Human Resource Management 5th Edition - Managing Employees for Competitive Advantage

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Preface
PART 1 Managing Employees for Competitive Advantage
1 Managing Employees for Competitive Advantage
Managing Employees
What’s in a Name?
The Costs and Benefits of Managing HR
Framework for the Strategic Management of Employees
Primary HR Activities
Primary HR Activity 1: Work Design and Workforce Planning
Job Design
Workforce Planning
Primary HR Activity 2: Managing Employee Competencies
Recruitment
Selection
Learning and Development
Primary HR Activity 3: Managing Employee Attitudes and Behaviors
Performance Management
Compensation and Incentives
Employee Benefits, Health, and Wellness
HR Activity Alignment
HR Challenges
HR Challenge 1: Meeting Organizational Demands
Strategy
Company Characteristics
Organizational Culture
Employee Concerns
Challenge 2: Environmental Influences
Labor Force Trends
Technology
Globalization
Ethics and Social Responsibility
Challenge 3: Regulatory Issues
2 Creating High-Performing HR Systems
Principles of High-Performing HR Systems
External Fit: Aligning HR Activities with HR Challenges
Internal Fit: Aligning HR Activities with One Another
Aligning HR Systems with Employees’ Contributions
Managing the Employment Portfolio
Strategic Value
Uniqueness
Mapping Your Employment Portfolio
NAEvaluating Your HR System: The HR Scorecard
Step 1: Identify Your Firm’s Strategic Performance Drivers
Step 2: Evaluate Your Firm’s External Alignment
Step 3: Evaluate Your Firm’s Internal Alignment
Applying the Principles of High Performing HR Systems
Assessing HR System Effectiveness
Being Consistent
Being Specific
Following Up on the Implementation of a Redesign
3 Regulatory Issues
Equal Employment Opportunity and Other Workplace Laws
Equal Employment Opportunity and Other Workplace Laws
Protected Classifications
Bona Fide Occupational Qualification (BFOQ) and Business Necessity
Discriminatory Practices
Harassment
Retaliation
Equal Employment Legislation
Equal Pay Act of 1963 (EPA)
Title VII of the Civil Rights Act of 1964 (CRA 64)
Pregnancy Discrimination Act of 1978 (PDA)
Civil Rights Act of 1991 (CRA 91)
Age Discrimination in Employment Act of 1967 (ADEA)
Americans with Disabilities Act of 1990 (ADA) and ADA Amendments Act of 2008 (ADAA)
Title II of the Genetic Information Nondiscrimination Act of 2008 (GINA)
Use of Social Media and Employment Discrimination
EEO Responsibilities of Multinational Employers
Filing Process for Discrimination Charges
Executive Orders and Affirmative Action
Executive Order 11246 (EO 11246)
Affirmative Action
Related Employment Legislation
Immigration Reform and Control Act of 1986 (IRCA)
Family and Medical Leave Act of 1993, 2008, 2010 (FMLA)
Vietnam Era Veteran’s Readjustment Assistance Act of 1974 (VEVRAA)
Uniformed Services Employment and Reemployment Rights Act of 1994 (USERRA)
State and Local Fair Employment Practices
Employment-at-Will and Wrongful Discharge
Regulatory Issues and Competitive Advantage
PART 2 Work Design and Workforce Planning
4 Job Design and Job Analysis
The Importance of Job Design and Job Analysis
Job Design
Efficiency Approaches to Job Design
Motivational Approaches to Job Design
Which Approach to Use? Balancing Efficiency and Motivational Approaches
Job Analysis
Job Information
Job-Analysis Techniques
Job Descriptions and Job Specifications
Job Design in Practice: Organizational Demands
Strategy and Job Design
Company Characteristics and Job Design
Culture and Job Design
Employee Concerns and Job Design
Job Design in Practice: Environmental Influences
Labor-Force Trends and Job Design
Technology and Job Design
Globalization and Job Design
Ethics and Job Design
Job Design in Practice: Regulatory Issues
Importance of Identifying Essential and Nonessential Job Duties
Job Design and Employee Safety
Appendix Standardized and Customized Approaches to Job Analysis
Standardized Approaches to Job Analysis
Functional Job Analysis (FJA)
Position Analysis Questionnaire (PAQ)
Customized Approaches to Job Analysis
Critical-Incidents Approach
Task Inventory Approach
Job Element Approach
5 Workforce Planning
The Importance of Workforce Planning
Workforce Planning
Forecasting Labor Supply and Labor Demand
Internal Factors
External Factors
Tactics Firms Use to Balance Their Supply and Demand for Labor
Labor Shortage Tactics
Labor Surplus Tactics
Workforce Planning in Practice: Organizational Demands
Strategy and Workforce Planning
Company Characteristics and Workforce Planning
Corporate Culture and Workforce Planning
Employee Concerns and Workforce Planning
Workforce Planning in Practice: Environmental Influences
Labor-Force Trends and Workforce Planning
Technology and Workforce Planning
Globalization and Workforce Planning
Ethics and Workforce Planning
Workforce Planning in Practice: Regulatory Issues
Requirements For Mass Layoffs and Plant Closings
Determining Who is an Employee Versus an Independent Contractor
PART 3 Managing Employee Competencies
6 Recruitment
The Purpose of Recruitment
The Recruitment Process
Internal Recruitment
External Recruitment
Maximizing Recruitment Effectiveness
Preparing Recruitment Advertisements
