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

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

BRAND: Sage
Publisher:
Sage
Author:
Robert N. Lussier; John R. Hendon
Edition:
@2022
eBook ISBN:
9781544396842
Print ISBN:
9781544396866
Type:
1 Year Subscription. Dành cho Cá nhân
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Quản trị nhân sựChức năng, ứng dụng và phát triển kỹ năngĐược 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.
  1. PrefaceAcknowledgmentsAbout the AuthorsPart I Human Resources, Strategic Planning, and Legal REQUIREMENTS
  2. Chapter 1 What Is Human Resource Management?Why Study Human Resource Management (HRM)?HRM Past and PresentHRM in the PastPresent View of HRMTechnology’s Effect on EfficiencyThe Changing World of HRMNew HRM ChallengesLabor DemographicsKnowledge Workers and the Pace of ChangeUnderstanding HR’s Critical FactorsCritical Dependent VariablesThe Importance of Strategic HRMThe Influence of Social MediaHRM SkillsTechnical SkillsInterpersonal SkillsConceptual and Design SkillsBusiness SkillsLine Managers’ HRM ResponsibilitiesLine Versus Staff ManagementMajor HR Responsibilities of Line ManagementHR Managers’ Responsibilities: Disciplines Within HRMThe Legal Environment, EEO, and Diversity ManagementStaffingTraining and DevelopmentEmployee and Labor RelationsCompensation and BenefitsSafety and SecurityEthics and SustainabilityPeople AnalyticsResources for HRM CareersSociety for Human Resource Management (SHRM)Other Major HR OrganizationsProfessional LiabilityPractitioner’s Model for HRMThe ModelParts of the ModelTrends and Issues in HRMEmployee Experience: The Latest HR ImperativeContinuing Worldwide Problems With Managerial TrainingChapter SummaryReviewCase 1.1 Straton Industries Shows Why Even Small Businesses Need HRCase 1.2 Fracturing the Labor Market— Employment in the Oil Services IndustrySkill Builder 1.1 Getting to Know YouSkill Builder 1.2 Comparing HR Management Skills and HR Responsibilities
  3. Chapter 2 Strategy- Driven Human Resource ManagementAn Introduction to Strategic Planning: The Organization and Its EnvironmentHR Management’s Role in Strategic PlanningThe External EnvironmentThe Internal EnvironmentOrganizational StrategyWhat Is Strategy?Visions and MissionsStrategy TypesHow Strategy Affects HRMStrategic AnalysisDesigning a StrategyHow HR Promotes Organizational StrategyHigh-Performance Work Systems and PracticesStructureBasic Organizational StructureHow Does Structure Affect Employee Behavior?Is There One “Best” Structure?How Does Structure Affect HRM?Organizational CultureWhat Is Organizational Culture?How Culture Controls Employee BehaviorSocial Media and Culture ManagementAn Introduction to HR TechnologyData Analytics and HR TechnologyAI and Intelligent AppsDesired OutcomesHuman Resource Management Systems (HRMS)How Do HRMS Assist in Making Decisions?Measurement Tools for Strategic HRMEconomic Value AddedReturn on InvestmentTrends and Issues in HRMPeople Analytics Is Overpowering Classic HRMStrategic HRM in an Analytics WorldChapter SummaryReviewCase 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 CapeSkill Builder 2.1 Writing ObjectivesSkill Builder 2.2 Strategic Planning at Your College
