Human Resource Management 4th Edition - Functions, Applications, and Skill Development

Quản trị nhân sự
Chức năng, ứng dụng và phát triển kỹ năng
Được viết cho cả chuyên ngành HRM và không chuyên ngành, Quản lý nguồn nhân lực: Chức năng, ứng dụng và Phát triển kỹ năng trang bị cho sinh viên những kỹ năng cần thiết để tuyển dụng, lựa chọn, đào tạo và phát triển nhân viên. Các tác giả sách bán chạy nhất Robert N. Lussier và John R. Hendon khám phá các chức năng chiến lược quan trọng của HRM trong các tổ chức ngày nay. Một loạt các ứng dụng và bài tập giúp người đọc hứng thú và rèn luyện các kỹ năng mà họ có thể sử dụng trong cuộc sống cá nhân và nghề nghiệp. Phiên bản thứ tư cập nhật tất cả các chương theo Sách hướng dẫn chương trình giảng dạy SHRM 2018; mở rộng phạm vi đưa tin về các chủ đề như tính đa dạng và hòa nhập, AI, sự gắn kết của nhân viên và trả lương công bằng; và bao gồm 17 nghiên cứu điển hình mới về nhiều tổ chức, bao gồm cả Starbucks và cách ứng phó của công ty này trước đại dịch COVID-19. Tiêu đề này được kèm theo một gói dạy và học hoàn chỉnh. Liên hệ với đại diện SAGE của bạn để yêu cầu bản demo. Tùy chọn kỹ thuật số / Phần mềm khóa học SAGE Vantage là một nền tảng kỹ thuật số trực quan cung cấp nội dung văn bản này và tài liệu khóa học trong trải nghiệm học tập cung cấp các bài tập được chấm điểm tự động và các công cụ đa phương tiện tương tác, tất cả đều được thiết kế cẩn thận để khơi dậy sự tham gia của sinh viên và thúc đẩy tư duy phản biện. Được xây dựng dành cho bạn và học viên của bạn, nó cung cấp cách thiết lập khóa học đơn giản và cho phép học viên chuẩn bị tốt hơn cho lớp học. Tìm hiểu thêm.  Video có thể gán với đánh giá Video có thể gán (có sẵn với SAGE Vantage) gắn liền với mục tiêu học tập và được tuyển chọn dành riêng cho văn bản này để đưa các khái niệm vào cuộc sống. Xem video mẫu trên mạng xã hội và tuyển dụng. Tự đánh giá có thể chỉ định Tự đánh giá có thể chỉ định (có sẵn với SAGE Vantage) cho phép học sinh tham gia vào tài liệu theo cách có ý nghĩa hơn để hỗ trợ việc học. Hộp mực LMS Nhập tài nguyên người hướng dẫn của tiêu đề này vào hệ thống quản lý học tập (LMS) của trường bạn và tiết kiệm thời gian. Bạn không sử dụng LMS? Bạn vẫn có thể truy cập tất cả các tài nguyên trực tuyến tương tự cho tựa sách này thông qua Trang web Tài nguyên dành cho Giảng viên được bảo vệ bằng mật khẩu. Tìm hiểu thêm.

Preface
Acknowledgments
About the Authors
Part I Human Resources, Strategic Planning, and Legal REQUIREMENTS
Chapter 1 What Is Human Resource Management?
Why Study Human Resource Management (HRM)?
