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• Brief Contents
• Contents
• Preface
• Acknowledgments
• PART ONE INTRODUCTION
  • 1 Introduction to Human Resource Management
    • WHAT IS HUMAN RESOURCE MANAGEMENT?
      • Why Is Human Resource Management Important to All Managers?
      • Line and Staff Aspects of Human Resource Management
      • Line Managers’ Human Resource Management Responsibilities
      • The Human Resource Department
    • THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT
      • Workforce Demographics and Diversity Trends
      • Trends in Jobs People Do
      • HR AND THE GIG ECONOMY: ON‐DEMAND WORKERS
      • IMPROVING PERFORMANCE: HR as a Profit Center: Boosting Customer Service
      • Globalization Trends
      • Economic Trends
      • Technology Trends
    • IMPORTANT COMPONENTS OF TODAY’S NEW HUMAN RESOURCE MANAGEMENT
      • A Brief History of Personnel/Human Resource Management
      • Distributed HR and the New Human Resource Management
      • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Digital and Social Media Tools and the New Human Resour
      • A Quick Overview
      • Strategic Human Resource Management
      • IMPROVING PERFORMANCE: The Strategic Context: Building L.L.Bean
      • Performance and Human Resource Management
      • Sustainability and Human Resource Management
      • Employee Engagement and Human Resource Management
      • Ethics and Human Resource Management
    • THE NEW HUMAN RESOURCE MANAGER
      • HR Manager Certification
      • HR and the Manager’s Human Resource Philosophy
    • THE PLAN OF THIS BOOK
      • The Basic Themes and Features
      • Practical Tools for Every Manager
      • Chapter Contents Overview
      • The Topics Are Interrelated
    • CHAPTER SECTION SUMMARIES
    • DISCUSSION QUESTIONS
    • INDIVIDUAL AND GROUP ACTIVITIES
    • EXPERIENTIAL EXERCISE
    • APPLICATION CASE: A HEALTHY WORKPLACE?
    • CONTINUING CASE: CARTER CLEANING COMPANY
    • KEY TERMS
    • ENDNOTES
  • 2 Equal Opportunity and the Law
    • EQUAL OPPORTUNITY LAWS ENACTED FROM 1964 TO 1991
      • Title VII of the 1964 Civil Rights Act
      • HR AND THE GIG ECONOMY: Discrimination in the Gig Economy?
      • Executive Orders
      • Equal Pay Act of 1963
      • Age Discrimination in Employment Act of 1967
      • Vocational Rehabilitation Act of 1973
      • Pregnancy Discrimination Act of 1978
      • Federal Agency Guidelines
      • Early Court Decisions Regarding Equal Employment Opportunity
    • THE LAWS ENACTED FROM 1991 TO THE PRESENT
      • The Civil Rights Act of 1991
      • The Americans with Disabilities Act
      • Uniformed Services Employment and Reemployment Rights Act
      • Genetic Information Nondiscrimination Act of 2008 (GINA)
      • State and Local Equal Employment Opportunity Laws
      • Religious Discrimination
      • Trends in Discrimination Law
      • Sexual Harassment
      • IMPROVING PERFORMANCE: HR Tools for Line Managers and Small Businesses: How to Address Sexual Harass
      • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
    • DEFENSES AGAINST DISCRIMINATION ALLEGATIONS
      • The Central Role of Adverse Impact
      • Bona Fide Occupational Qualification
      • Business Necessity
      • KNOW YOUR EMPLOYMENT LAW: Examples of What You Can and Cannot Do
    • THE EEOC ENFORCEMENT PROCESS
      • Voluntary Mediation
      • Mandatory Arbitration of Discrimination Claims
      • IMPROVING PERFORMANCE: HR Tools for Line Managers and Small Businesses
    • DIVERSITY MANAGEMENT
      • Potential Threats to Diversity
      • IMPROVING PERFORMANCE: HR AS A PROFIT CENTER
      • Managing Diversity
      • Implementing the Affirmative Action Program
      • Reverse Discrimination
    • CHAPTER SECTION SUMMARIES
    • DISCUSSION QUESTIONS
    • INDIVIDUAL AND GROUP ACTIVITIES
    • EXPERIENTIAL EXERCISE
    • APPLICATION CASE: SEEKING GENDER EQUITY AT STARBUCKS
    • CONTINUING CASE: CARTER CLEANING COMPANY
    • KEY TERMS
    • ENDNOTES
  • 3 Human Resource Management Strategy and Performance
    • THE STRATEGIC MANAGEMENT PROCESS
      • The Management Planning Process
      • What Is Strategic Planning?
      • The Strategic Management Process
    • TYPES OF STRATEGIES
      • Corporate Strategy
      • Competitive Strategy
      • Functional Strategy
      • Managers’ Roles in Strategic Planning
    • STRATEGIC HUMAN RESOURCE MANAGEMENT
      • What Is Strategic Human Resource Management?
      • IMPROVING PERFORMANCE: The Strategic Context: The Shanghai Ritz‐Carlton Portman Hotel
      • IMPROVING PERFORMANCE: HR as a Profit Center: The Zappos “Wow” Way
      • Sustainability and Strategic Human Resource Management
      • Strategic Human Resource Management Tools
    • HR METRICS, BENCHMARKING, AND DATA ANALYTICS
      • Benchmarking
      • Strategy‐Based Metrics
      • What Are HR Audits?
      • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
      • TRENDS SHAPING HR: SCIENCE IN TALENT MANAGEMENT
    • HIGH‐PERFORMANCE WORK SYSTEMS
    • EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS: EMPLOYEE ENGAGEMENT AND PERFORMANCE
      • The Employee Engagement Problem
      • What Can Managers Do to Improve Employee Engagement?
      • How to Measure Employee Engagement
      • How Kia Motors (UK) Improved Performance with an HR Strategy Aimed at Boosting Employee Engagement
    • CHAPTER SECTION SUMMARIES
    • DISCUSSION QUESTIONS
    • INDIVIDUAL AND GROUP ACTIVITIES
    • EXPERIENTIAL EXERCISE
    • APPLICATION CASE: A FAILURE OF STRATEGY AT BORDERS UK
    • CONTINUING CASE: CARTER CLEANING COMPANY
    • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
    • KEY TERMS
    • ENDNOTES
• PART TWO RECRUITMENT, PLACEMENT, AND TALENT MANAGEMENT
  • 4 Job Analysis and the Talent ‐Management Process
    • TALENT MANAGEMENT PROCESS
      • Talent Management Software
    • THE BASICS OF JOB ANALYSIS
      • What Is Job Analysis?
      • Uses of Job Analysis Information
      • Conducting a Job Analysis
      • IMPROVING PEFORMANCE: HR as a Profit Center: Boosting Productivity Through Work Redesign
    • METHODS FOR COLLECTING JOB ANALYSIS INFORMATION
      • The Interview
      • Questionnaires
      • Observation
      • Participant Diary/Logs
      • Quantitative Job Analysis Techniques
      • Online Job Analysis Methods
    • WRITING JOB DESCRIPTIONS
      • Diversity Counts
      • Job Identification
      • Job Summary
      • Relationships
      • Responsibilities and Duties
      • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
      • KNOW YOUR EMPLOYMENT LAW: Writing Job Descriptions That Comply with the Ada
      • Standards of Performance and Working Conditions
      • IMPROVING PERFORMANCE: HR Tools for Line Managers and Small Businesses
    • WRITING JOB SPECIFICATIONS
      • Specifications for Trained versus Untrained Personnel
      • Specifications Based on Judgment
      • HR AND THE GIG ECONOMY: Do Gig Workers Need Job Specifications?
      • Job Specifications Based on Statistical Analysis
      • The Job‐Requirements Matrix
      • Employee Engagement Guide for Managers
    • USING COMPETENCIES MODELS
      • IMPROVING PERFORMANCE: The Strategic Context: Daimler Alabama
      • How to Write Competencies Statements
    • CHAPTER SECTION SUMMARIES
    • DISCUSSION QUESTIONS
    • INDIVIDUAL AND GROUP ACTIVITIES
    • EXPERIENTIAL EXERCISE
    • APPLICATION CASE: THE CHILLY BURGER JOINT
    • CONTINUING CASE: CARTER CLEANING COMPANY
    • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
    • KEY TERMS
    • ENDNOTES
  • 5 Personnel Planning and Recruiting
    • INTRODUCTION
    • WORKFORCE PLANNING AND FORECASTING
      • Strategy and Workforce Planning
      • IMPROVING PERFORMANCE: The Strategic Context: Deloitte
      • Forecasting Personnel Needs (Labor Demand)
      • Forecasting the Supply of Inside Candidates
      • Forecasting the Supply of Outside Candidates
      • Predictive Workforce Monitoring
      • Matching Projected Labor Supply and Demand with a Plan
      • Succession Planning
    • WHY EFFECTIVE RECRUITING IS IMPORTANT
      • Improving Recruitment Effectiveness: Recruiters, Sources, and Branding
      • The Recruiting Yield Pyramid
      • KNOW YOUR EMPLOYMENT LAW: Recruiting Employees
    • Internal Sources of Candidates
      • Finding Internal Candidates
    • EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
      • Promotion from Within
    • OUTSIDE SOURCES OF CANDIDATES
      • Informal Recruiting and the Hidden Job Market
      • Recruiting via the Internet
      • Using Recruitment Software and Artificial Intelligence
      • TRENDS SHAPING HR: SCIENCE IN TALENT MANAGEMENT
      • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: LinkedIn and Beyond
      • Advertising
      • Employment Agencies
      • Recruitment Process Outsourcers
      • On‐Demand Recruiting Services
      • HR AND THE GIG ECONOMY: Temporary Workers and Alternative Staffing
      • KNOW YOUR EMPLOYMENT LAW: Contract Employees
      • Offshoring and Outsourcing Jobs
      • Executive Recruiters
      • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: Recruiting 101
      • Referrals and Walk‐Ins
      • College Recruiting
      • Military Personnel
      • IMPROVING PERFORMANCE: HR as a Profit Center: Cutting Recruitment Costs
    • RECRUITING A MORE DIVERSE WORKFORCE
      • Recruiting Women
      • Recruiting Single Parents
      • Older Workers
      • Diversity Counts: Older Workers
      • Recruiting Minorities
      • The Disabled
    • DEVELOPING AND USING APPLICATION FORMS
      • Purpose of Application Forms
      • Application Guidelines
      • KNOW YOUR EMPLOYMENT LAW: Application Forms and Eeo Law
      • Using Application Forms to Predict Job Performance
      • Mandatory Arbitration
      • Building Your Management Skills: The Human Side of Recruiting
    • CHAPTER SECTION SUMMARIES
    • DISCUSSION QUESTIONS
    • INDIVIDUAL AND GROUP ACTIVITIES
    • EXPERIENTIAL EXERCISE
    • APPLICATION CASE: TECHTONIC GROUP
    • CONTINUING CASE: CARTER CLEANING COMPANY
    • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
    • KEY TERMS
    • ENDNOTES
  • 6 Employee Testing and Selection
    • WHY EMPLOYEE SELECTION IS IMPORTANT
    • THE BASICS OF TESTING AND SELECTING EMPLOYEES
      • Reliability
      • Validity
      • Evidence‐Based HR: How to Validate a Test
      • Bias
      • Utility Analysis
      • IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Using Tests to Cut Costs and Boost Profits
      • Validity Generalization
      • KNOW YOUR EMPLOYMENT LAW: Testing and Equal Employment Opportunity
      • Test Takers’ Individual Rights and Test Security
      • Diversity Counts: Gender Issues in Testing
      • How Do Employers Use Tests at Work?