  4. Chapter 3 The Legal EnvironmentThe HRM Legal Environment and a User’s Guide for Managing PeopleProtecting Your OrganizationThe OUCH Test GuideMajor Employment LawsEqual 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 2008Civil Rights Act of 1991Uniformed 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 OpportunityReminder: State and Local EEO Laws May Be DifferentEqual Employment Opportunity Commission (EEOC)What Does the EEOC Do?Employee and Employer Rights, Retaliation, and Constructive DischargeHR LeadershipSexual HarassmentHow Common Is Sexual Harassment?Types of Sexual HarassmentFiling Complaints and HR’s ResponseReducing Organizational Risk From Sexual Harassment LawsuitsReligious DiscriminationTrends and Issues in HRM#MeTooSexual Orientation and Gender Identity DiscriminationChapter SummaryReviewCase 3.1 You Can’t Get There From Here: Uber Slow on DiversityCase 3.2 St. Louis Police Face $20 Million Sexual Orientation Discrimination VerdictSkill Builder 3.1 The Four-Fifths RuleSkill Builder 3.2 Diversity AwarenessPart II Staffing
  5. Chapter 4 Workforce Planning: Job Analysis, Job Design, and Employment ForecastingWorkforce Planning: Workflow AnalysisOrganizational OutputTasks and InputsJob AnalysisWhy Do We Need to Analyze Jobs?DatabasesJob Analysis MethodsDo We Need Job Analysis Anymore?Task or Competency Based?Outcomes: Job Description and Job SpecificationJob Design and RedesignOrganizational Structure and Job DesignApproaches to Job Design and RedesignThe Job Characteristics Model (JCM)Applying the JCMDesigning Motivational JobsJob SimplificationJob ExpansionWork TeamsFlexible Job DesignJob Design Is Country SpecificHR ForecastingReliability and ValidityForecasting MethodsMeasuring Absenteeism and TurnoverSuccession PlanningReconciling Internal Labor Supply and DemandOptions for a Labor SurplusOptions for a Labor ShortageTrends and Issues in HRMOn-Demand Apps for Mitigating Temporary ShortagesAI and Analytics for HR ForecastingChapter SummaryReviewCase 4.1 Walmart’s Everyday Hiring Strategy: Fueling Future Consumer Demand With Passion and TalentCase 4.2 Seasonal Staffing at Target Corp.Skill Builder 4.1 Job AnalysisSkill Builder 4.2 Job Characteristics Model (JCM)Skill Builder 4.3 O*NET
  6. Chapter 5 Recruiting Job CandidatesThe Recruiting ProcessThe Importance of Recruiting, Goals, and NumbersDefining the Recruiting ProcessExternal Forces Acting on Recruiting EffortsOrganizational Recruiting ConsiderationsWhat Policies to SetWhen to RecruitAlternatives to RecruitmentReach of the Recruiting EffortSocial Media, Artificial Intelligence, and the Technology Recruiting RevolutionInternal or External Recruiting?Internal RecruitingExternal RecruitingChallenges and Constraints in RecruitingBudgetary ConstraintsPolicy Constraints and Organizational ImageThe Recruiter–Candidate InteractionJob Characteristics and the Realistic Job Preview (RJP)Evaluation of Recruiting ProgramsYield RatioCost per HireTime Required to HireNew Hire TurnoverNew Hire PerformanceTrends and Issues in HRMTechnology . . . Technology!!! TECHNOLOGY!!!Look for Grit, Not Just TalentChapter SummaryReviewCase 5.1 Under- or Overmanaging the Hiring ProcessCase 5.2 Trying to Build When Nobody Wants to WorkSkill Builder 5.1 Online Job SearchSkill Builder 5.2 Résumé
  7. Chapter 6 Selecting New EmployeesThe Selection ProcessThe Importance of the Selection ProcessSteps in the Selection ProcessLooking for FitPersonality–Job FitAbility–Job FitPerson–Organization FitUniform Guidelines on Employee Selection ProceduresWhat Qualifies as an Employment Test?Valid and Reliable MeasuresApplications and Preliminary ScreeningApplications and RésumésPre-Employment InquiriesState and Local Laws Vary!Testing and Legal IssuesThe EEOC and Employment TestingPolygraph TestingGenetic TestingWritten TestingPhysical TestingDrug TestingTo Test or Not to TestSelection InterviewsThe Importance