HRM Past and Present
HRM in the Past
Present View of HRM
Technology’s Effect on Efficiency
The Changing World of HRM
New HRM Challenges
Labor Demographics
Knowledge Workers and the Pace of Change
Understanding HR’s Critical Factors
Critical Dependent Variables
The Importance of Strategic HRM
The Influence of Social Media
HRM Skills
Technical Skills
Interpersonal Skills
Conceptual and Design Skills
Business Skills
Line Managers’ HRM Responsibilities
Line Versus Staff Management
Major HR Responsibilities of Line Management
HR Managers’ Responsibilities: Disciplines Within HRM
The Legal Environment, EEO, and Diversity Management
Staffing
Training and Development
Employee and Labor Relations
Compensation and Benefits
Safety and Security
Ethics and Sustainability
People Analytics
Resources for HRM Careers
Society for Human Resource Management (SHRM)
Other Major HR Organizations
Professional Liability
Practitioner’s Model for HRM
The Model
Parts of the Model
Trends and Issues in HRM
Employee Experience: The Latest HR Imperative
Continuing Worldwide Problems With Managerial Training
Chapter Summary
Review
Case 1.1 Straton Industries Shows Why Even Small Businesses Need HR
Case 1.2 Fracturing the Labor Market— Employment in the Oil Services Industry
Skill Builder 1.1 Getting to Know You
Skill Builder 1.2 Comparing HR Management Skills and HR Responsibilities
Chapter 2 Strategy- Driven Human Resource Management
An Introduction to Strategic Planning: The Organization and Its Environment
HR Management’s Role in Strategic Planning
The External Environment
The Internal Environment
Organizational Strategy
What Is Strategy?
Visions and Missions
Strategy Types
How Strategy Affects HRM
Strategic Analysis
Designing a Strategy
How HR Promotes Organizational Strategy
High-Performance Work Systems and Practices
Structure
Basic Organizational Structure
How Does Structure Affect Employee Behavior?
Is There One “Best” Structure?
How Does Structure Affect HRM?
Organizational Culture
What Is Organizational Culture?
How Culture Controls Employee Behavior
Social Media and Culture Management
An Introduction to HR Technology
Data Analytics and HR Technology
AI and Intelligent Apps
Desired Outcomes
Human Resource Management Systems (HRMS)
How Do HRMS Assist in Making Decisions?
Measurement Tools for Strategic HRM
Economic Value Added
Return on Investment
Trends and Issues in HRM
People Analytics Is Overpowering Classic HRM
Strategic HRM in an Analytics World
Chapter Summary
Review
Case 2.1 Catalya Hats: Pulling a Rabbit Out of the Hat or Coming Up Empty-Handed?
Case 2.2 Structure and Culture at Old Town Cape
Skill Builder 2.1 Writing Objectives
Skill Builder 2.2 Strategic Planning at Your College
Chapter 3 The Legal Environment
The HRM Legal Environment and a User’s Guide for Managing People
Protecting Your Organization
The OUCH Test Guide
Major Employment Laws
Equal Pay Act of 1963 (EPA)
Title VII of the Civil Rights Act of 1964 (CRA)
Age Discrimination in Employment Act of 1967 (ADEA)
Vietnam Era Veterans Readjustment Assistance Act of 1974 (VEVRAA)
Pregnancy Discrimination Act of 1978 (PDA)
Americans with Disabilities Act of 1990 (ADA), as Amended in 2008
Civil Rights Act of 1991
Uniformed Services Employment and Reemployment Rights Act of 1994 (USERRA)
Veterans Benefits Improvement Act of 2004 (VBIA)
Title II of the Genetic Information Nondiscrimination Act of 2008 (GINA)
Lilly Ledbetter Fair Pay Act of 2009 (LLFPA)
Immigration Laws Relating to Employment and Equal Opportunity
Reminder: State and Local EEO Laws May Be Different
Equal Employment Opportunity Commission (EEOC)
What Does the EEOC Do?
Employee and Employer Rights, Retaliation, and Constructive Discharge
HR Leadership
Sexual Harassment
How Common Is Sexual Harassment?
