book

Fundamentals of Human Resource Management, 5/e

Name: Fundamentals of Human Resource Management, 5/e
Author: Gary Dessler
ISBN: 9780134740218

by Gary Dessler

January 2015

Beginner

480 pages

32h 52m

English

Pearson

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HR Strategy Model
Fundamentals of Human Resource Management
Brief Contents
Contents
Preface
New To This EditionSolving Teaching and Learning ChallengesDeveloping Employability SkillsInstructor Teaching Resources
About the Author
Part 1 Introduction
1 Managing Human Resources TodayOverview:Learning ObjectivesIntroduction
What Is Human Resource Management?
Learning Objective 1Why is Human Resource Management Important to All Managers?Improving Profits and PerformanceYou May Spend Some Time As An HR ManagerHR for Small BusinessesLine and Staff Aspects of HRMLine versus Staff AuthorityLine Managers’ Human Resource Management ResponsibilitiesThe Human Resource DepartmentNew Approaches to Organizing HR
The Trends Shaping Human Resource Management
Learning Objective 2Workforce Demographics and Diversity TrendsTrends in How People WorkGlobalization TrendsEconomic TrendsLabor Force TrendsTechnology TrendsHuman CapitalTalk About It 1
The New Human Resource Management
Learning Objective 3Distributed HR and the New Human Resource ManagementDigital and Social Media Tools and the New Human Resource ManagementHR and PerformanceHR and Performance MeasurementHR and Evidence-Based ManagementHR and Adding ValueTalk About It 2HR and Employee EngagementHR and StrategyHR and SustainabilityHR and Ethics