of InterviewsThe Role of HR and Using Interviewing TechnologyInterviewingTypes of Interviews and QuestionsPreparing for the InterviewConducting the InterviewBackground ChecksCredit ChecksCriminal Background ChecksReference ChecksSocial Media and Web SearchesSelecting the Candidate and Offering the JobSelection CriteriaSelection MethodsHiringTrends and Issues in HRMTechnology in the Selection ProcessGood Advice or Bad Advice?Chapter SummaryReviewCase 6.1 A Kink in Links of London’s Selection ProcessCase 6.2 Hiring for Fit: How Zappos Screens and Makes Hiring DecisionsSkill Builder 6.1 Interview Questions for Use When Hiring a Professor to Teach This CourseSkill Builder 6.2 InterviewingPart III Developing and Managing
  8. Chapter 7 Learning, Training, and DevelopmentThe Need for Training and DevelopmentCompetency ModelsTraining and Development Are DifferentWhen Is Training Needed?The Training ProcessSteps in the Training ProcessNeeds AssessmentChallenges to the Training ProcessEmployee ReadinessLearning and Shaping BehaviorLearningLearning TheoriesShaping BehaviorLearning StylesDesign and Delivery of TrainingTechnical Skills Versus Leadership DevelopmentOn-the-Job Training (OJT)Classroom TrainingDistance Learning or E-LearningSimulationsAssessing TrainingAssessment MethodsChoosing Assessment MethodsMeasuring Training SuccessTalent Management and DevelopmentCareersWhy Career Development?Common Methods of Employee DevelopmentCareer Stages and Meeting Employee NeedsA Model of Career Development ConsequencesTrends and Issues in HRMFrom Orientation to Onboarding—Not Just a Name ChangeIs Emotional Intelligence the Key to Employee Success?Chapter SummaryReviewCase 7.1 Doing Crunches at Nestlé: Continuous Improvement of Human AssetsCase 7.2 Training Staff at Bon Bons of CapeSkill Builder 7.1 The Training ProcessSkill Builder 7.2 Career Development
  9. Chapter 8 Performance Management and AppraisalPerformance Management SystemsPerformance Management Includes Performance AppraisalPerformance ManagementInternal Promotions and DevelopmentChanging the Annual Appraisal ReviewThe Performance Appraisal ProcessAccurate Performance MeasuresReasons for Conducting Performance AppraisalsCommunicating (Informing)Decision-Making (Evaluating)Improving Performance (Developing)Motivating (Engaging)What Do We Assess?Trait AppraisalsBehavioral AppraisalsResults AppraisalsWhich Option Is Best?How Do We Use Appraisal Methods and Forms?Critical-Incidents MethodManagement by Objectives (MBO) MethodNarrative Method or FormGraphic Rating Scale FormBehaviorally Anchored Rating Scale (BARS) FormRanking MethodWhich Option Is Best?Who Should Assess Performance?SupervisorPeersSubordinatesSelfCustomers360-Degree EvaluationsWhom Do We Choose to Assess?Performance Appraisal ProblemsCommon Problems Within the Performance Appraisal ProcessAvoiding Performance Appraisal ProblemsDebriefing the AppraisalSuccessful Debriefing Is Based on the Evaluator, Not the FormThe Evaluative Performance Appraisal InterviewThe Developmental Performance Appraisal InterviewTrends and Issues in HRMI Get an App! You Get an App! We All Get an App!Building Engagement Through Performance ManagementChapter SummaryReviewCase 8.1 Not Spilling the Beans at Jelly Belly: Developing a More Accurate Performance Appraisal SystemCase 8.2 Appraising Performance at Tilt & Raise Blind CompanySelf-Assessment and Skill Builder 8.1 Peer and Self-AssessmentsSkill Builder 8.2 Debriefing the Appraisal