Types of Sexual Harassment
Filing Complaints and HR’s Response
Reducing Organizational Risk From Sexual Harassment Lawsuits
Religious Discrimination
Trends and Issues in HRM
#MeToo
Sexual Orientation and Gender Identity Discrimination
Chapter Summary
Review
Case 3.1 You Can’t Get There From Here: Uber Slow on Diversity
Case 3.2 St. Louis Police Face $20 Million Sexual Orientation Discrimination Verdict
Skill Builder 3.1 The Four-Fifths Rule
Skill Builder 3.2 Diversity Awareness
Part II Staffing
Chapter 4 Workforce Planning: Job Analysis, Job Design, and Employment Forecasting
Workforce Planning: Workflow Analysis
Organizational Output
Tasks and Inputs
Job Analysis
Why Do We Need to Analyze Jobs?
Databases
Job Analysis Methods
Do We Need Job Analysis Anymore?
Task or Competency Based?
Outcomes: Job Description and Job Specification
Job Design and Redesign
Organizational Structure and Job Design
Approaches to Job Design and Redesign
The Job Characteristics Model (JCM)
Applying the JCM
Designing Motivational Jobs
Job Simplification
Job Expansion
Work Teams
Flexible Job Design
Job Design Is Country Specific
HR Forecasting
Reliability and Validity
Forecasting Methods
Measuring Absenteeism and Turnover
Succession Planning
Reconciling Internal Labor Supply and Demand
Options for a Labor Surplus
Options for a Labor Shortage
Trends and Issues in HRM
On-Demand Apps for Mitigating Temporary Shortages
AI and Analytics for HR Forecasting
Chapter Summary
Review
Case 4.1 Walmart’s Everyday Hiring Strategy: Fueling Future Consumer Demand With Passion and Talent
Case 4.2 Seasonal Staffing at Target Corp.
Skill Builder 4.1 Job Analysis
Skill Builder 4.2 Job Characteristics Model (JCM)
Skill Builder 4.3 O*NET
Chapter 5 Recruiting Job Candidates
The Recruiting Process
The Importance of Recruiting, Goals, and Numbers
Defining the Recruiting Process
External Forces Acting on Recruiting Efforts
Organizational Recruiting Considerations
What Policies to Set
When to Recruit
Alternatives to Recruitment
Reach of the Recruiting Effort
Social Media, Artificial Intelligence, and the Technology Recruiting Revolution
Internal or External Recruiting?
Internal Recruiting
External Recruiting
Challenges and Constraints in Recruiting
Budgetary Constraints
Policy Constraints and Organizational Image
The Recruiter–Candidate Interaction
Job Characteristics and the Realistic Job Preview (RJP)
Evaluation of Recruiting Programs
Yield Ratio
Cost per Hire
Time Required to Hire
New Hire Turnover
New Hire Performance
Trends and Issues in HRM
Technology . . . Technology!!! TECHNOLOGY!!!
Look for Grit, Not Just Talent
Chapter Summary
Review
Case 5.1 Under- or Overmanaging the Hiring Process
Case 5.2 Trying to Build When Nobody Wants to Work
Skill Builder 5.1 Online Job Search
Skill Builder 5.2 Résumé
Chapter 6 Selecting New Employees
The Selection Process
The Importance of the Selection Process
Steps in the Selection Process
Looking for Fit
Personality–Job Fit
Ability–Job Fit
Person–Organization Fit
Uniform Guidelines on Employee Selection Procedures
What Qualifies as an Employment Test?
Valid and Reliable Measures
Applications and Preliminary Screening
Applications and Résumés
Pre-Employment Inquiries
State and Local Laws Vary!
Testing and Legal Issues
The EEOC and Employment Testing
Polygraph Testing
Genetic Testing
Written Testing
Physical Testing
Drug Testing
To Test or Not to Test
Selection Interviews
The Importance of Interviews
The Role of HR and Using Interviewing Technology
Interviewing
Types of Interviews and Questions
Preparing for the Interview
Conducting the Interview
Background Checks
Credit Checks
Criminal Background Checks
Reference Checks
Social Media and Web Searches
Selecting the Candidate and Offering the Job
Selection Criteria
Selection Methods
Hiring
Trends and Issues in HRM
Technology in the Selection Process
Good Advice or Bad Advice?
