Human Resource Management 2nd Edition People, Data, and Analytics
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Quản trị nhân sựCon người, Dữ liệu và Phân tíchNguồn 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.
- PrefaceAcknowledgmentsAbout the AuthorsPart I HRM in Context
- Chapter 1 Introduction to Human Resource ManagementValuing Employees: The Case of Costco WholesaleCase Discussion QuestionsIntroductionWhat Is Human Resource Management?HRM Decision Making in ActionHow Do You Know If You Are Making a Good Decision?Why HRM MattersPeople MatterOrganizational Culture MattersTypes of Organizational CultureHow HRM Affects Organizational CultureThe Changing Context of HRMChanging DemographicsPandemic Work ImpactsIncreasing GlobalizationData and ProcessingGig EconomyEthical and Corporate Social Responsibility ChallengesHRM as a ProfessionWho Is Involved in HRM?Top Management Teams and HRMHR Managers and HRMLine Managers and HRMHR Practitioners and HR CareersHR Business Partners and HRMWhat Do Employers Look for in HR Applicants?Salary and Job OutlookHR CompetenciesStaying Up to Date: Evidence-Based ManagementChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesData and Analytics Exercise: Correlation Does Not Equal Causation
- Chapter 2 Strategic HRM, Data-Informed Decision Making, and HR AnalyticsData Analytics and Artificial Intelligence as HR Tools: The Case of Stanley Black & DeckerCase Discussion QuestionsIntroductionDefining StrategyStrategy Formulation: Developing and Refining a StrategyCreate a Mission, Vision, and Set of ValuesAnalyze Internal and External EnvironmentsPick a Strategy TypeDefine Specific Objectives to Satisfy StakeholdersFinalize StrategyStrategy Implementation: Bringing a Strategy to LifeContributing to Your Organization’s StrategyStrategic HRM: Linking Strategy With HRMThe Origins of Strategic HRMOrganizational Performance and the Balanced ScorecardIdentifying Best PracticesSystems Thinking: Considering the System and ContextHow Does a System of HR Practices Influence Organizational Outcomes?Strategic HRM, Data-Informed Decision Making, and HR AnalyticsDefining HR AnalyticsIdentifying HR Analytics CompetenciesUnderstanding the Levels of HR AnalyticsHR Analytics and the Scientific ProcessStep 1: Identifying the ProblemStep 2: Doing Background ResearchStep 3: Forming a HypothesisStep 4: Testing the Hypothesis via ExperimentationQualitative Versus Quantitative DataBig Data Versus Little DataData Collection and MeasurementStep 5: Analyzing the DataQualitative Data AnalysisQuantitative Data AnalysisBiases in Model Building, Testing, and InterpretationStep 6: Communicating the ResultsEnsuring HR Analytics SuccessChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesData and Analytics Exercise: Describing Your Data
- Chapter 3 Data Management and Human Resource Information SystemsAnalytics-Driven Decisions: The Case of JetBlueCase Discussion QuestionsIntroductionManaging DataEnterprise Resource Planning SystemsHuman Resource Information Systems (HRIS)Opportunities for Data Management and HRISTrack the Employee Life CycleThe Value of Automated, Employee-Centered HR FunctionalityData Availability for Metrics and AnalyticsData QualityData Structure and StorageData VisualizationsChallenges for Data Management and HRISCostTraditional HR Skill SetsData Privacy ConcernsRecognizability of an Individual’s DataSocial Security NumbersData Security ConcernsApproaches for Maintaining Data SecurityDeveloping a Human Resource Information SystemStep 1: Initial AssessmentStep 2: Assessing Organizational Needs and Project ParametersStep 3: Evaluating Available PlatformsStep 4: Designing the SystemStep 5: Choosing a VendorImplementing a Human Resource Information SystemManaging Resistance to ChangeOrganizational Culture and Realistic Timelines for ChangeRefreezing and Maintaining the New SystemGetting Technical: Core Information System ConceptsDatabase ManagementTableKey VariableFormQueryReportSystem UsersOther UsersSystem ArchitecturesTraditional Tiered ArchitecturesCloud-Based ArchitecturesChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesData and Analytics Exercise: Data Cleaning