    • TYPES OF TESTS
      • Tests of Cognitive Abilities
      • Tests of Motor and Physical Abilities
      • Measuring Personality and Interests
      • IMPROVING PERFORMANCE: HR Practices Around the Globe: Testing for Assignments Abroad
      • Achievement Tests
      • Improving Performance Through HRIS: Computerization and Online Testing
      • TRENDS SHAPING HR: USING ANALYTICS, MACHINE LEARNING, AND ARTIFICIAL INTELLIGENCE IN EMPLOYEE SELECT
    • WORK SAMPLES AND SIMULATIONS
      • Using Work Sampling for Employee Selection
      • Situational Judgment Tests
      • HR AND THE GIG ECONOMY: Freelance Workers
      • Management Assessment Centers
      • Situational Testing and Video‐Based Situational Testing
      • The Miniature Job Training and Evaluation Approach
      • Realistic Job Previews
      • IMPROVING PERFORMANCE: The Strategic Context: Internships at Flipkart
      • Choosing a Selection Method
      • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: Employee Testing and Selecti
    • BACKGROUND INVESTIGATIONS AND OTHER SELECTION METHODS
      • Why Perform Background Investigations and Reference Checks?
      • KNOW YOUR EMPLOYMENT LAW: Giving References
      • TRENDS SHAPING HR: Digital and Social Media
      • Using Preemployment Information Services
      • Steps for Making the Background Check More Valuable
      • The Polygraph and Honesty Testing
      • Physical Exams
      • Substance Abuse Screening
      • Drug Testing Legal Issues
      • Complying with Immigration Law
    • CHAPTER SECTION SUMMARIES
    • DISCUSSION QUESTIONS
    • INDIVIDUAL AND GROUP ACTIVITIES
    • EXPERIENTIAL EXERCISE
    • APPLICATION CASE: THE INSIDER
    • CONTINUING CASE: CARTER CLEANING COMPANY
    • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
    • KEY TERMS
    • ENDNOTES
  • 7 Interviewing Candidates
    • BASIC TYPES OF INTERVIEWS
      • Structured versus Unstructured Interviews
      • Interview Content (What Types of Questions to Ask)
      • How Should We Conduct the Interview?
      • IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Online Interviews at UEFA
    • AVOIDING ERRORS THAT CAN UNDERMINE AN INTERVIEW’S USEFULNESS
      • First Impressions (Snap Judgments)
      • Not Clarifying What the Job Requires
      • Candidate‐Order (Contrast) Error and Pressure to Hire
      • Nonverbal Behavior and Impression Management
      • Effect of Personal Characteristics: Attractiveness, Gender, Race
      • Diversity Counts: Applicant Disability and the Employment Interview
      • IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: Selection Practices Abroad
      • Interviewer Behavior
    • HOW TO DESIGN AND CONDUCT AN EFFECTIVE INTERVIEW
      • Designing a Structured Situational Interview
      • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: In Summary: How to Conduct a
      • Competency Profiles and Employee Interviews
    • EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
      • Building Engagement: A Total Selection Program
      • The Toyota Way
      • TRENDS SHAPING HR: SCIENCE IN TALENT MANAGEMENT
    • DEVELOPING AND EXTENDING THE JOB OFFER
    • CHAPTER SECTION SUMMARIES
    • DISCUSSION QUESTIONS
    • INDIVIDUAL AND GROUP ACTIVITIES
    • EXPERIENTIAL EXERCISE
    • APPLICATION CASE: THE OUT-OF-CONTROL INTERVIEW
    • CONTINUING CASE: CARTER CLEANING COMPANY
    • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
    • KEY TERMS
    • ENDNOTES
    • APPENDIX 1 FOR CHAPTER 7 Structured Interview Guide
    • APPENDIX 2 FOR CHAPTER 7 Interview Guide for Interviewees
• PART THREE TRAINING AND DEVELOPMENT
  • 8 Training and Developing Employees
    • ORIENTING AND ONBOARDING NEW EMPLOYEES
      • The Purposes of Employee Orientation/Onboarding
      • The Orientation Process
    • EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS: ONBOARDING AT TOYOTA
    • OVERVIEW OF THE TRAINING PROCESS
