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

PrefacePART 1 Managing Employees for Competitive Advantage1 Managing Employees for Competitive AdvantageManaging EmployeesWhat’s in a Name?The Costs and Benefits of Managing HRFramework for the Strategic Management of EmployeesPrimary HR ActivitiesPrimary HR Activity 1: Work Design and Workforce PlanningJob DesignWorkforce PlanningPrimary HR Activity 2: Managing Employee CompetenciesRecruitmentSelectionLearning and DevelopmentPrimary HR Activity 3: Managing Employee Attitudes and BehaviorsPerformance ManagementCompensation and IncentivesEmployee Benefits, Health, and WellnessHR Activity AlignmentHR ChallengesHR Challenge 1: Meeting Organizational DemandsStrategyCompany CharacteristicsOrganizational CultureEmployee ConcernsChallenge 2: Environmental InfluencesLabor Force TrendsTechnologyGlobalizationEthics and Social ResponsibilityChallenge 3: Regulatory Issues2 Creating High-Performing HR SystemsPrinciples of High-Performing HR SystemsExternal Fit: Aligning HR Activities with HR ChallengesInternal Fit: Aligning HR Activities with One AnotherAligning HR Systems with Employees’ ContributionsManaging the Employment PortfolioStrategic ValueUniquenessMapping Your Employment PortfolioNAEvaluating Your HR System: The HR ScorecardStep 1: Identify Your Firm’s Strategic Performance DriversStep 2: Evaluate Your Firm’s External AlignmentStep 3: Evaluate Your Firm’s Internal AlignmentApplying the Principles of High Performing HR SystemsAssessing HR System EffectivenessBeing ConsistentBeing SpecificFollowing Up on the Implementation of a Redesign3 Regulatory IssuesEqual Employment Opportunity and Other Workplace LawsEqual Employment Opportunity and Other Workplace LawsProtected ClassificationsBona Fide Occupational Qualification (BFOQ) and Business NecessityDiscriminatory PracticesHarassmentRetaliationEqual Employment LegislationEqual 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 DiscriminationEEO Responsibilities of Multinational EmployersFiling Process for Discrimination ChargesExecutive Orders and Affirmative ActionExecutive Order 11246 (EO 11246)Affirmative ActionRelated Employment LegislationImmigration 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 PracticesEmployment-at-Will and Wrongful DischargeRegulatory Issues and Competitive AdvantagePART 2 Work Design and Workforce Planning4 Job Design and Job AnalysisThe Importance of Job Design and Job AnalysisJob DesignEfficiency Approaches to Job DesignMotivational Approaches to Job DesignWhich Approach to Use? Balancing Efficiency and Motivational ApproachesJob AnalysisJob InformationJob-Analysis TechniquesJob Descriptions and Job SpecificationsJob Design in Practice: Organizational DemandsStrategy and Job DesignCompany Characteristics and Job DesignCulture and Job DesignEmployee Concerns and Job DesignJob Design in Practice: Environmental InfluencesLabor-Force Trends and Job DesignTechnology and Job DesignGlobalization and Job DesignEthics and Job DesignJob Design in Practice: Regulatory IssuesImportance of Identifying Essential and Nonessential Job DutiesJob Design and Employee SafetyAppendix Standardized and Customized Approaches to Job AnalysisStandardized Approaches to Job AnalysisFunctional Job Analysis (FJA)Position Analysis Questionnaire (PAQ)Customized Approaches to Job AnalysisCritical-Incidents ApproachTask Inventory ApproachJob Element Approach5 Workforce PlanningThe Importance of Workforce PlanningWorkforce PlanningForecasting Labor Supply and Labor DemandInternal FactorsExternal FactorsTactics Firms Use to Balance Their Supply and Demand for LaborLabor Shortage TacticsLabor Surplus TacticsWorkforce Planning in Practice: Organizational DemandsStrategy and Workforce PlanningCompany Characteristics and Workforce PlanningCorporate Culture and Workforce PlanningEmployee Concerns and Workforce PlanningWorkforce Planning in Practice: Environmental InfluencesLabor-Force Trends and Workforce PlanningTechnology and Workforce PlanningGlobalization and Workforce PlanningEthics and Workforce PlanningWorkforce Planning in Practice: Regulatory IssuesRequirements For Mass Layoffs and Plant ClosingsDetermining Who is an Employee Versus an Independent ContractorPART 3 Managing Employee Competencies6 RecruitmentThe Purpose of RecruitmentThe Recruitment