- Chapter 4 Diversity, Equity, and Inclusion (DEI), and Equal Employment LawsDiversity, Equity, and Inclusion as a Business Priority: The Case of AccentureCase Discussion QuestionsIntroductionThe Importance of DEIWhy Is Effective Management of Diversity Important?Why Is DEI Still Challenging to Achieve?Similarity-AttractionStereotypes and Unconscious BiasesMicroaggressionsAn Overview of Equal Employment Opportunity LawsEqual Pay Act of 1963 (EPA)Title VII of the Civil Rights ActWhat Is Discrimination Under Title VII?Disparate TreatmentDisparate ImpactManager’s Toolbox: Avoiding Illegal Interview Questions and Employment PracticesTitle VII and HarassmentTitle VII and Special Considerations Regarding Sex DiscriminationTitle VII, Race, and ColorTitle VII and ReligionTitle VII and National OriginAdditional Antidiscrimination Acts and ProtectionsLaws Protecting Pregnant EmployeesAge Discrimination in Employment Act of 1967 (ADEA)Americans with Disabilities Act (ADA) of 1990Creating Inclusive Environments for NeurodiversityGenetic Information Nondiscrimination Act (GINA) of 2008Lilly Ledbetter Fair Pay Act of 2009Protections for LGBTQ+ WorkersLaws Protecting Military Personnel and VeteransDiversity and Inclusion in the Age of HR AnalyticsShould Companies Use Affirmative Action?How to Comply With EEO RegulationsInternal Complaint MechanismsDEI InitiativesBig Data as a Pathway to Increasing Diversity and InclusionInternal AuditsPay AuditsBig Data and Legal ComplianceChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesData and Analytics Exercise: Using the Chi-Square Test to Assess Disparate Impact
- Chapter 5 The Analysis and Design of WorkRedesigning Work: Office, Remote Work, or BlendedCase Discussion QuestionsIntroductionThe Analysis of Work and Its Critical Role in HR PracticeTechnical Terms Used in Job Analysis and Competency ModelingManager’s Toolbox: Some Basics of Job DescriptionsWhat Are the Purposes of Job Analysis?Seeing the Big Picture: Work Flow AnalysisCollecting Job Analysis DataLogistical Issues in Job AnalysisPreparing SMEs for Job AnalysisSpecific Job Analysis Methods and ApproachesTask–KSAO AnalysisDevelop an Initial List of Tasks and KSAOsDocument the Criticality of Tasks and KSAOsDemonstrate That the KSAOs Are Linked to Critical TasksCritical Incidents TechniquePosition Analysis QuestionnaireOccupational Information Network (O*NET)Competency ModelingDesigning Jobs to Enhance Motivation, Attitudes, Well-Being, and PerformanceJob Design ConsiderationsHow Effective Are Job Design Considerations for Predicting Employee Outcomes?Job CraftingFlexible Work ArrangementsContingent EmployeesChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesData and Analytics Exercise: Evaluating Task–KSAO Analysis DataPart II Managing the Talent Life Cycle
- Chapter 6 Workforce Planning and RecruitmentCreating a College Recruitment Pipeline: The Case of PwCCase Discussion QuestionsIntroductionUnderstanding the Labor Landscape: Workforce Planning and ForecastingWorkforce PlanningSuccession Planning and Leadership DevelopmentLabor Market ConditionsWorkforce Labor ShortagesWorkforce Labor SurplusesTalent AnalysisThe Recruiting ProcessWhy Recruitment MattersRecruitment StrategyRecruitment ObjectivesStrategy DevelopmentRecruitment ActivitiesThe Role of Recruiters in the Recruitment ProcessStages of RecruitmentGenerating ApplicantsApplicant Quantity and QualityRealistic Job PreviewsRecruitment SourcesUnadvertised JobsInternal Recruiting SourcesExternal Recruitment SourcesCompany WebsitesInternal Transfers and PromotionsInternal Job BoardsAlumni EmployeesEmployee ReferralsSearch FirmsUniversity RelationshipsInternship ProgramsExternal Job BoardsSocial Networking SitesEmployment AgenciesFreelance EmployeesWalk-InsHiring From CompetitorsRecruiting for DiversityGender DiversityRacial DiversityAge DiversityVeteransDifferently Abled IndividualsA Broader View of Workforce Planning and RecruitmentRecruitment Results: Evaluating Effectiveness and MetricsManager’s Toolbox: Common Recruitment Key Performance Indicator (KPI) MetricsGenerating ApplicantsMaintaining Applicant ParticipationJob AcceptanceAfter New Employee Organizational EntryMaintaining Applicant Interest and ParticipationTreatment During RecruitmentInterviewsSite VisitsInfluencing Job ChoiceOrganizational Image, Brand, and ReputationOrganizational FitJob FeaturesAlternative OffersChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesData and Analytics Exercise: The Transition Matrix and Evaluating Movement Into, Through, and Out of an Organization