      • KNOW YOUR EMPLOYMENT LAW: Training and the Law
      • Aligning Strategy and Training
      • IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Supporting At&T’s Strategy for a Digital Future
      • The ADDIE Five‐Step Training Process
      • Analyzing the Training Needs
      • Designing the Training Program
      • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
      • Developing the Program
    • IMPLEMENTING THE TRAINING PROGRAM
      • On‐the‐Job Training
      • Apprenticeship Training
      • Informal Learning
      • Job Instruction Training
      • Lectures
      • Programmed Learning
      • Behavior Modeling
      • Audiovisual‐Based Training
      • Vestibule Training
      • Electronic Performance Support Systems (EPSS)
      • Videoconferencing
      • Computer‐Based Training
      • Online/Internet‐Based Training
      • Diversity Counts: Online Accessibility
      • HR AND THE GIG ECONOMY: ON‐DEMAND MICRO LEARNING AT UBER
      • Lifelong and Literacy Training Techniques
      • Team Training
      • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: Creating Your Own Training P
    • IMPLEMENTING MANAGEMENT DEVELOPMENT PROGRAMS
      • Strategy’s Role in Management Development
      • Candidate Assessment and the 9‐Box Grid
      • Managerial On‐the‐Job Training and Rotation
      • IMPROVING PERFORMANCE: HR Practices Around the Globe: Global Job Rotation
      • Off‐the‐Job Management Training and Development Techniques
      • Leadership Development at Cigna
      • TRENDS SHAPING HR: CUSTOMIZED TALENT MANAGEMENT‐DIFFERENTIAL DEVELOPMENT ASSIGNMENTS
      • Characteristics of Effective Leadership Development Programs
    • MANAGING ORGANIZATIONAL CHANGE PROGRAMS
      • Lewin’s Change Process
      • Using Organizational Development
    • EVALUATING THE TRAINING EFFORT
      • Designing the Study
      • Training Effects to Measure
    • CHAPTER SECTION SUMMARIES
    • DISCUSSION QUESTIONS
    • INDIVIDUAL AND GROUP ACTIVITIES
    • EXPERIENTIAL EXERCISE
    • APPLICATION CASE: REINVENTING THE WHEEL AT APEX DOOR COMPANY
    • CONTINUING CASE: CARTER CLEANING COMPANY
    • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
    • KEY TERMS
    • ENDNOTES
  • 9 Performance Management and Appraisal
    • BASICS OF PERFORMANCE APPRAISAL
      • The Performance Appraisal Process
      • Why Appraise Performance?
      • Defining the Employee’s Goals and Performance Standards
      • IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Setting Performance Goals at Ball Corporation
      • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: How to Set Effective Goals
      • Who Should Do the Appraising?
    • TRADITIONAL TOOLS FOR APPRAISING PERFORMANCE
      • Graphic Rating Scale Method
      • Alternation Ranking Method
      • Paired Comparison Method
      • Forced Distribution Method
      • Critical Incident Method
      • Narrative Forms
      • Behaviorally Anchored Rating Scales
      • Management by Objectives
      • Appraisal in Practice: Using Forms, Installed Software, or Cloud‐Based Systems
      • Electronic Performance Monitoring
      • Conversation Days
      • Using Multiple Methods
      • TRENDS SHAPING HR: CUSTOMIZED TALENT MANAGEMENT
      • HR AND THE GIG ECONOMY: RATING UBER DRIVERS
    • DEALING WITH RATER ERROR APPRAISAL PROBLEMS
      • Potential Rating Problems
      • Diversity Counts: The Problem of Bias
      • The Need for Fairness
      • KNOW YOUR EMPLOYMENT LAW: Appraising Performance
    • MANAGING THE APPRAISAL INTERVIEW
      • How to Conduct the Appraisal Interview
      • How to Handle a Defensive Subordinate
      • How to Criticize a Subordinate
      • How to Handle a Written Warning
    • EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
      • Use the Appraisal Interview to Build Engagement
    • PERFORMANCE MANAGEMENT
      • Total Quality Management and Performance Appraisal
      • What Is Performance Management?
      • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
      • Performance Management in Action
      • IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Deloitte’s New Performance Management Process
      • The Manager’s Role in Performance Management
    • CHAPTER SECTION SUMMARIES
    • DISCUSSION QUESTIONS
    • INDIVIDUAL AND GROUP ACTIVITIES
    • EXPERIENTIAL EXERCISE
    • APPLICATION CASE: “RANK AND YANK” AT LUXCAR
    • CONTINUING CASE: CARTER CLEANING COMPANY
    • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
    • KEY TERMS
    • ENDNOTES
  • 10 Managing Careers and Retention
    • CAREER MANAGEMENT
      • Careers Today
      • The Psychological Contract
      • The Employee’s Role in Career Management
      • HR AND THE GIG ECONOMY: THE PORTFOLIO CAREER
      • The Employer’s Role in Career Management
      • Employer Career Management Methods
      • Improving Performance: Through HRIS: Integrating Talent Management and Career and Succession Plannin
      • Diversity Counts: Toward Career Success
      • The Manager as Mentor and Coach
    • EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
      • Career Management
      • Commitment‐Oriented Career Development Efforts
      • IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: Career Development at Medtronic
    • MANAGING EMPLOYEE TURNOVER AND RETENTION
      • IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Turnover and Performance
      • Managing Voluntary Turnover
      • A Comprehensive Approach to Retaining Employees
      • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
      • IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Fresh Thyme Farmers Market
      • Job Withdrawal
    • EMPLOYEE LIFE‐CYCLE CAREER MANAGEMENT
      • Making Promotion Decisions
      • KNOW YOUR EMPLOYMENT LAW: Establish Clear Guidelines for Managing Promotions
      • Diversity Counts: The Gender Gap
      • Managing Transfers
      • Managing Retirements
    • MANAGING DISMISSALS
      • Grounds for Dismissal
      • KNOW YOUR EMPLOYMENT LAW: Termination at Will
      • Avoiding Wrongful Discharge Suits
      • Supervisor Liability
      • Security Measures
      • The Termination Interview and Exit Process
      • Layoffs and the Plant Closing Law
      • Adjusting to Downsizings and Mergers
    • CHAPTER SECTION SUMMARIES
    • DISCUSSION QUESTIONS
    • INDIVIDUAL AND GROUP ACTIVITIES
    • EXPERIENTIAL EXERCISE
    • APPLICATION CASE: RETAINING WORKERS PERFORMING “THE MOST BORING JOBS IN THE WORLD”
    • CONTINUING CASE: CARTER CLEANING COMPANY
    • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
    • KEY TERMS
    • ENDNOTES
    • APPENDIX FOR CHAPTER 10 MANAGING YOUR CAREER AND FINDING A JOB
• PART FOUR COMPENSATION
  • 11 Establishing Strategic Pay Plans
    • BASIC FACTORS IN DETERMINING PAY RATES
      • Aligning Total Rewards with Strategy
      • Equity and Its Impact on Pay Rates
      • Legal Considerations in Compensation
      • KNOW YOUR EMPLOYMENT LAW: The Workday
      • KNOW YOUR EMPLOYMENT LAW: The Independent Contractor
      • HR AND THE GIG ECONOMY: ARE GIG WORKERS EMPLOYEES OR INDEPENDENT CONTRACTORS?
      • Union Influences on Compensation Decisions
      • Pay Policies
      • IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Wegmans Food Markets
      • IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: Compensating Expatriate Employees
    • JOB EVALUATION METHODS
      • Compensable Factors
      • Preparing for the Job Evaluation
      • Job Evaluation Methods: Ranking
      • Job Evaluation Methods: Job Classification
      • Job Evaluation Methods: Point Method
      • Computerized Job Evaluations
    • HOW TO CREATE A MARKET‐COMPETITIVE PAY PLAN
      • 1. Choose Benchmark Jobs
      • 2. Select Compensable Factors
      • 3. Assign Weights to Compensable Factors
      • 4. Convert Percentages to Points for Each Factor
      • 5. Define Each Factor’s Degrees
      • 6. Determine for Each Factor Its Factor Degrees’ Points
      • 7. Review Job Descriptions and Job Specifications
      • 8. Evaluate the Jobs
      • 9. Draw the Current (Internal) Wage Curve
      • 10. Conduct a Market Analysis: Salary Surveys
      • 11. Draw the Market (External) Wage Curve
      • 12. Compare and Adjust Current and Market Wage Rates for Jobs
      • 13. Develop Pay Grades
      • 14. Establish Rate Ranges
      • 15. Address Remaining Jobs
      • 16. Correct Out‐of‐Line Rates
      • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: Developing a Workable Pay Pl
    • PRICING MANAGERIAL AND PROFESSIONAL JOBS
      • What Determines Executive Pay?