  10. Chapter 9 Rights and Employee ManagementCommonly Accepted Employee RightsRights and PrivilegesRight of Free ConsentRight to Due ProcessRight to Life and SafetyRight of Freedom of Conscience (Limited)Right to Privacy (Limited)Right to Free Speech (Limited)Management RightsCodes of ConductData and Device PoliciesWorkplace MonitoringEmployment-at-WillOnboarding (Probationary) PeriodsDrug TestingCoaching, Counseling, and DisciplineCoachingCounselingDiscipliningTerminatingThe Termination ProcessCoaching, Counseling, and Discipline May Differ GloballyLeadership and ManagementLeadershipSituational ManagementTeams and Organizational ChangeTeamsBuilding Effective Work TeamsManaging the Change ProcessOvercoming Resistance to ChangeTrends and Issues in HRMAlternatives to Progressive Discipline: Feedback ConversationsSocial Media and the Web Continue to Create Managerial NightmaresChapter SummaryReviewCase 9.1 Balancing Rights and PrivilegesCase 9.2 You’re Fired! Darcy’s Restaurant Follows PolicySkill Builder 9.1 CoachingSkill Builder 9.2 DiscipliningSkill Builder 9.3 Situational ManagementSkill Builder 9.4 Developing a Habit
  11. Chapter 10 Employee and Labor RelationsLabor Relations: A Function of Trust and CommunicationTrust and CommunicationSending MessagesReceiving MessagesJob SatisfactionJob Satisfaction or Dissatisfaction and PerformanceMeasuring Job SatisfactionDeterminants of Job SatisfactionLegal Issues in Labor RelationsThe Railway Labor Act (RLA) of 1926The 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 CountryOther Legal Issues in Labor RelationsUnions and Labor RightsUnion OrganizingLabor Relations and Collective BargainingGrievancesManagement Rights and Decertification ElectionsLimiting Union-Organizing EffortsDecertification ElectionsManaging ConflictConflictThe Five Conflict Management StylesInitiating Conflict ResolutionNegotiationsNegotiatingThe Negotiation Process ModelAlternative Dispute Resolution: Mediation and ArbitrationTrends and Issues in HRMRedefining the Employer–Employee Relationship—Again!Are Union Avoidance or Suppression Policies Ethical?Chapter SummaryReviewCase 10.1 Willful Violation, or a Problem That Can Be Corrected?Case 10.2 Conflict Resolution at Cool Brands ShoppeSkill Builder 10.1 Conflict ResolutionSkill Builder 10.2 NegotiatingPart IV Compensating
  12. Chapter 11 Compensation ManagementCompensation ManagementThe Importance of Compensation ManagementThe Compensation SystemMotivation and Compensation PlanningExpectancy TheoryEquity TheoryLearning TheoriesCompensation StrategyAbility to PayWhat Types of Compensation?Pay for Performance or Pay for Longevity?Skill-Based or Competency-Based Pay?At, Above, or Below the Market?Wage CompressionPay SecrecyLegal and Fairness Issues in CompensationFair Labor Standards Act of 1938 (Amended)Pay Equity, Comparable Worth, and Other Legal IssuesComparable WorthOther Legal IssuesJob EvaluationJob-Ranking MethodPoint-Factor MethodFactor Comparison MethodDeveloping a Pay SystemJob Structure and Pay LevelsPay StructureStacking Pay Levels and EvaluatingDelayering and BroadbandingTrends and Issues in HRMDesignation of Independent ContractorsThe Stubborn Gender Wage Gap: Can It Be Fixed?Chapter SummaryReviewCase 11.1 Discounting Everything but Compensation at CostcoCase 11.2 Unilever: Leveling the Playing Field in the Battle for Equitable PaySkill Builder 11.1 Job EvaluationSkill Builder 11.2 Product Market Competition Limits