ProcessInternal RecruitmentExternal RecruitmentMaximizing Recruitment EffectivenessPreparing Recruitment AdvertisementsDeveloping a Recruitment Value PropositionWriting a Recruitment MessageRecruitersRealistic Job PreviewsRecruitment Follow-UpRecruitment EffectivenessYield RatiosCost-per-HireTime-to-Fill RateManager FeedbackBenchmarking Best PracticesRecruitment in Practice: Organizational DemandsStrategy and RecruitmentCompany Characteristics and RecruitmentCulture and RecruitmentEmployee Concerns and RecruitmentRecruitment in Practice: Environmental InfluencesThe Labor Force and RecruitmentTechnology and RecruitmentGlobalization and RecruitmentEthics, Corporate Social Responsibility, and RecruitmentRecruitment in Practice: Regulatory IssuesContent of a Recruitment MessageRecruiters’ Words and ActionsRecordkeeping7 SelectionSelection DefinedHow Employee Selection Processes Affect the Performance of FirmsPerson–Job Fit, Person–Group Fit, and Person–Organization FitStandards for an Effective Selection ProcessReliabilityValidityContent ValidityCriterion-Related ValidityConstruct ValidityUnbiasedSelection MethodsSelection Methods: Initial ScreeningApplications and RésumésBehavioral AssessmentsScreening InterviewsSelection Methods: Main ScreeningEmployment TestsInterviewsAssessment CentersBiodataSelection Methods: Final ScreeningReference ChecksBackground ChecksCredit ChecksHonesty TestsDrug TestsMedical ExaminationsChoosing Among Selection MethodsCompensatory ApproachMultiple-Hurdle ApproachMultiple-Cutoff ApproachChoosing a Scoring MethodSelection in Practice: Organizational DemandsStrategy and SelectionCompany Characteristics and SelectionCulture and SelectionEmployee Concerns and SelectionSelection in Practice: Environmental InfluencesLabor Market and SelectionTechnology and SelectionGlobalization and SelectionEthics and Employee SelectionSelection in Practice: Regulatory IssuesProcedures for Using Selection MeasuresDefinition of an Applicant8 Learning and DevelopmentThe Purpose of Learning and DevelopmentEmployee OrientationOnboardingLearning, Training, and DevelopmentDesigning an Effective Training ProcessPart 1: Needs AssessmentPart 2: DesignPart 3: ImplementationPart 4: EvaluationCareer DevelopmentCompetency AnalysisCareer Development ActivitiesTrends in Career DevelopmentLearning and Development in Practice: Organizational DemandsStrategy and TrainingCompany CharacteristicsCulture and Learning and DevelopmentEmployee Concerns and Learning and DevelopmentLearning and Development in Practice: Environmental InfluencesLabor MarketTechnologyGlobalization and Learning and DevelopmentEthics and Learning and DevelopmentLearning and Development in Practice: Regulatory IssuesAccessibility of Training and Employee Development OpportunitiesType of Training NeededPART 4 Managing Employee Attitudes and Behaviors9 Performance ManagementWhy Performance Management Is So ImportantPurposes of Performance ManagementStep 1: Identifying the Purpose and Performance DimensionsStep 2: Developing Performance MeasuresValid MeasuresPerformance Measurement StandardsSpecificityStep 3: Evaluating Employee PerformanceComparative ApproachesAbsolute Approaches: Measuring Traits and BehaviorsResults-Based ApproachesSources of Performance DataWeighting Performance CriteriaPerformance Measurement ErrorsStep 4: Providing FeedbackWhen to Appraise EmployeesThe Feedback MeetingStep 5: Setting Goals and Developing Action Plans to Improve Employee PerformanceUnderstanding the Causes of Poor PerformanceTaking ActionTrends in Performance ManagementDisciplining EmployeesPerformance Management in Practice: Organizational DemandsGoals, Strategy, and Performance ManagementCompany Characteristics and Performance ManagementCulture and Performance ManagementEmployee Concerns and Performance ManagementPerformance Management in Practice: Environmental InfluencesLabor Force Trends and Performance ManagementTechnology and Performance ManagementGlobalization and Performance ManagementEthics and Performance ManagementPerformance Management in Practice: Regulatory IssuesEfforts to Reduce Discrimination in the Performance Management ProcessThe Importance of Documenting Employee Performance10 Compensating EmployeesThe Purpose of CompensationTotal RewardsEquity TheoryInternal AlignmentJob RankingJob ClassificationPoint