- Chapter 7 Selection Processes and ProceduresOvercoming Discrimination in AI-Assisted Hiring: The Data and Trust AllianceCase Discussion QuestionsIntroductionSetting the Stage for Selection: Job Analysis, Recruitment, and Legal IssuesJob AnalysisUsing Recruitment to Enhance Hiring DecisionsLegal and Ethical Issues in HiringData-Driven Criteria for Choosing Selection Procedures: Reliability, Validity, and UtilityEnsuring the Quality of Selection Measures: Reliability and ValidityReliabilityValidityAnalytics: Showing the Importance of Validity in Hiring DecisionsDo Organizations Have to Do Their Own Validity Research?Selection UtilityStrategically Choosing and Combining Selection ProceduresSelection ProceduresInterviewsUnstructured InterviewsStructured InterviewsManager’s Toolbox: Best Practices: How to Add More Interview StructurePersonality TestsFive Factor Model (FFM) or the “Big Five”Integrity TestsCognitive Ability TestsWork Samples, Situational Judgment Tests (SJTs), and Assessment CentersWork SamplesSituational Judgment Tests (SJTs)Assessment CentersBiographical Data and Related MethodsTraining and Experience FormsBiodataRésumésUsing Résumés for Job ApplicationsReferences and Background ChecksPhysical Ability TestsCurrent Issues in SelectionApplicant Reactions to Selection Methods and ProceduresDeployment of Selection ProceduresChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesData and Analytics Exercise: Weighting Predictors via Regression
- Chapter 8 Training, Development, and CareersTraining to Support the Nation’s Workforce: The Case of GoogleCase Discussion QuestionsIntroductionThe Importance of Training in OrganizationsTraining Needs AssessmentOrganizational AnalysisOrganizational Goals and StrategiesOrganizational CultureOrganizational ResourcesExternal EnvironmentJob AnalysisPerson AnalysisIdentifying KSAOs and Candidates for DevelopmentTrainee DemographicsDeveloping Training GoalsEnhancing LearningTrainee CharacteristicsOrganizational Context: Enhancing TransferTraining Delivery CharacteristicsTraining MethodsOn-the-Job TrainingLecturesSimulatorsProgrammed InstructioneLearningBehavioral Modeling TrainingTraining for Specific PurposesDiversity TrainingTraining to Increase Team EffectivenessTraining for Managers and LeadersContemporary Workplace Training MethodsOnboarding New EmployeesEffective Organizational OnboardingManager’s Toolbox: What Can Managers Do to Maximize Onboarding Success?Effective Newcomer Onboarding BehaviorsEvaluating the Effectiveness of Training ProgramsMeasures of Training EffectivenessAnalyzing the Effects of Training on Training CriteriaCareer Development and ManagementCareer Management ActivitiesCareer MovementsWhich Key Factors Can Affect Careers?Chapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesData and Analytics Exercise: Evaluating a Training Program
- Chapter 9 Performance ManagementTransforming Performance Management at AstraZenecaCase Discussion QuestionsIntroductionWhat Is Performance Management?Objectives of Performance AppraisalsGiving Employees FeedbackDevelopment and Problem SolvingDecision MakingData AnalyticsLegal PurposesChallenges of Conducting Fair and Objective Performance AppraisalsPerformance Appraisals as a Measurement ToolPerformance Ratings as Motivated ActionCharacteristics of Effective Performance Appraisal SystemsStrategic AlignmentPerceived FairnessAccuracyPracticalityDesign Features of Performance Management SystemsDetermining the Purposes and Desired Outcomes of Performance AppraisalsDefining PerformanceTrait AppraisalsBehavioral AppraisalsResults-Based AppraisalsGoal SettingElectronic MonitoringChoosing the Rating MethodAbsolute RatingsRelative RankingsQualitative AssessmentChoosing the Source of Performance InformationManagersCoworkersDirect ReportsCustomersSelf-Assessment360-Degree FeedbackChoosing the RateeDeciding How Closely to Link Performance Ratings to CompensationConducting Fair Performance ReviewsFactors Leading to Rating ErrorsImpression ManagementStereotypes and BiasLikingRater MotivationImproving the Effectiveness of Performance ManagementTraining Managers and EmployeesIncreasing Rater AccountabilityHaving Raters Keep Records of Employee PerformanceAuditing the SystemTeaching Managers How to Be Good Coaches and Build TrustManager’s Toolbox: Feedback Delivery Best PracticesDeveloping a Feedback CultureEstablishing Performance Improvement Plans (PIP)Chapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesData and Analytics Exercise: Using Predictive Analytics to Understand Performance