Chapter Summary
Review
Case 6.1 A Kink in Links of London’s Selection Process
Case 6.2 Hiring for Fit: How Zappos Screens and Makes Hiring Decisions
Skill Builder 6.1 Interview Questions for Use When Hiring a Professor to Teach This Course
Skill Builder 6.2 Interviewing
Part III Developing and Managing
Chapter 7 Learning, Training, and Development
The Need for Training and Development
Competency Models
Training and Development Are Different
When Is Training Needed?
The Training Process
Steps in the Training Process
Needs Assessment
Challenges to the Training Process
Employee Readiness
Learning and Shaping Behavior
Learning
Learning Theories
Shaping Behavior
Learning Styles
Design and Delivery of Training
Technical Skills Versus Leadership Development
On-the-Job Training (OJT)
Classroom Training
Distance Learning or E-Learning
Simulations
Assessing Training
Assessment Methods
Choosing Assessment Methods
Measuring Training Success
Talent Management and Development
Careers
Why Career Development?
Common Methods of Employee Development
Career Stages and Meeting Employee Needs
A Model of Career Development Consequences
Trends and Issues in HRM
From Orientation to Onboarding—Not Just a Name Change
Is Emotional Intelligence the Key to Employee Success?
Chapter Summary
Review
Case 7.1 Doing Crunches at Nestlé: Continuous Improvement of Human Assets
Case 7.2 Training Staff at Bon Bons of Cape
Skill Builder 7.1 The Training Process
Skill Builder 7.2 Career Development
Chapter 8 Performance Management and Appraisal
Performance Management Systems
Performance Management Includes Performance Appraisal
Performance Management
Internal Promotions and Development
Changing the Annual Appraisal Review
The Performance Appraisal Process
Accurate Performance Measures
Reasons for Conducting Performance Appraisals
Communicating (Informing)
Decision-Making (Evaluating)
Improving Performance (Developing)
Motivating (Engaging)
What Do We Assess?
Trait Appraisals
Behavioral Appraisals
Results Appraisals
Which Option Is Best?
How Do We Use Appraisal Methods and Forms?
Critical-Incidents Method
Management by Objectives (MBO) Method
Narrative Method or Form
Graphic Rating Scale Form
Behaviorally Anchored Rating Scale (BARS) Form
Ranking Method
Which Option Is Best?
Who Should Assess Performance?
Supervisor
Peers
Subordinates
Self
Customers
360-Degree Evaluations
Whom Do We Choose to Assess?
Performance Appraisal Problems
Common Problems Within the Performance Appraisal Process
Avoiding Performance Appraisal Problems
Debriefing the Appraisal
Successful Debriefing Is Based on the Evaluator, Not the Form
The Evaluative Performance Appraisal Interview
The Developmental Performance Appraisal Interview
Trends and Issues in HRM
I Get an App! You Get an App! We All Get an App!