      • Compensating Executives
      • Compensating Professional Employees
      • Improving Performance: Through HRIS: Payroll Administration
    • CONTEMPORARY TOPICS IN COMPENSATION
      • Competency‐Based Pay
      • Broadbanding
      • Comparable Worth
      • Diversity Counts: The Pay Gap
      • Board Oversight of Executive Pay
    • EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
      • Total Rewards Programs
      • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
      • Total Rewards and Employee Engagement
    • CHAPTER SECTION SUMMARIES
    • DISCUSSION QUESTIONS
    • INDIVIDUAL AND GROUP ACTIVITIES
    • EXPERIENTIAL EXERCISE
    • APPLICATION CASE: SALARY INEQUITIES AT ASTRAZENECA
    • CONTINUING CASE: CARTER CLEANING COMPANY
    • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
    • KEY TERMS
    • ENDNOTES
  • 12 Pay for Performance and Financial Incentives
    • MONEY’S ROLE IN MOTIVATION
      • Incentive Pay Terminology
      • Linking Strategy, Performance, and Incentive Pay
      • Motivation and Incentives
      • KNOW YOUR EMPLOYMENT LAW: Employee Incentives and the Law
    • INDIVIDUAL EMPLOYEE INCENTIVE AND RECOGNITION PROGRAMS
      • Piecework
      • Merit Pay as an Incentive
      • Incentives for Professional Employees
      • Nonfinancial and Recognition‐Based Awards
      • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
      • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES
      • HR AND THE GIG ECONOMY: RECOGNITION, NONFINANCIAL REWARDS, AND GIG WORKERS
      • Job Design
      • IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT
    • INCENTIVES FOR SALESPEOPLE
      • Salary Plan
      • Commission Plan
      • Combination Plan
      • Maximizing Sales Results
      • Sales Incentives in Action
    • INCENTIVES FOR MANAGERS AND EXECUTIVES
      • Strategy and the Executive’s Long‐Term and Total Rewards Package
      • Short‐Term Incentives and the Annual Bonus
      • IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE
      • Some Other Executive Incentives
    • TEAM AND ORGANIZATION‐WIDE INCENTIVE PLANS
      • How to Design Team Incentives
      • Evidence‐Based HR: Inequities That Undercut Team Incentives
      • Profit‐Sharing Plans
      • Scanlon Plans
      • Other Gainsharing Plans
      • At‐Risk Pay Plans
      • Employee Stock Ownership Plans
      • Incentive Plans in Practice: Nucor
    • EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
      • Incentives and Engagement
    • CHAPTER SECTION SUMMARIES
    • DISCUSSION QUESTIONS
    • INDIVIDUAL AND GROUP ACTIVITIES
    • EXPERIENTIAL EXERCISE
    • APPLICATION CASE: THE HUBSPOT.COM SALES INCENTIVE PLAN
    • CONTINUING CASE: CARTER CLEANING COMPANY
    • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
    • KEY TERMS
    • ENDNOTES
  • 13 Benefits and Services
    • INTRODUCTION: THE BENEFITS PICTURE TODAY
      • Policy Issues
    • PAY FOR TIME NOT WORKED
      • Unemployment Insurance
      • Vacations and Holidays
      • KNOW YOUR EMPLOYMENT LAW: Some Legal Aspects of Vacations and Holidays
      • Sick Leave
      • IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Controlling Sick Leave
      • KNOW YOUR EMPLOYMENT LAW: Leaves and the Family and Medical Leave Act and Other Laws
      • Severance Pay
      • IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: Severance Pay in France
      • Supplemental Unemployment Benefits
    • INSURANCE BENEFITS
      • Workers’ Compensation
      • Hospitalization, Health, and Disability Insurance
      • KNOW YOUR EMPLOYMENT LAW: Patient Protection and Affordable Care Act of 2010 and Other Laws
      • Trends in Employer Health‐Care Cost Control
      • IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: The Doctor Is on the Phone
      • Long‐Term Care
      • Life Insurance
      • Benefits for Part‐Time and Contingent Workers
      • HR AND THE GIG ECONOMY: GIG WORKER BENEFITS
    • RETIREMENT BENEFITS
      • Social Security
      • Pension Plans
      • KNOW YOUR EMPLOYMENT LAW: Pension Planning and the Law
      • Pensions and Early Retirement
      • Improving Performance: Through HRIS: Online Benefits Management Systems
      • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
    • PERSONAL SERVICES AND FAMILY‐FRIENDLY BENEFITS
      • Personal Services
      • Family‐Friendly Benefits
      • Other Personal Services Benefits
      • Diversity Counts: Domestic Partner Benefits
      • IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT
      • Executive Perquisites
    • FLEXIBLE BENEFITS PROGRAMS
      • The Cafeteria Approach
      • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: Benefits and Employee Leasin
      • Flexible Work Schedules
    • EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
      • Costco’s Compensation Plan
    • CHAPTER SECTION SUMMARIES
    • DISCUSSION QUESTIONS
    • INDIVIDUAL AND GROUP ACTIVITIES
    • EXPERIENTIAL EXERCISE
    • APPLICATION CASE: BLAME IT ON THE INCENTIVE PLAN
    • CONTINUING CASE: CARTER CLEANING COMPANY
    • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
    • KEY TERMS
    • ENDNOTES
• PART FIVE ENRICHMENT TOPICS IN HUMAN RESOURCE MANAGEMENT
  • 14 Building Positive Employee Relations
    • WHAT IS EMPLOYEE RELATIONS?
    • EMPLOYEE RELATIONS PROGRAMS FOR BUILDING AND MAINTAINING POSITIVE EMPLOYEE RELATIONS
      • Ensuring Fair Treatment
      • IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: A New HR Strategy at the Foxconn Plant in Shenzhen, Ch
      • Bullying and Victimization
      • Improving Employee Relations through Communications Programs
      • Develop Employee Recognition/Relations Programs
      • Use Employee Involvement Programs
      • IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: The Cost‐Effective Suggestion System
      • HR AND THE GIG ECONOMY: EMPLOYEE RELATIONS AND GIG WORKERS
    • THE ETHICAL ORGANIZATION
      • Ethics and Employee Rights
      • What Shapes Ethical Behavior at Work?
      • How Any Manager Can Create an Ethical Environment
      • How Human Resource Managers Can Create More Ethical Environments
      • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: Small Business Ethics
      • KNOW YOUR EMPLOYMENT LAW: Electronic Monitoring
    • MANAGING EMPLOYEE DISCIPLINE
      • The Three Pillars of Fair Discipline
      • Diversity Counts: Comparing Males and Females in a Discipline Situation
      • How to Discipline an Employee
      • Discipline without Punishment
    • EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
      • How Companies Become “Best Companies to Work For”
      • The “Best Companies to Work For”
      • SAS: Great Benefits, Trust, and Work–Life Balance
      • Google: Happiness and People Analytics
      • FedEx: Guaranteed Fair Treatment
      • A “Best Company” Human Resource Philosophy?
