Human Resource Management 2nd Edition People, Data, and Analytics

Quản trị nhân sự
Con người, Dữ liệu và Phân tích
Nguồn nhân lực đang nhanh chóng phát triển thành một lĩnh vực giàu dữ liệu nhưng với dữ liệu lớn sẽ đưa ra những quyết định lớn. Các công ty tốt nhất hiểu cách sử dụng dữ liệu để đưa ra quyết định chiến lược về lực lượng lao động và đạt được lợi thế cạnh tranh đáng kể. Quản lý nguồn nhân lực: Con người, dữ liệu và phân tích, Phiên bản thứ hai của Talya Bauer, Berrin Erdogan, David Caughlin và Donald Truxillo giới thiệu cho sinh viên những nguyên tắc cơ bản về quản lý nhân tài với phạm vi phân tích tích hợp trong mỗi chương. Các tính năng gắn liền với năng lực SHRM và bài tập dữ liệu mang đến cho sinh viên cơ hội thực hành để thực hành các kỹ năng phân tích và ra quyết định mà họ cần để vượt trội trong thị trường việc làm ngày nay. Cho dù sinh viên của bạn là nhà quản lý tương lai hay chuyên gia nhân sự tương lai, họ sẽ học các phương pháp hay nhất để quản lý nhân tài trong suốt vòng đời tại nơi làm việc đang thay đổi.

Preface
Acknowledgments
About the Authors
Part I HRM in Context
Chapter 1 Introduction to Human Resource Management
Valuing Employees: The Case of Costco Wholesale
Case Discussion Questions
Introduction
What Is Human Resource Management?
HRM Decision Making in Action
How Do You Know If You Are Making a Good Decision?
Why HRM Matters
People Matter
Organizational Culture Matters
Types of Organizational Culture
How HRM Affects Organizational Culture
The Changing Context of HRM
Changing Demographics
Pandemic Work Impacts
Increasing Globalization
Data and Processing
Gig Economy
Ethical and Corporate Social Responsibility Challenges
HRM as a Profession
Who Is Involved in HRM?
Top Management Teams and HRM
HR Managers and HRM
Line Managers and HRM
HR Practitioners and HR Careers
HR Business Partners and HRM
What Do Employers Look for in HR Applicants?
Salary and Job Outlook
HR Competencies
Staying Up to Date: Evidence-Based Management
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
Data and Analytics Exercise: Correlation Does Not Equal Causation
Chapter 2 Strategic HRM, Data-Informed Decision Making, and HR Analytics
Data Analytics and Artificial Intelligence as HR Tools: The Case of Stanley Black & Decker
Case Discussion Questions
Introduction
Defining Strategy
Strategy Formulation: Developing and Refining a Strategy
Create a Mission, Vision, and Set of Values
Analyze Internal and External Environments
Pick a Strategy Type
Define Specific Objectives to Satisfy Stakeholders
Finalize Strategy
Strategy Implementation: Bringing a Strategy to Life
Contributing to Your Organization’s Strategy
Strategic HRM: Linking Strategy With HRM
The Origins of Strategic HRM
Organizational Performance and the Balanced Scorecard
Identifying Best Practices
Systems Thinking: Considering the System and Context
How Does a System of HR Practices Influence Organizational Outcomes?
