Fundamentals of Human Resource Management 1st Edition - For Competitive Advantage

PrefaceAbout the Authors1 Managing Employees for Competitive AdvantageManaging EmployeesWhat’s in a Name?The Costs and Benefits of Managing HRFramework for the Strategic Management of EmployeesPrimary HR ActivitiesWork Design and Workforce PlanningJob Design and Job AnalysisWorkforce PlanningManaging Employee CompetenciesRecruitmentSelectionLearning and DevelopmentManaging Employee Attitudes and BehaviorsPerformance ManagementCompensation and IncentivesEmployee Benefits, Health, and WellnessHR Activity AlignmentHR ChallengesChallenge 1: Meeting Organizational DemandsStrategyCompany CharacteristicsOrganizational CultureEmployee ConcernsChallenge 2: Environmental InfluencesLabor Force TrendsTechnologyGlobalizationEthics and Social ResponsibilityChallenge 3: Regulatory IssuesImpact of COVID-19 on Human Resource Management PracticesThe Road Map for This BookChapters 1–3: HR ChallengesChapters 4–5: Work Design and Workforce PlanningChapters 6–8: Managing Employee CompetenciesChapters 9–12: Managing Employee Attitudes and BehaviorsChapters 13–14: Special Topics2 Organizational Demands and Environmental InfluencesThe Importance of ContextMeeting Organizational DemandsStrategyCompany CharacteristicsOrganizational CultureEmployee ConcernsEnvironmental InfluencesLabor Force TrendsTechnologyGlobalizationEthics and Social Responsibility3 Regulatory IssuesEqual Employment Opportunity and Other Workplace LawsIntroduction to Equal Employment Opportunity (EEO)Protected ClassificationsBona Fide Occupational Qualification (BFOQ) and Business NecessityDiscriminatory PracticesHarassmentRetaliationEqual Employment LegislationEqual Pay Act of 1963 (EPA)Title VII of the Civil Rights Act of 1964 (CRA 64)Pregnancy Discrimination Act of 1978 (PDA)Civil Rights Act of 1991 (CRA 91)Age Discrimination in Employment Act of 1967 (ADEA)Americans with Disabilities Act of 1990 (ADA) and ADA Amendments Act of 2008 (ADAA)Title II of the Genetic Information Nondiscrimination Act of 2008 (GINA)Use of Social Media and Employment DiscriminationEEO Responsibilities of Multinational EmployersFiling Process for Discrimination ChargesExecutive Orders and Affirmative ActionExecutive Order 11246 (EO 11246)Affirmative ActionRelated Employment LegislationImmigration Reform and Control Act of 1986 (IRCA)Family and Medical Leave Act of 1993, 2008 (Fmla)Vietnam Era Veteran’s Readjustment Assistance Act of 1974 (VEVRAA)Uniformed Services Employment and Reemployment Rights Act of 1994 (USERRA)Fair Employment PracticesEmployment-at-Will and Wrongful DischargeRegulatory Issues and Competitive Advantage4 Job Design and Job AnalysisThe Importance of Job Design and Job AnalysisJob DesignEfficiency Approaches to Job DesignMotivational Approaches to Job DesignWhich Approach to Use? Balancing Efficiency and Motivational ApproachesEmployee Concerns and Job DesignJob AnalysisJob InformationJob Analysis TechniquesJob Descriptions and Job SpecificationsJob Design and Analysis In the Context of the Business5 Workforce PlanningThe Importance of Workforce PlanningWorkforce PlanningForecasting Labor Supply and Labor DemandInternal FactorsExternal FactorsTactics Firms Use to Balance Their Supply and Demand for LaborLabor Shortage TacticsLabor Surplus TacticsGlobal Labor IssuesWorkforce Planning In the Context of the Business6 RecruitmentThe Purpose of RecruitmentThe Recruitment ProcessInternal RecruitmentExternal RecruitmentCompany Characteristics and RecruitmentRecruiting GloballyMaximizing Recruitment EffectivenessPreparing Recruitment AdvertisementsDeveloping a Recruitment Value PropositionWriting a Recruitment MessageRecruitersReviewingRealistic Job PreviewsRecruitment Follow-UpRecruitment in the Context of the Business7 SelectionSelection DefinedHow Employee Selection Processes Affect the Performance of FirmsPerson–Job FitStandards for an Effective Selection ProcessReliabilityValidityUnbiasedSelection Methods: Initial ScreeningApplications and RésumésBehavioral AssessmentsScreening InterviewsSelection Methods: Final ScreeningEmployment TestsInterviewsReference Checks, Background Checks, Credit Reports, and Honesty TestsAssessment CentersBiodataDrug TestsMedical ExaminationsChoosing Among Selection MethodsCompensatory ApproachMultiple-Hurdle ApproachMultiple-Cutoff ApproachChoosing a Scoring MethodGlobalization and SelectionThe Labor Market at HomeLabor Market AbroadSelection in the