    • CHAPTER SECTION SUMMARIES
    • DISCUSSION QUESTIONS
    • INDIVIDUAL AND GROUP ACTIVITIES
    • EXPERIENTIAL EXERCISE
    • APPLICATION CASE: ENRON, ETHICS, AND ORGANIZATIONAL CULTURE
    • CONTINUING CASE: CARTER CLEANING COMPANY
    • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
    • KEY TERMS
    • ETHICS QUIZ ANSWERS
    • ENDNOTES
  • 15 Labor Relations and Collective Bargaining
    • THE LABOR MOVEMENT
      • IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Walmart’s New HR Strategy
      • Why Do Workers Organize?
      • HR AND THE GIG ECONOMY: WILL UBER DRIVERS ORGANIZE?
      • Employee Engagement and Unionization
      • What Do Unions Want?
      • The AFL–CIO and the SEIU
    • UNIONS AND THE LAW
      • Period of Strong Encouragement: The Norris–LaGuardia (1932) and National Labor Relations (or Wagne
      • Period of Modified Encouragement Coupled with Regulation: The Taft–Hartley Act (1947)
      • Unfair Union Labor Practices
    • THE UNION DRIVE AND ELECTION
      • Step 1. Initial Contact
      • Step 2. Obtaining Authorization Cards
      • Step 3. Hold a Hearing
      • Step 4. The Campaign
      • Step 5. The Election
      • How to Lose an NLRB Election
      • Evidence‐Based HR: What to Expect the Union to Do to Win the Election
      • The Supervisor’s Role
      • KNOW YOUR EMPLOYMENT LAW: Rules Regarding Literature and Solicitation
      • Decertification Elections: Ousting the Union
      • IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: France Comes to the Workers’ Aid
    • THE COLLECTIVE BARGAINING PROCESS
      • What Is Collective Bargaining?
      • What Is Good Faith?
      • The Negotiating Team
      • Costing the Contract
      • Bargaining Items
      • Building Negotiating Skills
      • Bargaining Guidelines
      • Impasses, Mediation, and Strikes
      • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: Strike Guidelines
      • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Unions Go Digital
      • The Contract Agreement
    • DEALING WITH DISPUTES AND GRIEVANCES
      • Sources of Grievances
      • The Grievance Procedure
      • Guidelines for Handling Grievances
      • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: How to Handle a Grievance Si
    • THE UNION MOVEMENT TODAY AND TOMORROW
      • What Are Unions Doing About It?
      • Cooperative Labor–Management Relations
    • CHAPTER SECTION SUMMARIES
    • DISCUSSION QUESTIONS
    • INDIVIDUAL AND GROUP ACTIVITIES
    • EXPERIENTIAL EXERCISE
    • APPLICATION CASE: LABOR RELATIONS AT RYANAIR
    • CONTINUING CASE: CARTER CLEANING COMPANY
    • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
    • KEY TERMS
    • ENDNOTES
  • 16 Safety, Health, and Risk Management
    • INTRODUCTION: SAFETY AND THE MANAGER
      • Why Safety Is Important
      • IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Improving Safety Boosts Profits
      • Top Management’s Role in Safety
      • IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Deepwater Horizon
      • The Supervisor’s Role in Accident Prevention
    • MANAGER’S BRIEFING ON OCCUPATIONAL SAFETY LAW
      • OSHA Standards and Record Keeping
      • Inspections and Citations
      • Responsibilities and Rights of Employers and Employees
      • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Sitedocs Digital Workplace Safety
    • WHAT CAUSES ACCIDENTS?
      • What Causes Unsafe Conditions?
      • What Causes Unsafe Acts?
    • HOW TO PREVENT ACCIDENTS
      • Reducing Unsafe Conditions
      • TRENDS SHAPING HR: ROBOTS
      • TRENDS SHAPING HR: LOCATION BEACONS
      • Diversity Counts: Protecting Vulnerable Workers
      • Reducing Unsafe Acts
      • Reducing Unsafe Acts through Screening
      • Reducing Unsafe Acts through Training
      • Reducing Unsafe Acts through Posters, Incentives, and Positive Reinforcement
      • IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Using Positive Reinforcement
      • Reducing Unsafe Acts by Fostering a Culture of Safety
      • Reducing Unsafe Acts by Creating a Supportive Environment
      • Reducing Unsafe Acts by Establishing a Safety Policy
      • Reducing Unsafe Acts by Setting Specific Loss Control Goals
      • Reducing Unsafe Acts through Behavior‐Based Safety and Safety Awareness Programs
      • Reducing Unsafe Acts through Employee Participation
      • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Conducting Safety and Health Audits and Inspections
    • EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
      • Milliken & Company—World‐Class Safety through Employee Engagement
      • Involvement‐Based Employee Engagement
    • WORKPLACE HEALTH HAZARDS: PROBLEMS AND REMEDIES
      • Chemicals and Industrial Hygiene
      • KNOW YOUR EMPLOYMENT LAW: Hazard Communication
      • HR AND THE GIG ECONOMY: TEMP EMPLOYEE SAFETY
      • Asbestos Exposure at Work and Air Quality
      • Alcoholism and Substance Abuse
      • Stress, Burnout, and Depression
      • Solving Computer‐Related Ergonomic Problems
      • Repetitive Motion Disorders
      • Sitting
      • Infectious Diseases
      • Workplace Smoking
    • OCCUPATIONAL SECURITY AND RISK MANAGEMENT
      • Enterprise Risk Management
      • Preventing and Dealing with Violence at Work
      • Securing the Facility
      • Terrorism
      • Cybersecurity
      • Business Continuity and Emergency Plans
      • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Twitter Notifications
    • CHAPTER SECTION SUMMARIES
    • DISCUSSION QUESTIONS
    • INDIVIDUAL AND GROUP ACTIVITIES
    • EXPERIENTIAL EXERCISE
    • APPLICATION CASE: IT’S ALL ABOUT THE DESK CHAIR
    • CONTINUING CASE: CARTER CLEANING COMPANY
    • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
    • KEY TERMS
    • ENDNOTES
  • 17 Managing Global Human Resources
    • THE MANAGER’S GLOBAL CHALLENGE
      • What Is International Human Resource Management?