- Chapter 10 Managing Employee Separations and RetentionUnderstanding Workplace Interactions to Increase Employee Retention: The Case of HumanyzeCase Discussion QuestionsIntroductionVoluntary TurnoverCosts of Voluntary TurnoverCauses of Voluntary TurnoverManaging Employee RetentionGain Upper-Management SupportEnsure That Pay, Benefits, and Working Conditions Are CompetitiveLeverage Engagement and Attitude SurveysUtilize Exit InterviewsHire for FitStructure Onboarding ExperiencesInvest in High-Commitment HR PracticesFocus on Turnover PredictorsLearn How to Cope With TurnoverManaging Relations With Former EmployeesManager’s Toolbox: Retaining Top TalentRetirementsInvoluntary TurnoverDismissalsCosts of DismissalsWhen to Dismiss an EmployeeThe Legal Side of DismissalsThe Dismissal InterviewExplaining the Decision to the TeamLayoffsCosts of LayoffsBenefits of Job SecurityDeciding Layoff CriteriaThe Legal Side of LayoffsDelivering the MessageSeverance PayOutplacement AssistanceManaging SurvivorsChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesData and Analytics Exercise: How High Is Your Turnover?Part III Reward Systems
- Chapter 11 Developing a Pay StructureLocation-Based Pay Reductions for Remote WorkersCase Discussion QuestionsIntroductionPay as a RewardReward SystemsRelational ReturnsTotal CompensationFairness of RewardsEquity TheoryManager’s Toolbox: Restoring Employees’ Perceptions of EquityOrganizational Justice TheoryDeveloping a Pay StructureEnsuring Internal EquityJob StructureJob EvaluationEnsuring External EquityLabor and Product MarketsMarket StrategiesMarket ReviewsMatch Job DescriptionsApply Aging FactorApply Survey WeightsIntegrating Internal Equity and External EquityMarket Pay LinePay Policy LinePay GradesEnsuring Individual EquityEnsuring Legal ComplianceFair Labor Standards ActOvertimeMinimum WageHours Worked and RecordkeepingExecutive Order 11246National Labor Relations ActInternal Revenue CodePerson-Based Pay StructuresExecutive PayPay AdministrationPay Compression and InversionAdherence to Pay PoliciesPay Transparency and Pay SecrecyChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesData and Analytics Exercise: Evaluating Pay Compression
- Chapter 12 Rewarding PerformancePerformance Bonuses: The Case of Wall Street Investment Bankers and TradersCase Discussion QuestionsIntroductionPay as a MotivatorUnderstanding MotivationExtrinsic MotivationIntrinsic MotivationMotivation and PerformanceTheories of MotivationReinforcement TheoryExpectancy TheoryManager’s Toolbox: Evaluating Pay-for-Performance Programs Using Expectancy TheoryGoal-Setting TheoryStrategy and Pay for PerformancePay-for-Performance ProgramsIndividual Pay-for-Performance ProgramsMerit PayBonusesSpot AwardsIndividual IncentivesSales CommissionsGroup Pay-for-Performance ProgramsTeam RewardsGainsharingProfit SharingEmployee Stock Ownership PlansChallenges and Opportunities in Rewarding PerformancePerformance MeasurementIncentive and Sorting EffectsLabor CostsUnintended Behavioral ConsequencesOrganizational Citizenship BehaviorsUnethical BehaviorsEffort and CooperationChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesData and Analytics Exercise: Evaluating Compensation
- Chapter 13 Managing BenefitsProviding Mental Health Benefits to WorkersCase Discussion QuestionsIntroductionBenefits as RewardsLegally Required BenefitsSocial SecurityRetirement IncomeSurvivor BenefitsDisability IncomeMedicareWorkers’ CompensationUnemployment InsuranceFamily and Medical LeaveAdditional Health Care RequirementsVoluntary BenefitsHealth Care ProgramsMedical PlansTraditional-Care PlansManaged-Care PlansHealth Savings OptionsDental and Vision PlansManager’s Toolbox: Health Care Terminology and ConceptsDisability Insurance ProgramsRetirement ProgramsDefined-Benefit PlansDefined-Contribution PlansIndividual Retirement PlansLife Insurance ProgramsWellness ProgramsWork–Life ProgramsPayment for Time Not WorkedCompensatory Time OffChild and Elder CareFlextime and Remote WorkCollege Savings PlansEducational-Assistance ProgramsLegal-Services and Identity-Theft BenefitsPerquisites and Other BenefitsAdministering Benefits ProgramsFlexible Benefits PlansTaxes and AccountingDiscriminationSelecting BenefitsCommunicating Benefits ProgramsChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesData and Analytics Exercise: Evaluating Employees’ Satisfaction With BenefitsPart IV Special Topics in HR