  13. Chapter 12 Incentive PayIncentive CompensationWhy Do We Use Incentive Pay?Individual or Group-Based Incentives?Individual IncentivesGroup IncentivesCommon Types of Individual IncentivesBonusCommissionsMerit PayPiecework PlansStandard-Hour PlansGiving Praise and Other Nonmonetary IncentivesCommon Types of Group IncentivesProfit-Sharing PlansGainsharing PlansEmployee Stock Ownership Plan (ESOP)Stock Options and Stock Purchasing PlansChallenges in Creating Incentive Pay SystemsPoor ManagementComplicated ProgramsThe Plan Doesn’t Really Increase Rewards or It Provides Insignificant RewardsEmployees Can’t Affect the Desired OutcomesEmployees Don’t Know How They Are DoingIncentive to Entitlement—A Slippery Step“Do Only What Gets Paid For” SyndromeExtrinsic Rewards May Decrease Intrinsic MotivationDo Incentives Really Work?Guidelines for Creating Motivational Incentive SystemsBased on Organizational Strategy and CultureIncentives for AllUnderstandable and Clearly CommunicatedBased on Factors the Target Can AffectSmart GoalsClearly Separate From Base PayA Significant Piece of Overall CompensationTake Great Care in Administering the ProgramPromptly Apply Any Incentive AwardDon’t Forget Nonmonetary RewardsDon’t Reward NonperformersMake the Incentive Program Part of a Comprehensive Approach to ManagingExecutive CompensationToo Much or Just Enough?The Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010Executive IncentivesShort Term Versus Long TermThe Goal of Executive CompensationTrends and Issues in HRMPoint: Individual Performance Incentives Do Not WorkCounterpoint: Individual Incentives Work When Utilized to Provide Equity, Not EqualityChapter SummaryReviewCase 12.1 Best Buy or Best Scam? Trying to Get Commission Results on So-Called Noncommission PayCase 12.2 Buffer’s Transparent Compensation PackagesSkill Builder 12.1 Calculating Individual IncentivesSkill Builder 12.2 Developing a Compensation Plan With an IncentiveSkill Builder 12.3 Giving Praise
  14. Chapter 13 Employee BenefitsThe Strategic Value of Benefits ProgramsWhy Are Benefits Continuing to Grow as a Percentage of Compensation?Considerations in Providing Benefits ProgramsOld Age, Survivors, and Disability Insurance (OASDI)Social Security and MedicareOther Statutory BenefitsWorkers’ CompensationUnemployment InsuranceFamily and Medical Leave Act of 1993 (FMLA)The Affordable Care Act of 2010 (ACA)Statutory Requirements When Providing Certain Voluntary BenefitsVoluntary BenefitsGroup Health InsuranceRetirement BenefitsPaid Time OffOther Employee Insurance CoverageEmployee ServicesAdministration and Communication of BenefitsFlexible Benefit (Cafeteria) PlansCommunicate Value to EmployeesTrends and Issues in HRMUnlimited Paid Time OffTechnology-Driven Benefits ManagementChapter SummaryReviewCase 13.1 It Is Not Just About the Bling Anymore: Benefits and Perks—The Competitive Edge in Employee RecruitmentCase 13.2 Culture the Joyful Way at Menlo InnovationsSkill Builder 13.1 Developing Flexible Employee Benefit PlansSkill Builder 13.2 Selecting Flexible Employee Benefit PlansPart V Protecting and Expanding Organizational Reach
  15. Chapter 14 Workplace Safety, Health, and SecurityWorkplace Safety and OSHAThe 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 RequirementsA Checklist to Help Prevent Health and Safety DisastersEmployee HealthWork–Life BalanceEmployee Assistance Programs (EAPs) and Employee Wellness Programs (EWPs)Ergonomics and Musculoskeletal Disorders (MSDs)Safety and Health Management and TrainingStressFunctional and Dysfunctional StressCauses of Job StressStress ManagementThe Stress Tug-of-WarWorkplace Security and ViolenceSecurity for People and Physical AssetsCauses and Effects of Anger, Incivility, and ViolenceBullying in the