Strategic HRM, Data-Informed Decision Making, and HR Analytics
Defining HR Analytics
Identifying HR Analytics Competencies
Understanding the Levels of HR Analytics
HR Analytics and the Scientific Process
Step 1: Identifying the Problem
Step 2: Doing Background Research
Step 3: Forming a Hypothesis
Step 4: Testing the Hypothesis via Experimentation
Qualitative Versus Quantitative Data
Big Data Versus Little Data
Data Collection and Measurement
Step 5: Analyzing the Data
Qualitative Data Analysis
Quantitative Data Analysis
Biases in Model Building, Testing, and Interpretation
Step 6: Communicating the Results
Ensuring HR Analytics Success
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
Data and Analytics Exercise: Describing Your Data
Chapter 3 Data Management and Human Resource Information Systems
Analytics-Driven Decisions: The Case of JetBlue
Case Discussion Questions
Introduction
Managing Data
Enterprise Resource Planning Systems
Human Resource Information Systems (HRIS)
Opportunities for Data Management and HRIS
Track the Employee Life Cycle
The Value of Automated, Employee-Centered HR Functionality
Data Availability for Metrics and Analytics
Data Quality
Data Structure and Storage
Data Visualizations
Challenges for Data Management and HRIS
Cost
Traditional HR Skill Sets
Data Privacy Concerns
Recognizability of an Inpidual’s Data
Social Security Numbers
Data Security Concerns
Approaches for Maintaining Data Security
Developing a Human Resource Information System
Step 1: Initial Assessment
Step 2: Assessing Organizational Needs and Project Parameters
Step 3: Evaluating Available Platforms
Step 4: Designing the System
Step 5: Choosing a Vendor
Implementing a Human Resource Information System
Managing Resistance to Change
Organizational Culture and Realistic Timelines for Change
Refreezing and Maintaining the New System
Getting Technical: Core Information System Concepts
Database Management
Table
Key Variable
Form
Query
Report
System Users
Other Users
System Architectures
Traditional Tiered Architectures
Cloud-Based Architectures
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
Data and Analytics Exercise: Data Cleaning
Chapter 4 Diversity, Equity, and Inclusion (DEI), and Equal Employment Laws
Diversity, Equity, and Inclusion as a Business Priority: The Case of Accenture
Case Discussion Questions
Introduction
The Importance of DEI
Why Is Effective Management of Diversity Important?
Why Is DEI Still Challenging to Achieve?
Similarity-Attraction
Stereotypes and Unconscious Biases
Microaggressions
An Overview of Equal Employment Opportunity Laws
Equal Pay Act of 1963 (EPA)
Title VII of the Civil Rights Act
What Is Discrimination Under Title VII?
Disparate Treatment
Disparate Impact
Manager’s Toolbox: Avoiding Illegal Interview Questions and Employment Practices
Title VII and Harassment
Title VII and Special Considerations Regarding Sex Discrimination
Title VII, Race, and Color
Title VII and Religion
Title VII and National Origin
Additional Antidiscrimination Acts and Protections
Laws Protecting Pregnant Employees
Age Discrimination in Employment Act of 1967 (ADEA)
Americans with Disabilities Act (ADA) of 1990
Creating Inclusive Environments for Neuropersity
Genetic Information Nondiscrimination Act (GINA) of 2008
Lilly Ledbetter Fair Pay Act of 2009
Protections for LGBTQ+ Workers
Laws Protecting Military Personnel and Veterans
Diversity and Inclusion in the Age of HR Analytics
Should Companies Use Affirmative Action?
How to Comply With EEO Regulations
Internal Complaint Mechanisms
DEI Initiatives
Big Data as a Pathway to Increasing Diversity and Inclusion
Internal Audits
Pay Audits
Big Data and Legal Compliance
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
Data and Analytics Exercise: Using the Chi-Square Test to Assess Disparate Impact
Chapter 5 The Analysis and Design of Work
Redesigning Work: Office, Remote Work, or Blended
Case Discussion Questions
Introduction
The Analysis of Work and Its Critical Role in HR Practice
Technical Terms Used in Job Analysis and Competency Modeling
Manager’s Toolbox: Some Basics of Job Descriptions
What Are the Purposes of Job Analysis?
Seeing the Big Picture: Work Flow Analysis
Collecting Job Analysis Data
Logistical Issues in Job Analysis
Preparing SMEs for Job Analysis
Specific Job Analysis Methods and Approaches
Task–KSAO Analysis
Develop an Initial List of Tasks and KSAOs
Document the Criticality of Tasks and KSAOs
Demonstrate That the KSAOs Are Linked to Critical Tasks
Critical Incidents Technique
Position Analysis Questionnaire
Occupational Information Network (O*NET)
Competency Modeling
Designing Jobs to Enhance Motivation, Attitudes, Well-Being, and Performance
Job Design Considerations
How Effective Are Job Design Considerations for Predicting Employee Outcomes?