- Chapter 14 Employee and Labor RelationsThe First Amazon Plant to Unionize: The Case of the JFK8 Amazon Fulfillment CenterCase Discussion QuestionsIntroductionFactors Influencing Employee RelationsCultureFair Treatment and VoiceWorking ConditionsEmployment LawsUnionsOrganizational Policies and ProceduresEmployee HandbooksExamples of Types of Organizational PoliciesLegally Required InformationCode of ConductLeave PolicyAppearanceSocial MediaThe Labor MovementReasons Employees UnionizeJob DissatisfactionWorking ConditionsEmployee DisengagementWhy Do Some Organizations Resist Unionization?Profit ConcernsDecreased AutonomyUnions and LawsNorris-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 LawsTrends in Union MembershipUnion Membership in the United StatesGlobal UnionizationUnion Formation and DissolutionSteps to Forming a UnionDecertifying UnionsThe Collective Bargaining ProcessConflict Management ApproachesNegotiation Phase and Collective Bargaining ContentPhase 1: InvestigationPhase 2: BATNA DeterminationPhase 3: PresentationPhase 4: Bargaining and Content of a Labor AgreementPhase 5: ClosureFailure to Reach an AgreementAlternative Dispute ResolutionMediationFact FindersArbitrationStrikes and Work StoppagesDisputes and GrievancesStep 1: InformStep 2: EvaluateStep 3: EscalationStep 4: External ResolutionChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesData and Analytics Exercise: Using Opinion Survey Data to Gauge Employee Satisfaction
- Chapter 15 Employee Safety, Well-Being, and WellnessWell-Being in the Medical ProfessionCase Discussion QuestionsIntroductionThe Role of HRM in Worker Safety and HealthThe Case for Employee Well-BeingThe Legal Backdrop: Government Agencies and ResourcesWorkplace SafetyWorkplace Safety Outcomes and Their AntecedentsOther Antecedents of Workplace SafetyOSHA Regulations and ComplianceErgonomics and Office DesignCybersecurityWorkplace StressChallenge and Hindrance StressorsWork–Life BalanceWays for Organizations to Reduce StressDetermine the Sources of Employee StressEliminate the Root Causes of Employee Stress Before Looking for FixesTraining ProgramsEncourage and Allow for Employee Recovery ExperiencesConsider How to Redesign Work and Work Areas to Fit Employee NeedsSupport the “Corporate Athlete”Employee Wellness ProgramsBenefits of Wellness ProgramsTypes of Wellness ProgramsEmployee Assistance Programs (EAPs)Best Practices for Implementing Wellness Programs and the Role of HRMManager’s Toolbox: Tips for Implementing an Effective Wellness ProgramWorkplace Interventions: Solutions to Address Specific Well-Being IssuesImproving Work–Life BalanceEnhancing Safety Through Improved Leadership and CommunicationAddressing the Needs of Specific OccupationsTotal Worker Health®: An Integrated Approach to Worker Well-BeingChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesData and Analytics Exercise: Investigating Employee Stress
- Chapter 16 Opportunities and Challenges in International HRMManaging a Remote Workforce Around the Globe: The Case of Remote.comCase Discussion QuestionsIntroductionGlobal Transfer of HR PracticesImportant Considerations When Transferring HR Practices Across BordersLegal ContextUnionization RatesCultural DifferencesCauses and Forms of InternationalizationManaging HR GloballyRecruitment and SelectionMotivating, Rewarding, and Managing EmployeesEmployee SeparationsHandling of Personal DataManagement of ExpatriatesBenefits and Downsides of Using ExpatriatesExpatriate AdjustmentSpouse AdjustmentLanguage AbilityManager’s Toolbox: Being Effective in Global TeamsCultural DistanceExpatriate PersonalityJob CharacteristicsSupportPreparing Expatriates for AssignmentsSelecting ExpatriatesCultural TrainingRelocation AssistanceCompensationRisk ManagementSpecial Considerations Relating to Women and LGBTQ+ Employees as ExpatriatesRepatriationAlternatives to Long-Term Relocation AssignmentsDigital NomadsChapter SummaryKey TermsHR Reasoning and Decision-Making ExercisesData and Analytics Exercise: Managing Expatriates Using DataAppendix: 2022 SHRM Body of Applied Skills and Knowledge (BASK)GlossaryEndnotesIndex
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