    • ADAPTING HUMAN RESOURCE ACTIVITIES TO INTERCOUNTRY DIFFERENCES
      • Cultural Factors
      • Legal Factors
      • Economic Systems
      • HR Abroad Example: The European Union
      • HR Abroad Example: China
    • STAFFING THE GLOBAL ORGANIZATION
      • International Staffing: Home or Local?
      • Internationalization Stage, Values, and Staffing Policy
      • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Job Boards Abroad
      • IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Reducing Expatriate Costs
      • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Using Global Virtual Teams
      • Selecting International Managers
      • Diversity Counts: Sending Women Managers Abroad
      • Avoiding Early Expatriate Returns
      • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: Some Practical Solutions to
    • TRAINING AND MAINTAINING EMPLOYEES ABROAD
      • Orienting and Training Employees on International Assignment
      • Ethics and Codes of Conduct
      • Performance Appraisal of International Managers
      • Compensating Managers Abroad
      • Union Relations Abroad
      • Safety Abroad
      • IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: Business Travel
      • Repatriation: Problems and Solutions
    • EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS
      • Engagement around the Globe
    • MANAGING HR LOCALLY: HOW TO PUT INTO PRACTICE A GLOBAL HR SYSTEM
      • IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Hyundai Capital
      • Developing a More Effective Global HR System
      • Making the Global HR System More Acceptable
      • Implementing the Global HR System
    • CHAPTER SECTION SUMMARIES
    • DISCUSSION QUESTIONS
    • INDIVIDUAL AND GROUP ACTIVITIES
    • EXPERIENTIAL EXERCISE
    • APPLICATION CASE: SELLING SAND IN THE DESERT
    • CONTINUING CASE: CARTER CLEANING COMPANY
    • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
    • KEY TERMS
    • ENDNOTES
  • 18 Managing Human Resources in Small and Entrepreneurial Firms
    • THE SMALL BUSINESS CHALLENGE
      • How Small Business Human Resource Management Is Different
      • Diversity Counts: Necessity and the Entrepreneur
      • Why HRM Is Important to Small Businesses
    • USING INTERNET, GOVERNMENT, AND OTHER TOOLS TO SUPPORT THE HR EFFORT
      • Government Tools for Complying with Employment Laws
      • Online Employment Planning and Recruiting Tools
      • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA
      • Small Business Employee Selection Tools
      • IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Everlane
      • Small Business Training Tools
      • Employment Appraisal and Compensation Online Tools
      • Employment Safety and Health Tools
    • LEVERAGING SMALL SIZE WITH FAMILIARITY, FLEXIBILITY, ‐FAIRNESS, AND INFORMALITY
      • Simple, Informal Employee Selection Procedures
      • IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES: A Streamlined Interviewing P
      • Flexibility in Training
      • Flexibility in Benefits and Rewards
      • Fairness and the Family Business
    • USING PROFESSIONAL EMPLOYER ORGANIZATIONS
      • How Do PEOs Work?
      • Why Use a PEO?
      • What Is the Alternative?
    • MANAGING HR SYSTEMS, PROCEDURES, AND PAPERWORK
      • Introduction
      • Basic Components of Manual HR Systems
      • Automating Individual HR Tasks
      • Human Resource Information Systems (HRIS)
      • Improved Transaction Processing
      • Online Self‐Processing
      • Improved Reporting Capability
      • HR System Integration
      • HRIS Vendors
      • TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: HR on the Cloud
    • CHAPTER SECTION SUMMARIES
    • DISCUSSION QUESTIONS
    • INDIVIDUAL AND GROUP ACTIVITIES
    • EXPERIENTIAL EXERCISE
    • APPLICATION CASE: NETFLIX BREAKS THE RULES
    • CONTINUING CASE: CARTER CLEANING COMPANY
    • TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING PERFORMANCE AT THE HOTEL PARIS
    • ENDNOTES
• APPENDICES
  • Appendix A HRCI’s PHR® and SPHR® Certification Body of Knowledge
  • Appendix B About the Society for Human Resource Management (SHRM) Body of Competency & Knowledge® M
  • Appendix C Comprehensive Cases
• Glossary
• Name/Organization Index
• Subject Index

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