Context of the Business8 Learning and DevelopmentThe Purpose of Learning and DevelopmentEmployee OrientationOnboardingLearning, Training, and Development DefinedDesigning an Effective Training ProcessPart 1: Needs AssessmentPart 2: DesignPart 3: ImplementationPart 4: EvaluationCareer DevelopmentCompetency AnalysisCareer Development ActivitiesTrends in Career DevelopmentLearning and Development in a Global ContextLearning and Development In the Context of the Business9 Performance ManagementWhy Performance Management Is So ImportantPurposes of Performance ManagementStep 1: Identifying Performance DimensionsStep 2: Developing Performance MeasuresValid MeasuresPerformance Measurement StandardsSpecificityStep 3: Evaluating Employee PerformanceIndividual ComparisonsAbsolute Approaches: Measuring Traits and BehaviorsResults-Based ApproachesSources of Performance DataWeighting Performance CriteriaPerformance Measurement ErrorsStep 4: Providing FeedbackWhen to Appraise EmployeesThe Feedback MeetingStep 5: Developing Action Plans to Improve Employee PerformanceUnderstanding the Causes of Poor PerformanceTaking ActionGlobalization and Performance ManagementTrends in Performance ManagementDisciplining EmployeesPerformance Management in the Context of the Business10 Compensating EmployeesThe Purpose of CompensationTotal CompensationEquity TheoryInternal AlignmentJob RankingJob ClassificationPoint MethodFactor ComparisonExternal CompetitivenessSalary SurveysJob PricingCompany Pay PolicyPay Grades and Pay RangesBroadbandingPay for Individual EmployeesAlternative Compensation ApproachesSkill-Based Pay and Knowledge-Based PayCompetency-Based PayMarket PricingRegulatory IssuesAdministering CompensationGlobalization and CompensationWhere Pay Decisions Are MadeAcceptableness of CompensationPay RatesCompensating Employees in the Context of the Business11 Incentives and RewardsWhy Are Incentive Plans Important?How Incentives WorkTheories of MotivationTypes of Incentive PlansIndividual Incentive PlansIncentive Plans for a Virtual WorkforceGroup/Organizational IncentivesExecutive Compensation: Pay and IncentivesWhat Makes an Incentive Plan Effective?Globalization and Incentive PlansIncentives and Rewards in the Context of the Business12 Employee Benefits and Safety ProgramsEmployee Benefits and Safety ProgramsBenefits and Safety PhilosophyMandatory BenefitsSocial SecurityUnemployment Insurance (UI)Workers’ Compensation InsuranceThe Patient Protection and Affordable Care Act (ACA) Employer Shared Responsibility ProvisionsVoluntary BenefitsHealth and Wellness ProgramsLife Management BenefitsRetirement BenefitsBenefits AdministrationDelivery of Benefits InformationGlobalization and BenefitsSafety ProgramsPrograms Related to the Occupational Safety and Health Act (OSH Act)Workplace Violence ProgramsErgonomic ProgramsBenefits and Safety Programs in the Context of the Business13 Labor Unions and Employee ManagementLabor Relations OverviewBrief History of Labor Union Movement in the United StatesGovernment Regulation of Labor UnionsRailway Labor Act of 1926Norris-Laguardia Act of 1932Wagner Act (National Labor Relations Act of 1935)Taft-Hartley Act (Labor Management Relations Act of 1947)Landrum-Griffin Act (Labor-Management Reporting and Disclosure Act of 1959)Types of UnionsLocal UnionsInternational UnionsThe Union Organizing ProcessRole of Employees, Employers, and Union OrganizersCard Checks and Neutrality AgreementsCollective BargainingGood Faith BargainingBad Faith BargainingNegotiating the AgreementThe Grievance ProcessThe NLRB’s Role in Unfair Labor PracticesDecertificationCorporate CampaignsPublic-Sector Labor RelationsTrends in Labor RelationsChanges in Union ActivitiesSocial Media and Union ActivityNew Forms of Worker OrganizationsGlobal Trends14 Creating High-Performing HR SystemsPrinciples of High-Performing HR SystemsExternal Fit: Aligning HR Activities with HR ChallengesInternal Fit: Aligning HR Activities with One AnotherAligning HR Systems with Employees’ ContributionsManaging the Employment PortfolioStrategic ValueUniquenessMapping Your Employment PortfolioEvaluating Your HR System: The HR ScorecardStep 1: Identify Your Firm’s Strategic Performance DriversStep 2: Evaluate Your Firm’s External AlignmentStep 3: Evaluate Your Firm’s Internal AlignmentBuilding Your Own High-Performing OrganizationCustomizing Your HR ScorecardBeing ConsistentBeing SpecificFollowing Up on the Implementation of a RedesignGlossaryNoteIndex