Building Engagement Through Performance Management
Chapter Summary
Review
Case 8.1 Not Spilling the Beans at Jelly Belly: Developing a More Accurate Performance Appraisal System
Case 8.2 Appraising Performance at Tilt & Raise Blind Company
Self-Assessment and Skill Builder 8.1 Peer and Self-Assessments
Skill Builder 8.2 Debriefing the Appraisal
Chapter 9 Rights and Employee Management
Commonly Accepted Employee Rights
Rights and Privileges
Right of Free Consent
Right to Due Process
Right to Life and Safety
Right of Freedom of Conscience (Limited)
Right to Privacy (Limited)
Right to Free Speech (Limited)
Management Rights
Codes of Conduct
Data and Device Policies
Workplace Monitoring
Employment-at-Will
Onboarding (Probationary) Periods
Drug Testing
Coaching, Counseling, and Discipline
Coaching
Counseling
Disciplining
Terminating
The Termination Process
Coaching, Counseling, and Discipline May Differ Globally
Leadership and Management
Leadership
Situational Management
Teams and Organizational Change
Teams
Building Effective Work Teams
Managing the Change Process
Overcoming Resistance to Change
Trends and Issues in HRM
Alternatives to Progressive Discipline: Feedback Conversations
Social Media and the Web Continue to Create Managerial Nightmares
Chapter Summary
Review
Case 9.1 Balancing Rights and Privileges
Case 9.2 You’re Fired! Darcy’s Restaurant Follows Policy
Skill Builder 9.1 Coaching
Skill Builder 9.2 Disciplining
Skill Builder 9.3 Situational Management
Skill Builder 9.4 Developing a Habit
Chapter 10 Employee and Labor Relations
Labor Relations: A Function of Trust and Communication
Trust and Communication
Sending Messages
Receiving Messages
Job Satisfaction
Job Satisfaction or Dissatisfaction and Performance
Measuring Job Satisfaction
Determinants of Job Satisfaction
Legal Issues in Labor Relations
The Railway Labor Act (RLA) of 1926
The National Labor Relations Act (NLRA) of 1935 (Wagner Act)
The Labor Management Relations Act (LMRA) of 1947 (Taft-Hartley Act)
The Labor Management Reporting and Disclosure Act (LMRDA) of 1959 (Landrum-Griffin Act)
The Worker Adjustment and Retraining Notification Act of 1988 (WARN Act)
Labor Laws Vary Significantly From Country to Country
Other Legal Issues in Labor Relations
Unions and Labor Rights
Union Organizing
Labor Relations and Collective Bargaining
Grievances
Management Rights and Decertification Elections
Limiting Union-Organizing Efforts
Decertification Elections
Managing Conflict
Conflict
The Five Conflict Management Styles
Initiating Conflict Resolution
Negotiations
Negotiating
The Negotiation Process Model
Alternative Dispute Resolution: Mediation and Arbitration
Trends and Issues in HRM
Redefining the Employer–Employee Relationship—Again!
Are Union Avoidance or Suppression Policies Ethical?
Chapter Summary
Review
Case 10.1 Willful Violation, or a Problem That Can Be Corrected?
Case 10.2 Conflict Resolution at Cool Brands Shoppe
Skill Builder 10.1 Conflict Resolution
Skill Builder 10.2 Negotiating
Part IV Compensating
Chapter 11 Compensation Management
Compensation Management
The Importance of Compensation Management
The Compensation System
Motivation and Compensation Planning
Expectancy Theory
Equity Theory
Learning Theories
Compensation Strategy
Ability to Pay
What Types of Compensation?
Pay for Performance or Pay for Longevity?
Skill-Based or Competency-Based Pay?
At, Above, or Below the Market?
Wage Compression
Pay Secrecy
Legal and Fairness Issues in Compensation
Fair Labor Standards Act of 1938 (Amended)
Pay Equity, Comparable Worth, and Other Legal Issues
Comparable Worth
Other Legal Issues
Job Evaluation
Job-Ranking Method
Point-Factor Method
Factor Comparison Method
Developing a Pay System
Job Structure and Pay Levels
Pay Structure
Stacking Pay Levels and Evaluating
Delayering and Broadbanding
Trends and Issues in HRM
Designation of Independent Contractors
The Stubborn Gender Wage Gap: Can It Be Fixed?
Chapter Summary
Review
Case 11.1 Discounting Everything but Compensation at Costco
Case 11.2 Unilever: Leveling the Playing Field in the Battle for Equitable Pay
Skill Builder 11.1 Job Evaluation
Skill Builder 11.2 Product Market Competition Limits
Chapter 12 Incentive Pay
Incentive Compensation
Why Do We Use Incentive Pay?
Inpidual or Group-Based Incentives?