Developing a Recruitment Value Proposition
Writing a Recruitment Message
Recruiters
Realistic Job Previews
Recruitment Follow-Up
Recruitment Effectiveness
Yield Ratios
Cost-per-Hire
Time-to-Fill Rate
Manager Feedback
Benchmarking Best Practices
Recruitment in Practice: Organizational Demands
Strategy and Recruitment
Company Characteristics and Recruitment
Culture and Recruitment
Employee Concerns and Recruitment
Recruitment in Practice: Environmental Influences
The Labor Force and Recruitment
Technology and Recruitment
Globalization and Recruitment
Ethics, Corporate Social Responsibility, and Recruitment
Recruitment in Practice: Regulatory Issues
Content of a Recruitment Message
Recruiters’ Words and Actions
Recordkeeping
7 Selection
Selection Defined
How Employee Selection Processes Affect the Performance of Firms
Person–Job Fit, Person–Group Fit, and Person–Organization Fit
Standards for an Effective Selection Process
Reliability
Validity
Content Validity
Criterion-Related Validity
Construct Validity
Unbiased
Selection Methods
Selection Methods: Initial Screening
Applications and Résumés
Behavioral Assessments
Screening Interviews
Selection Methods: Main Screening
Employment Tests
Interviews
Assessment Centers
Biodata
Selection Methods: Final Screening
Reference Checks
Background Checks
Credit Checks
Honesty Tests
Drug Tests
Medical Examinations
Choosing Among Selection Methods
Compensatory Approach
Multiple-Hurdle Approach
Multiple-Cutoff Approach
Choosing a Scoring Method
Selection in Practice: Organizational Demands
Strategy and Selection
Company Characteristics and Selection
Culture and Selection
Employee Concerns and Selection
Selection in Practice: Environmental Influences
Labor Market and Selection
Technology and Selection
Globalization and Selection
Ethics and Employee Selection
Selection in Practice: Regulatory Issues
Procedures for Using Selection Measures
Definition of an Applicant
8 Learning and Development
The Purpose of Learning and Development
Employee Orientation
Onboarding
Learning, Training, and Development
Designing an Effective Training Process
Part 1: Needs Assessment
Part 2: Design
Part 3: Implementation
Part 4: Evaluation
Career Development
Competency Analysis
Career Development Activities
Trends in Career Development
Learning and Development in Practice: Organizational Demands
Strategy and Training
Company Characteristics
Culture and Learning and Development
Employee Concerns and Learning and Development
Learning and Development in Practice: Environmental Influences
Labor Market
Technology
Globalization and Learning and Development
Ethics and Learning and Development
Learning and Development in Practice: Regulatory Issues
Accessibility of Training and Employee Development Opportunities
Type of Training Needed
PART 4 Managing Employee Attitudes and Behaviors
9 Performance Management
Why Performance Management Is So Important
Purposes of Performance Management
Step 1: Identifying the Purpose and Performance Dimensions
Step 2: Developing Performance Measures
Valid Measures
Performance Measurement Standards
Specificity
Step 3: Evaluating Employee Performance
Comparative Approaches
Absolute Approaches: Measuring Traits and Behaviors
Results-Based Approaches
Sources of Performance Data
Weighting Performance Criteria
Performance Measurement Errors
Step 4: Providing Feedback
When to Appraise Employees
The Feedback Meeting
Step 5: Setting Goals and Developing Action Plans to Improve Employee Performance
Understanding the Causes of Poor Performance
Taking Action
Trends in Performance Management
Disciplining Employees
Performance Management in Practice: Organizational Demands
Goals, Strategy, and Performance Management
Company Characteristics and Performance Management
Culture and Performance Management
Employee Concerns and Performance Management
Performance Management in Practice: Environmental Influences
Labor Force Trends and Performance Management
Technology and Performance Management
Globalization and Performance Management
Ethics and Performance Management
Performance Management in Practice: Regulatory Issues
Efforts to Reduce Discrimination in the Performance Management Process
The Importance of Documenting Employee Performance
10 Compensating Employees
The Purpose of Compensation
Total Rewards
Equity Theory
Internal Alignment
Job Ranking
Job Classification
Point Method
Factor Comparison
External Competitiveness
Salary Surveys
Job Pricing
Company Pay Policy
Pay Grades and Pay Ranges
Broadbanding
Pay for Inpidual Employees
Alternative Compensation Approaches
Skill-Based Pay and Knowledge-Based Pay
Competency-Based Pay
Market Pricing
Administering Compensation
Compensation in Practice: Organizational Demands
Strategy and Compensation
Company Characteristics and Compensation
Culture and Compensation
Employee Concerns and Compensation
Compensation in Practice: Environmental Influences
Labor Force and Compensation
Technology and Compensation
Globalization and Compensation
Ethics/Social Responsibility and Compensation
Compensation in Practice: Regulatory Issues
Davis–Bacon Act
Walsh–Healey Public Contracts Act (PCA)
Fair Labor Standards Act (FLSA)
11 Incentives and Rewards
Why Are Incentive Plans Important?