Job Crafting
Flexible Work Arrangements
Contingent Employees
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
Data and Analytics Exercise: Evaluating Task–KSAO Analysis Data
Part II Managing the Talent Life Cycle
Chapter 6 Workforce Planning and Recruitment
Creating a College Recruitment Pipeline: The Case of PwC
Case Discussion Questions
Introduction
Understanding the Labor Landscape: Workforce Planning and Forecasting
Workforce Planning
Succession Planning and Leadership Development
Labor Market Conditions
Workforce Labor Shortages
Workforce Labor Surpluses
Talent Analysis
The Recruiting Process
Why Recruitment Matters
Recruitment Strategy
Recruitment Objectives
Strategy Development
Recruitment Activities
The Role of Recruiters in the Recruitment Process
Stages of Recruitment
Generating Applicants
Applicant Quantity and Quality
Realistic Job Previews
Recruitment Sources
Unadvertised Jobs
Internal Recruiting Sources
External Recruitment Sources
Company Websites
Internal Transfers and Promotions
Internal Job Boards
Alumni Employees
Employee Referrals
Search Firms
University Relationships
Internship Programs
External Job Boards
Social Networking Sites
Employment Agencies
Freelance Employees
Walk-Ins
Hiring From Competitors
Recruiting for Diversity
Gender Diversity
Racial Diversity
Age Diversity
Veterans
Differently Abled Inpiduals
A Broader View of Workforce Planning and Recruitment
Recruitment Results: Evaluating Effectiveness and Metrics
Manager’s Toolbox: Common Recruitment Key Performance Indicator (KPI) Metrics
Generating Applicants
Maintaining Applicant Participation
Job Acceptance
After New Employee Organizational Entry
Maintaining Applicant Interest and Participation
Treatment During Recruitment
Interviews
Site Visits
Influencing Job Choice
Organizational Image, Brand, and Reputation
Organizational Fit
Job Features
Alternative Offers
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
Data and Analytics Exercise: The Transition Matrix and Evaluating Movement Into, Through, and Out of an Organization
Chapter 7 Selection Processes and Procedures
Overcoming Discrimination in AI-Assisted Hiring: The Data and Trust Alliance
Case Discussion Questions
Introduction
Setting the Stage for Selection: Job Analysis, Recruitment, and Legal Issues
Job Analysis
Using Recruitment to Enhance Hiring Decisions
Legal and Ethical Issues in Hiring
Data-Driven Criteria for Choosing Selection Procedures: Reliability, Validity, and Utility
Ensuring the Quality of Selection Measures: Reliability and Validity
Reliability
Validity
Analytics: Showing the Importance of Validity in Hiring Decisions
Do Organizations Have to Do Their Own Validity Research?
Selection Utility
Strategically Choosing and Combining Selection Procedures
Selection Procedures
Interviews
Unstructured Interviews
Structured Interviews
Manager’s Toolbox: Best Practices: How to Add More Interview Structure
Personality Tests
Five Factor Model (FFM) or the “Big Five”
Integrity Tests
Cognitive Ability Tests
Work Samples, Situational Judgment Tests (SJTs), and Assessment Centers
Work Samples
Situational Judgment Tests (SJTs)
Assessment Centers
Biographical Data and Related Methods
Training and Experience Forms
Biodata
Résumés
Using Résumés for Job Applications
References and Background Checks
Physical Ability Tests
Current Issues in Selection
Applicant Reactions to Selection Methods and Procedures
Deployment of Selection Procedures
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
Data and Analytics Exercise: Weighting Predictors via Regression
Chapter 8 Training, Development, and Careers
Training to Support the Nation’s Workforce: The Case of Google
Case Discussion Questions
Introduction
The Importance of Training in Organizations
Training Needs Assessment
Organizational Analysis
Organizational Goals and Strategies
Organizational Culture
Organizational Resources
External Environment
Job Analysis
Person Analysis
Identifying KSAOs and Candidates for Development
Trainee Demographics
Developing Training Goals
Enhancing Learning
Trainee Characteristics
Organizational Context: Enhancing Transfer
Training Delivery Characteristics
Training Methods
On-the-Job Training
Lectures
Simulators
Programmed Instruction
eLearning
Behavioral Modeling Training
Training for Specific Purposes
Diversity Training
Training to Increase Team Effectiveness
Training for Managers and Leaders
Contemporary Workplace Training Methods
Onboarding New Employees
Effective Organizational Onboarding
Manager’s Toolbox: What Can Managers Do to Maximize Onboarding Success?