Inpidual Incentives
Group Incentives
Common Types of Inpidual Incentives
Bonus
Commissions
Merit Pay
Piecework Plans
Standard-Hour Plans
Giving Praise and Other Nonmonetary Incentives
Common Types of Group Incentives
Profit-Sharing Plans
Gainsharing Plans
Employee Stock Ownership Plan (ESOP)
Stock Options and Stock Purchasing Plans
Challenges in Creating Incentive Pay Systems
Poor Management
Complicated Programs
The Plan Doesn’t Really Increase Rewards or It Provides Insignificant Rewards
Employees Can’t Affect the Desired Outcomes
Employees Don’t Know How They Are Doing
Incentive to Entitlement—A Slippery Step
“Do Only What Gets Paid For” Syndrome
Extrinsic Rewards May Decrease Intrinsic Motivation
Do Incentives Really Work?
Guidelines for Creating Motivational Incentive Systems
Based on Organizational Strategy and Culture
Incentives for All
Understandable and Clearly Communicated
Based on Factors the Target Can Affect
Smart Goals
Clearly Separate From Base Pay
A Significant Piece of Overall Compensation
Take Great Care in Administering the Program
Promptly Apply Any Incentive Award
Don’t Forget Nonmonetary Rewards
Don’t Reward Nonperformers
Make the Incentive Program Part of a Comprehensive Approach to Managing
Executive Compensation
Too Much or Just Enough?
The Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010
Executive Incentives
Short Term Versus Long Term
The Goal of Executive Compensation
Trends and Issues in HRM
Point: Inpidual Performance Incentives Do Not Work
Counterpoint: Inpidual Incentives Work When Utilized to Provide Equity, Not Equality
Chapter Summary
Review
Case 12.1 Best Buy or Best Scam? Trying to Get Commission Results on So-Called Noncommission Pay
Case 12.2 Buffer’s Transparent Compensation Packages
Skill Builder 12.1 Calculating Inpidual Incentives
Skill Builder 12.2 Developing a Compensation Plan With an Incentive
Skill Builder 12.3 Giving Praise
Chapter 13 Employee Benefits
The Strategic Value of Benefits Programs
Why Are Benefits Continuing to Grow as a Percentage of Compensation?
Considerations in Providing Benefits Programs
Old Age, Survivors, and Disability Insurance (OASDI)
Social Security and Medicare
Other Statutory Benefits
Workers’ Compensation
Unemployment Insurance
Family and Medical Leave Act of 1993 (FMLA)
The Affordable Care Act of 2010 (ACA)
Statutory Requirements When Providing Certain Voluntary Benefits
Voluntary Benefits
Group Health Insurance
Retirement Benefits
Paid Time Off
Other Employee Insurance Coverage
Employee Services
Administration and Communication of Benefits
Flexible Benefit (Cafeteria) Plans
Communicate Value to Employees
Trends and Issues in HRM
Unlimited Paid Time Off
Technology-Driven Benefits Management
Chapter Summary
Review
Case 13.1 It Is Not Just About the Bling Anymore: Benefits and Perks—The Competitive Edge in Employee Recruitment
Case 13.2 Culture the Joyful Way at Menlo Innovations
Skill Builder 13.1 Developing Flexible Employee Benefit Plans
Skill Builder 13.2 Selecting Flexible Employee Benefit Plans
Part V Protecting and Expanding Organizational Reach
Chapter 14 Workplace Safety, Health, and Security
Workplace Safety and OSHA
The Occupational Safety and Health Act (OSH Act)
The Occupational Safety and Health Administration (OSHA)
National Institute of Occupational Safety and Health (NIOSH)
Federal Notice Posting Requirements
A Checklist to Help Prevent Health and Safety Disasters
Employee Health
Work–Life Balance
Employee Assistance Programs (EAPs) and Employee Wellness Programs (EWPs)
Ergonomics and Musculoskeletal Disorders (MSDs)
Safety and Health Management and Training
Stress
Functional and Dysfunctional Stress
Causes of Job Stress
Stress Management
The Stress Tug-of-War
Workplace Security and Violence
Security for People and Physical Assets
Causes and Effects of Anger, Incivility, and Violence
Bullying in the Workplace
Dealing With Your Anger and Emotional Behavior Control
Anger of Others and Emotional Control
Signs of Potential Violence
Organizational Prevention of Violence
Inpidual Prevention of Violence
Workplace Cybersecurity and Policies
HR Technology and Cybersecurity
Social Media for Workplace Safety and Security
Employee Selection and Screening
General Security Policies, Including Business Continuity and Recovery
Trends and Issues in HRM
What COVID-19 Taught Us About Business Continuity
OSHA Changes Rules on Postincident Drug Testing
Chapter Summary
Review
Case 14.1 Starbucks Handles the Coronavirus
Case 14.2 You Are Not Hurt? Good—You’re Fired!
