Managers 706
selecting Expatriate Managers 706
. The New WOrkforce: Sending Women Managers Abroad 708
Training and Maintaining Expatriate Employees 709
9 and Maintaining Expatriate Employees 709
Orienting and Training Employees on international Assignment 709
Compensating Expatriates 710
pensating Expatriates 710
j
. When YOu're on YOur Own: Establishing a Global Pay System 712
Appraising Expatriate Managers 713
. Know YOur Employment Law: The Equal Employment Opportunity Responsibilities
of Multinational EmploVers 713
ployers 713
International Labor Relations 714
Terrorism, Safety, and Global HR 714
Repatriation: Problems and Solutions 715
Improving Productivity Through HRIS. Taking the HRIS Global 716
9"mm
summary 716
Discussion Questions 7I8
Individual and GrouP Activities 718
Exoeriential Exercise: A Taxing Problem for Expatriate Employees 719
periential Exercise: A Taxing Problem for Expatriate Employees 719
Application Case: "Boss, I Think We Have a Problem" 719
PPlication Case: "Boss, I Think We Have a Problem" 719
COntinuing Case. Carter Cleaning Company Going Abroad 720
Translating Strategy intO HR Policies and Practices Case: The HOtel Paris 721
APPendix for Chapter 17: HRCIAPPendix 726
PPendixfor Chapter 17: HRCIAPPendix 726
Part tV Wdeo Cases APPendix 735
Appendices
Appendix A APPIyinq HR Content, Personal Competencies,
I m.
-nc R I IC; riaCc van fan
and Business Knowledae 737
ac 137
Appendix B Comprehensive Cases 745
ppendix B Comprehensive Cases 745
Glossary 761
y 161
Fhoto Credits 771
Name and oraanization index 773
.anlzation index 773
Subject index 785