Effective Newcomer Onboarding Behaviors
Evaluating the Effectiveness of Training Programs
Measures of Training Effectiveness
Analyzing the Effects of Training on Training Criteria
Career Development and Management
Career Management Activities
Career Movements
Which Key Factors Can Affect Careers?
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
Data and Analytics Exercise: Evaluating a Training Program
Chapter 9 Performance Management
Transforming Performance Management at AstraZeneca
Case Discussion Questions
Introduction
What Is Performance Management?
Objectives of Performance Appraisals
Giving Employees Feedback
Development and Problem Solving
Decision Making
Data Analytics
Legal Purposes
Challenges of Conducting Fair and Objective Performance Appraisals
Performance Appraisals as a Measurement Tool
Performance Ratings as Motivated Action
Characteristics of Effective Performance Appraisal Systems
Strategic Alignment
Perceived Fairness
Accuracy
Practicality
Design Features of Performance Management Systems
Determining the Purposes and Desired Outcomes of Performance Appraisals
Defining Performance
Trait Appraisals
Behavioral Appraisals
Results-Based Appraisals
Goal Setting
Electronic Monitoring
Choosing the Rating Method
Absolute Ratings
Relative Rankings
Qualitative Assessment
Choosing the Source of Performance Information
Managers
Coworkers
Direct Reports
Customers
Self-Assessment
360-Degree Feedback
Choosing the Ratee
Deciding How Closely to Link Performance Ratings to Compensation
Conducting Fair Performance Reviews
Factors Leading to Rating Errors
Impression Management
Stereotypes and Bias
Liking
Rater Motivation
Improving the Effectiveness of Performance Management
Training Managers and Employees
Increasing Rater Accountability
Having Raters Keep Records of Employee Performance
Auditing the System
Teaching Managers How to Be Good Coaches and Build Trust
Manager’s Toolbox: Feedback Delivery Best Practices
Developing a Feedback Culture
Establishing Performance Improvement Plans (PIP)
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
Data and Analytics Exercise: Using Predictive Analytics to Understand Performance
Chapter 10 Managing Employee Separations and Retention
Understanding Workplace Interactions to Increase Employee Retention: The Case of Humanyze
Case Discussion Questions
Introduction
Voluntary Turnover
Costs of Voluntary Turnover
Causes of Voluntary Turnover
Managing Employee Retention
Gain Upper-Management Support
Ensure That Pay, Benefits, and Working Conditions Are Competitive
Leverage Engagement and Attitude Surveys
Utilize Exit Interviews
Hire for Fit
Structure Onboarding Experiences
Invest in High-Commitment HR Practices
Focus on Turnover Predictors
Learn How to Cope With Turnover
Managing Relations With Former Employees
Manager’s Toolbox: Retaining Top Talent
Retirements
Involuntary Turnover
Dismissals
Costs of Dismissals
When to Dismiss an Employee
The Legal Side of Dismissals
The Dismissal Interview
Explaining the Decision to the Team
Layoffs
Costs of Layoffs
Benefits of Job Security
Deciding Layoff Criteria
The Legal Side of Layoffs
Delivering the Message
Severance Pay
Outplacement Assistance
Managing Survivors
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
Data and Analytics Exercise: How High Is Your Turnover?