WorkplaceDealing With Your Anger and Emotional Behavior ControlAnger of Others and Emotional ControlSigns of Potential ViolenceOrganizational Prevention of ViolenceIndividual Prevention of ViolenceWorkplace Cybersecurity and PoliciesHR Technology and CybersecuritySocial Media for Workplace Safety and SecurityEmployee Selection and ScreeningGeneral Security Policies, Including Business Continuity and RecoveryTrends and Issues in HRMWhat COVID-19 Taught Us About Business ContinuityOSHA Changes Rules on Postincident Drug TestingChapter SummaryReviewCase 14.1 Starbucks Handles the CoronavirusCase 14.2 You Are Not Hurt? Good—You’re Fired!Skill Builder 14.1 Developing a Stress Management PlanSkill Builder 14.2 Safety, Health, and Security
  16. Chapter 15 Ethics, Diversity, Inclusion, and Social ResponsibilityEthical OrganizationsEthics DefinedEthics in BusinessContributing Factors to Unethical BehaviorJustification of Unethical BehaviorEthical ApproachesViews on EthicsGeneral Guides to Ethical Decision MakingCodes of EthicsCreating and Maintaining Ethical OrganizationsManaging EthicsImplementing Ethics Through Organizational StructureJust Because It’s Legal Doesn’t Mean It’s Ethical!Facing Ethical QuestionsDiversity and InclusionEEO, Affirmative Action (AA), Diversity, and Inclusion: What’s the Difference?Affirmative ActionDiversity and Inclusion (D&I)Benefits of a Diverse and Inclusive WorkforceChallenges to Diversity and InclusionManaging Diversity and InclusionCorporate Social Responsibility (CSR)CSR DefinedThe Business Case for CSRStakeholders and CSRBusinesses That Focus on CSR and CSR ReportingCSR ReportingLevels of Corporate Social ResponsibilityStakeholder MissionThree Levels of CSRWhere You Stand Depends on Where You SitSustainabilityDefining SustainabilitySustainability Is ImportantSustainability Can PayHR and Organizational SustainabilitySustainability TrainingThe Sustainable OrganizationTrends and Issues in HRMNontraditional HiringEthical Obligations to Diverse (Employee?) GroupsChapter SummaryReviewCase 15.1 Chr. Hansen Holdings Is World’s Most Sustainable CompanyCase 15.2 Intel’s Code of Conduct and EthicsSkill Builder 15.1 Ethics and Whistle-BlowingSkill Builder 15.2 Code of Ethics and Corporate Social Responsibility
  17. Chapter 16 Global Issues for Human Resource ManagersGlobalization of Business and HRMThe Importance of GlobalizationReasons for Business GlobalizationEthnocentrism Is Out, and “Made in America” Is BlurredStages of Corporate GlobalizationIs HRM Different in Global Firms?Legal, Ethical, and Cultural IssuesInternational LawsU.S. LawInternational EthicsNational CultureGlobal StaffingSkills and Traits for Global ManagersGlobal Staffing OptionsOutsourcing Versus OnshoringDeveloping and Managing Global Human ResourcesRecruiting and SelectionExpatriate Training and PreparationRepatriation After Foreign AssignmentsCompensating Your Global WorkforcePayIncentives in Global FirmsBenefit Programs Around the WorldTrends and Issues in HRMEmployee Monitoring and SurveillanceGlobalization in the Face of COVID-19Chapter SummaryReviewCase 16.1 Sand by Saya: The Challenges of a Small Business Going GlobalCase 16.2 Going Global: Fire Chew Candy CompanySkill Builder 16.1 The Global HRM EnvironmentSkill Builder 16.2 Cultural Diversity AwarenessSkill Builder 16.3 The Most Important Things I Learned From This CourseAppendix: SHRM 2018 Curriculum Guidebook and Template for Undergraduate and Graduate ProgramsGlossaryReferencesName IndexCompany IndexSubject Index
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