How Incentives Work
Theories of Motivation
Types of Incentive Plans
Inpidual Incentive Plans
Group/Organizational Incentives
Executive Compensation: Pay and Incentives
What Makes an Incentive Plan Effective?
Incentives and Rewards in Practice: Organizational Demands
Strategy and Incentives
Company Characteristics and Incentives
Culture and Incentives
Employee Concerns and Incentives
Incentives and Rewards in Practice: Environmental Influences
Labor Force Trends and Incentive Plans
Technology and Incentives
Globalization and Incentive Plans
Ethics, Social Responsibility, and Incentive Plans
Incentives and Rewards in Practice: Regulatory Issues
Bias and Discrimination
Stock Option Backdating
12 Employee Benefits and Safety Programs
Employee Benefits and Safety Programs
Benefits and Safety Philosophy
Mandatory Benefits
Social Security
Unemployment Insurance (UI)
Workers’ Compensation Insurance
The Patient Protection and Affordable Care Act (ACA) Employer Shared Responsibility Provisions
Voluntary Benefits
Health and Wellness Programs
Life Management Benefits
Retirement Benefits
Benefits Administration
Safety Programs
Programs Related to the Occupational Safety and Health Act (OSH Act)
Workplace Violence Programs
Ergonomic Programs
Employee Benefits and Safety Programs in Practice: Organizational Demands
Strategy, Benefits, and Safety Programs
Company Characteristics, Benefits, and Safety Programs
Company Culture, Benefits, and Safety Programs
Employees’ Concerns About Their Firm’s Benefits and Safety Programs
Employee Benefits and Safety in Practice: Environmental Influences
The Labor Market and Benefits and Safety Programs
Technology and Benefits and Safety Programs
Globalization and Employee Benefits and Safety Programs
Ethics, Social Responsibility, and Benefits and Safety Programs
Employee Benefits and Safety Programs in Practice: Regulatory Issues
What Happens When Workers Change Jobs
Protection of Employee Information
PART 5 Special Topics
13 Labor Unions and Employee Management
Labor Relations: Balancing the Power of Employers and Employees
Brief History of Labor Union Movement in the United States
Laws affecting Labor-Management Relations
Railway Labor Act of 1926
Norris-Laguardia Act of 1932
National Labor Relations Act of 1935 (Wagner Act)
Labor Management Relations Act of 1947 (Taft-Hartley Act)
Additional Employee Rights
Additional ULPs
Union Membership
Labor Management Reporting and Disclosure Act of 1959 (Landrum-Griffin Act)
Levels of Unionization
Local Unions
International Unions
The Unionization Process
Decertification
Role of Employees, Employers, and Union Organizers
Card Checks and Neutrality Agreements
Collective Bargaining
Duty to Bargain
Subjects of Bargaining
Types of Negotiations
Negotiating the Agreement
Identifying Interests
Preparing to Negotiate
The Consequences of Not Reaching an Agreement
The Grievance Process
Public-Sector Labor Relations
Federal Government Employees
State and Local Government Employees
Trends in Labor Relations
Changes in Unionization
Global Trends
14 International Human Resource Managements
Overview of International HRM
Globalization
Types of Employees
Factors Affecting HR Policies
HR Policies for International Assignees
Recruiting and Selection
Training
Compensation
Benefits
Performance Management and Evaluation
Repatriation
HR Policies for Host Country Nationals
Recruiting and Selection
Training
Compensation
Benefits
Performance Management
Unions and Collective Bargaining
Transnational Project Teams and International Work without Travel
Team Leadership
Transnational Team Member Training
Index