Part III Reward Systems
Chapter 11 Developing a Pay Structure
Location-Based Pay Reductions for Remote Workers
Case Discussion Questions
Introduction
Pay as a Reward
Reward Systems
Relational Returns
Total Compensation
Fairness of Rewards
Equity Theory
Manager’s Toolbox: Restoring Employees’ Perceptions of Equity
Organizational Justice Theory
Developing a Pay Structure
Ensuring Internal Equity
Job Structure
Job Evaluation
Ensuring External Equity
Labor and Product Markets
Market Strategies
Market Reviews
Match Job Descriptions
Apply Aging Factor
Apply Survey Weights
Integrating Internal Equity and External Equity
Market Pay Line
Pay Policy Line
Pay Grades
Ensuring Inpidual Equity
Ensuring Legal Compliance
Fair Labor Standards Act
Overtime
Minimum Wage
Hours Worked and Recordkeeping
Executive Order 11246
National Labor Relations Act
Internal Revenue Code
Person-Based Pay Structures
Executive Pay
Pay Administration
Pay Compression and Inversion
Adherence to Pay Policies
Pay Transparency and Pay Secrecy
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
Data and Analytics Exercise: Evaluating Pay Compression
Chapter 12 Rewarding Performance
Performance Bonuses: The Case of Wall Street Investment Bankers and Traders
Case Discussion Questions
Introduction
Pay as a Motivator
Understanding Motivation
Extrinsic Motivation
Intrinsic Motivation
Motivation and Performance
Theories of Motivation
Reinforcement Theory
Expectancy Theory
Manager’s Toolbox: Evaluating Pay-for-Performance Programs Using Expectancy Theory
Goal-Setting Theory
Strategy and Pay for Performance
Pay-for-Performance Programs
Inpidual Pay-for-Performance Programs
Merit Pay
Bonuses
Spot Awards
Inpidual Incentives
Sales Commissions
Group Pay-for-Performance Programs
Team Rewards
Gainsharing
Profit Sharing
Employee Stock Ownership Plans
Challenges and Opportunities in Rewarding Performance
Performance Measurement
Incentive and Sorting Effects
Labor Costs
Unintended Behavioral Consequences
Organizational Citizenship Behaviors
Unethical Behaviors
Effort and Cooperation
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
Data and Analytics Exercise: Evaluating Compensation
Chapter 13 Managing Benefits
Providing Mental Health Benefits to Workers
Case Discussion Questions
Introduction
Benefits as Rewards
Legally Required Benefits
Social Security
Retirement Income
Survivor Benefits
Disability Income
Medicare
Workers’ Compensation
Unemployment Insurance
Family and Medical Leave
Additional Health Care Requirements
Voluntary Benefits
Health Care Programs
Medical Plans
Traditional-Care Plans
Managed-Care Plans
Health Savings Options
Dental and Vision Plans
Manager’s Toolbox: Health Care Terminology and Concepts
Disability Insurance Programs
Retirement Programs
Defined-Benefit Plans
Defined-Contribution Plans
Inpidual Retirement Plans
Life Insurance Programs
Wellness Programs
Work–Life Programs
Payment for Time Not Worked
Compensatory Time Off
Child and Elder Care
Flextime and Remote Work
College Savings Plans
Educational-Assistance Programs
Legal-Services and Identity-Theft Benefits
Perquisites and Other Benefits
Administering Benefits Programs
Flexible Benefits Plans
Taxes and Accounting
Discrimination
Selecting Benefits
Communicating Benefits Programs
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
Data and Analytics Exercise: Evaluating Employees’ Satisfaction With Benefits
Part IV Special Topics in HR
Chapter 14 Employee and Labor Relations
The First Amazon Plant to Unionize: The Case of the JFK8 Amazon Fulfillment Center
Case Discussion Questions
Introduction
Factors Influencing Employee Relations
Culture
Fair Treatment and Voice
Working Conditions
Employment Laws
Unions
Organizational Policies and Procedures
Employee Handbooks
Examples of Types of Organizational Policies
Legally Required Information
Code of Conduct
Leave Policy
Appearance
Social Media
The Labor Movement
Reasons Employees Unionize
Job Dissatisfaction
Working Conditions
Employee Disengagement
Why Do Some Organizations Resist Unionization?