Skill Builder 14.1 Developing a Stress Management Plan
Skill Builder 14.2 Safety, Health, and Security
Chapter 15 Ethics, Diversity, Inclusion, and Social Responsibility
Ethical Organizations
Ethics Defined
Ethics in Business
Contributing Factors to Unethical Behavior
Justification of Unethical Behavior
Ethical Approaches
Views on Ethics
General Guides to Ethical Decision Making
Codes of Ethics
Creating and Maintaining Ethical Organizations
Managing Ethics
Implementing Ethics Through Organizational Structure
Just Because It’s Legal Doesn’t Mean It’s Ethical!
Facing Ethical Questions
Diversity and Inclusion
EEO, Affirmative Action (AA), Diversity, and Inclusion: What’s the Difference?
Affirmative Action
Diversity and Inclusion (D&I)
Benefits of a Diverse and Inclusive Workforce
Challenges to Diversity and Inclusion
Managing Diversity and Inclusion
Corporate Social Responsibility (CSR)
CSR Defined
The Business Case for CSR
Stakeholders and CSR
Businesses That Focus on CSR and CSR Reporting
CSR Reporting
Levels of Corporate Social Responsibility
Stakeholder Mission
Three Levels of CSR
Where You Stand Depends on Where You Sit
Sustainability
Defining Sustainability
Sustainability Is Important
Sustainability Can Pay
HR and Organizational Sustainability
Sustainability Training
The Sustainable Organization
Trends and Issues in HRM
Nontraditional Hiring
Ethical Obligations to Diverse (Employee?) Groups
Chapter Summary
Review
Case 15.1 Chr. Hansen Holdings Is World’s Most Sustainable Company
Case 15.2 Intel’s Code of Conduct and Ethics
Skill Builder 15.1 Ethics and Whistle-Blowing
Skill Builder 15.2 Code of Ethics and Corporate Social Responsibility
Chapter 16 Global Issues for Human Resource Managers
Globalization of Business and HRM
The Importance of Globalization
Reasons for Business Globalization
Ethnocentrism Is Out, and “Made in America” Is Blurred
Stages of Corporate Globalization
Is HRM Different in Global Firms?
Legal, Ethical, and Cultural Issues
International Laws
U.S. Law
International Ethics
National Culture
Global Staffing
Skills and Traits for Global Managers
Global Staffing Options
Outsourcing Versus Onshoring
Developing and Managing Global Human Resources
Recruiting and Selection
Expatriate Training and Preparation
Repatriation After Foreign Assignments
Compensating Your Global Workforce
Pay
Incentives in Global Firms
Benefit Programs Around the World
Trends and Issues in HRM
Employee Monitoring and Surveillance
Globalization in the Face of COVID-19
Chapter Summary
Review
Case 16.1 Sand by Saya: The Challenges of a Small Business Going Global
Case 16.2 Going Global: Fire Chew Candy Company
Skill Builder 16.1 The Global HRM Environment
Skill Builder 16.2 Cultural Diversity Awareness
Skill Builder 16.3 The Most Important Things I Learned From This Course
Appendix: SHRM 2018 Curriculum Guidebook and Template for Undergraduate and Graduate Programs
Glossary
References
Name Index
Company Index
Subject Index