MethodFactor ComparisonExternal CompetitivenessSalary SurveysJob PricingCompany Pay PolicyPay Grades and Pay RangesBroadbandingPay for Individual EmployeesAlternative Compensation ApproachesSkill-Based Pay and Knowledge-Based PayCompetency-Based PayMarket PricingAdministering CompensationCompensation in Practice: Organizational DemandsStrategy and CompensationCompany Characteristics and CompensationCulture and CompensationEmployee Concerns and CompensationCompensation in Practice: Environmental InfluencesLabor Force and CompensationTechnology and CompensationGlobalization and CompensationEthics/Social Responsibility and CompensationCompensation in Practice: Regulatory IssuesDavis–Bacon ActWalsh–Healey Public Contracts Act (PCA)Fair Labor Standards Act (FLSA)11 Incentives and RewardsWhy Are Incentive Plans Important?How Incentives WorkTheories of MotivationTypes of Incentive PlansIndividual Incentive PlansGroup/Organizational IncentivesExecutive Compensation: Pay and IncentivesWhat Makes an Incentive Plan Effective?Incentives and Rewards in Practice: Organizational DemandsStrategy and IncentivesCompany Characteristics and IncentivesCulture and IncentivesEmployee Concerns and IncentivesIncentives and Rewards in Practice: Environmental InfluencesLabor Force Trends and Incentive PlansTechnology and IncentivesGlobalization and Incentive PlansEthics, Social Responsibility, and Incentive PlansIncentives and Rewards in Practice: Regulatory IssuesBias and DiscriminationStock Option Backdating12 Employee Benefits and Safety ProgramsEmployee Benefits and Safety ProgramsBenefits and Safety PhilosophyMandatory BenefitsSocial SecurityUnemployment Insurance (UI)Workers’ Compensation InsuranceThe Patient Protection and Affordable Care Act (ACA) Employer Shared Responsibility ProvisionsVoluntary BenefitsHealth and Wellness ProgramsLife Management BenefitsRetirement BenefitsBenefits AdministrationSafety ProgramsPrograms Related to the Occupational Safety and Health Act (OSH Act)Workplace Violence ProgramsErgonomic ProgramsEmployee Benefits and Safety Programs in Practice: Organizational DemandsStrategy, Benefits, and Safety ProgramsCompany Characteristics, Benefits, and Safety ProgramsCompany Culture, Benefits, and Safety ProgramsEmployees’ Concerns About Their Firm’s Benefits and Safety ProgramsEmployee Benefits and Safety in Practice: Environmental InfluencesThe Labor Market and Benefits and Safety ProgramsTechnology and Benefits and Safety ProgramsGlobalization and Employee Benefits and Safety ProgramsEthics, Social Responsibility, and Benefits and Safety ProgramsEmployee Benefits and Safety Programs in Practice: Regulatory IssuesWhat Happens When Workers Change JobsProtection of Employee InformationPART 5 Special Topics13 Labor Unions and Employee ManagementLabor Relations: Balancing the Power of Employers and EmployeesBrief History of Labor Union Movement in the United StatesLaws affecting Labor-Management RelationsRailway Labor Act of 1926Norris-Laguardia Act of 1932National Labor Relations Act of 1935 (Wagner Act)Labor Management Relations Act of 1947 (Taft-Hartley Act)Additional Employee RightsAdditional ULPsUnion MembershipLabor Management Reporting and Disclosure Act of 1959 (Landrum-Griffin Act)Levels of UnionizationLocal UnionsInternational UnionsThe Unionization ProcessDecertificationRole of Employees, Employers, and Union OrganizersCard Checks and Neutrality AgreementsCollective BargainingDuty to BargainSubjects of BargainingTypes of NegotiationsNegotiating the AgreementIdentifying InterestsPreparing to NegotiateThe Consequences of Not Reaching an AgreementThe Grievance ProcessPublic-Sector Labor RelationsFederal Government EmployeesState and Local Government EmployeesTrends in Labor RelationsChanges in UnionizationGlobal Trends14 International Human Resource ManagementsOverview of International HRMGlobalizationTypes of EmployeesFactors Affecting HR PoliciesHR Policies for International AssigneesRecruiting and SelectionTrainingCompensationBenefitsPerformance Management and EvaluationRepatriationHR Policies for Host Country NationalsRecruiting and SelectionTrainingCompensationBenefitsPerformance ManagementUnions and Collective BargainingTransnational Project Teams and International Work without TravelTeam LeadershipTransnational Team Member TrainingIndex