Profit Concerns
Decreased Autonomy
Unions and Laws
Norris-LaGuardia Act (1932)
National Labor Relations (or Wagner) Act (1935)
Labor Management Relations Act (1947)
Labor–Management Reporting and Disclosure Act (LMRDA) (1959)
Right-to-Work Laws
Trends in Union Membership
Union Membership in the United States
Global Unionization
Union Formation and Dissolution
Steps to Forming a Union
Decertifying Unions
The Collective Bargaining Process
Conflict Management Approaches
Negotiation Phase and Collective Bargaining Content
Phase 1: Investigation
Phase 2: BATNA Determination
Phase 3: Presentation
Phase 4: Bargaining and Content of a Labor Agreement
Phase 5: Closure
Failure to Reach an Agreement
Alternative Dispute Resolution
Mediation
Fact Finders
Arbitration
Strikes and Work Stoppages
Disputes and Grievances
Step 1: Inform
Step 2: Evaluate
Step 3: Escalation
Step 4: External Resolution
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
Data and Analytics Exercise: Using Opinion Survey Data to Gauge Employee Satisfaction
Chapter 15 Employee Safety, Well-Being, and Wellness
Well-Being in the Medical Profession
Case Discussion Questions
Introduction
The Role of HRM in Worker Safety and Health
The Case for Employee Well-Being
The Legal Backdrop: Government Agencies and Resources
Workplace Safety
Workplace Safety Outcomes and Their Antecedents
Other Antecedents of Workplace Safety
OSHA Regulations and Compliance
Ergonomics and Office Design
Cybersecurity
Workplace Stress
Challenge and Hindrance Stressors
Work–Life Balance
Ways for Organizations to Reduce Stress
Determine the Sources of Employee Stress
Eliminate the Root Causes of Employee Stress Before Looking for Fixes
Training Programs
Encourage and Allow for Employee Recovery Experiences
Consider How to Redesign Work and Work Areas to Fit Employee Needs
Support the “Corporate Athlete”
Employee Wellness Programs
Benefits of Wellness Programs
Types of Wellness Programs
Employee Assistance Programs (EAPs)
Best Practices for Implementing Wellness Programs and the Role of HRM
Manager’s Toolbox: Tips for Implementing an Effective Wellness Program
Workplace Interventions: Solutions to Address Specific Well-Being Issues
Improving Work–Life Balance
Enhancing Safety Through Improved Leadership and Communication
Addressing the Needs of Specific Occupations
Total Worker Health®: An Integrated Approach to Worker Well-Being
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
Data and Analytics Exercise: Investigating Employee Stress
Chapter 16 Opportunities and Challenges in International HRM
Managing a Remote Workforce Around the Globe: The Case of Remote.com
Case Discussion Questions
Introduction
Global Transfer of HR Practices
Important Considerations When Transferring HR Practices Across Borders
Legal Context
Unionization Rates
Cultural Differences
Causes and Forms of Internationalization
Managing HR Globally
Recruitment and Selection
Motivating, Rewarding, and Managing Employees
Employee Separations
Handling of Personal Data
Management of Expatriates
Benefits and Downsides of Using Expatriates
Expatriate Adjustment
Spouse Adjustment
Language Ability
Manager’s Toolbox: Being Effective in Global Teams
Cultural Distance
Expatriate Personality
Job Characteristics
Support
Preparing Expatriates for Assignments
Selecting Expatriates
Cultural Training
Relocation Assistance
Compensation
Risk Management
Special Considerations Relating to Women and LGBTQ+ Employees as Expatriates
Repatriation
Alternatives to Long-Term Relocation Assignments
Digital Nomads
Chapter Summary
Key Terms
HR Reasoning and Decision-Making Exercises
Data and Analytics Exercise: Managing Expatriates Using Data
Appendix: 2022 SHRM Body of Applied Skills and Knowledge (BASK)
Glossary
Endnotes
Index