The New Human Resource Manager
Learning Objective 4HR and the Manager’s SkillsHR Manager CertificationHR and the Manager’s Human Resource Philosophy
The Plan of This Book
Learning Objective 5The Chapters
Review
SummaryKey TermsDiscussion QuestionsIndividual and Group ActivitiesHR in Action Case Incident 1Jack Nelson’s ProblemQuestionsHR in Action Case Incident 2Carter Cleaning CompanyIntroductionCarter Cleaning CentersQuestionsExperiential ExerciseHR and “The Profit”Purpose:Required Understanding:How to Set Up the Exercise/Instructions:
2 Managing Equal Opportunity and Diversity
Overview:Learning ObjectivesIntroduction
Equal Employment Opportunity Laws
Learning Objective 1BackgroundEqual Pay Act of 1963Title VII of the 1964 Civil Rights ActExecutive OrdersAge Discrimination in Employment Act of 1967Vocational Rehabilitation Act of 1973Pregnancy Discrimination Act of 1978Federal Agency Uniform Guidelines on Employee Selection ProceduresSelected Court Decisions regarding Equal Employment Opportunity (EEO)Griggs v. Duke Power CompanyAlbemarle Paper Company v. MoodyThe Civil Rights Act of 1991The Americans with Disabilities ActQualified IndividualReasonable AccommodationTraditional Employer Defenses and the “New” ADAUniformed Services Employment and Reemployment Rights ActGenetic Information Nondiscrimination Act of 2008State and Local Equal Employment Opportunity LawsReligious and Other Types of Discrimination51Trends in Discrimination LawTalk About It – 1Sexual HarassmentWhat Is Sexual Harassment?Proving Sexual HarassmentWhen is the Environment “Hostile”? Supreme Court Decisions Diversity CountsIn Sexual HarassmentWhat Can the Employee Do?Talk About It – 2
Defenses Against Discrimination Allegations
Learning Objective 2The Central Role of Adverse ImpactDisparate Rejection RatesThe Standard Deviation RuleRestricted PolicyPopulation ComparisonsMcDonnell Douglas TestBona Fide Occupational QualificationReligion as a BFOQGender as a BFOQNational Origin as a BFOQBusiness Necessity
Building Your Management Skills: Illustrative Discriminatory Employment Practices
Learning Objective 3RecruitmentWord of MouthMisleading InformationHelp Wanted AdsSelection StandardsEducational RequirementsTestsPreference to RelativesHeight, Weight, and Physical CharacteristicsHealth QuestionsArrest RecordsApplication FormsSample Discriminatory Promotion, Transfer, and Layoff ProceduresUniformsTattoos and Body PiercingsManagement Malpractice and Retaliation
The EEOC Enforcement Process
Learning Objective 4Processing a Discrimination ChargeFiling of ClaimEEOC InvestigationVoluntary MediationMandatory Arbitration of Discrimination Claims
Diversity Management and Affirmative Action
Learning Objective 5Diversity’s Barriers and BenefitsManaging DiversityTop-Down Diversity Management ProgramsDiversity through EngagementEqual Employment Opportunity versus Affirmative ActionReverse Discrimination
Review
SummaryKey TermsDiscussion QuestionsIndividual and Group ActivitiesHR in Action Case Incident 1An Accusation of Sexual Harassment in Pro SportsQuestionsHR in Action Case Incident 2Carter Cleaning CompanyA Question of DiscriminationQuestionsExperiential ExerciseThe Interplay of Ethics and Equal EmploymentPurpose:Required Understanding:How to Set Up the Exercise/Instructions:
3 Human Resource Strategy and Performance
Overview:Learning ObjectivesIntroduction
The Strategic Management Process
Learning Objective 1Talk About It – 1The Basic Management Planning ProcessPolicies and ProceduresWhat Is Strategic Planning?The Strategic Management ProcessTypes of StrategiesManagers’ Roles in Strategic Planning
Strategic Human Resource Management
Learning Objective 2What Is Strategic Human Resource Management?Talk About It – 2Talk About It – 3Sustainability and Strategic Human Resource ManagementStrategic Human Resource Management ToolsStrategy MapThe HR ScorecardDigital Dashboards
HR Metrics and Benchmarking
Learning Objective 3Types of MetricsBenchmarkingStrategy and Strategy-Based MetricsWorkforce/Talent Analytics and Data MiningData MiningTalk About It – 4Using HR AuditsEvidence-Based HR and the Scientific Way of Doing ThingsTalk About It – 5
Building High-Performance Work Systems
Learning Objective 4High-Performance Human Resource Policies and Practices
Employee Engagement and Performance
Learning Objective 5Why Is Employee Engagement Important?The Employee Engagement ProblemWhat Can Managers Do to Improve Employee Engagement?How to Measure Employee Engagement
Employee Engagement Guide For Managers
Learning Objective 6How Kia Motors (UK) Improved Performance with an HR Strategy Aimed at Boosting Employee EngagementThe ChallengesThe New Human Resource Management StrategyThe Results
Review
SummaryKey TermsDiscussion QuestionsIndividual and Group ActivitiesHR in Action Case Incident 1Siemens Builds a Strategy-Oriented HR SystemQuestionsHr in Action Case Incident 2Carter Cleaning CompanyThe High-Performance Work SystemQuestionsExperiential ExerciseDeveloping an HR Strategy for StarbucksPurpose:Required Understanding:How to Set Up the Exercise/Instructions:
Part 2 Staffing: Workforce Planning and Employment
4 Job Analysis and Talent Management
Overview:Learning ObjectivesIntroduction
The Talent Management Process
Learning Objective 1Improving Performance through HRISTalent Management Software
The Basics of Job Analysis
Learning Objective 2What Is Job Analysis?Uses of Job Analysis InformationSteps in Job AnalysisWorkflow AnalysisTalk About It – 1Business Process ReengineeringJob Redesign
Methods for Collecting Job Analysis Information
Learning Objective 3The InterviewTypical QuestionsStructured InterviewsQuestionnairesObservationParticipant Diary/LogsQuantitative Job Analysis Techniques: The Position Analysis Questionnaire (PAQ)Electronic Job Analysis Methods15
Writing Job Descriptions
Learning Objective 4Job IdentificationWhat’s in a Name (or in a Job Title)?Job SummaryRelationshipsResponsibilities and DutiesUsing LinkedInStandards of Performance and Working ConditionsO*NET
Writing Job Specifications
Learning Objective 5Specifications for Trained versus Untrained PersonnelSpecifications Based on JudgmentTalk About It – 2Job Specifications Based on Statistical AnalysisThe Job-Requirements Matrix
Employee Engagement Guide for Managers
Learning Objective 6Job Specifications and Employee EngagementThe Employee Engagement Manager’s Job Description
Using Competencies Models
Learning Objective 7Talk About It – 3How to Write Competencies StatementsBP Example
Review
SummaryKey TermsDiscussion QuestionsIndividual and Group ActivitiesHR in Action Case Incident 1Optima Air Filter Company: The FloodQuestionsHr in Action Case Incident 2Carter Cleaning CompanyThe Job DescriptionQuestionsExperiential ExerciseThe Instructor’s Job DescriptionPurpose:Required Understanding:How to Set Up the Exercise/Instructions:
5 Personnel Planning and Recruiting
Overview:Learning ObjectivesIntroduction
Workforce Planning and Forecasting
Learning Objective 1Strategy and Workforce PlanningTowers Watson ExampleForecasting Workforce Needs (Labor Demand)Managerial JudgmentImproving Performance through HRISComputerized Workforce ForecastsForecasting the Supply of Inside CandidatesThe Matter of PrivacyMarkov AnalysisForecasting the Supply of Outside CandidatesPredictive Workforce MonitoringTalk About It – 1
Why Effective Recruiting is Important
Learning Objective 2The Recruiting Yield PyramidImproving Recruitment Effectiveness: Recruiters, Sources, and BrandingRecruitment SourcingDeveloping the “Employer Brand”
Internal Sources of Candidates
Learning Objective 3Identifying Internal Candidates
Employee Engagement Guide for Managers
Learning Objective 4Internal Recruitment and Promotion-from-Within
Outside Sources of Candidates
Learning Objective 5Informal Recruiting and the Hidden Job MarketRecruiting via the Internet46Online Recruiting ToolsOnline Recruitment around the GlobePros and ConsImproving Performance through HRISUsing Applicant TrackingImproving Online Recruiting EffectivenessAdvertisingConstructing (Writing) the AdEmployment AgenciesTemporary WorkersPoachingOffshoring and Outsourcing Jobs and the H-1B VisaExecutive RecruitersInternal RecruitingTalk About It – 2Referrals and Walk-InsRecruitment Process Outsourcers and On-Demand Recruiting ServicesCollege RecruitingInternshipsTelecommutersMilitary Personnel
Recruiting a More Diverse Workforce
Learning Objective 6Recruiting WomenRecruiting Single ParentsOlder WorkersDiversity CountsRecruiting MinoritiesThe Disabled
Developing and Using Application Forms
Learning Objective 7Purpose of Application FormsTalk About It – 3
Review
SummaryKey TermsDiscussion QuestionsIndividual and Group ActivitiesHR in Action Case Incident 1Finding People Who Are Passionate about What They DoQuestionsHR in Action Case Incident 2Carter Cleaning CompanyGetting Better ApplicantsQuestionsExperiential ExerciseThe Nursing ShortagePurpose:Required Understanding:
6 Selecting Employees
Overview:Learning ObjectivesIntroduction
The Basics of Testing and Selecting Employees
Learning Objective 1Why Careful Selection Is ImportantLegal Implications and Negligent HiringReliabilityValidityHow to Validate a TestTalk About It – 1
Types of Tests
Learning Objective 2Tests of Cognitive AbilitiesTests of Motor and Physical AbilitiesMeasuring PersonalityPersonality Test EffectivenessAchievement TestsTalk About It – 2Computerized and Online TestingImproving Performance Through HRISCity Garage Computerized Testing ExampleTalent AnalyticsWork Samples and SimulationsSituational Judgment TestsTalk About It – 3Management Assessment CentersVideo-Based Situational TestingThe Miniature Job Training and Evaluation ApproachTalk About It – 4Computerized Multimedia Candidate Assessment ToolsTalk About It – 5
Interviewing Candidates
Learning Objective 3Types of Selection InterviewsStructureTypes of QuestionsHow to AdministerComputer-Based Job InterviewsDiversity CountsBias Against Working MothersHow Useful Are Interviews?Asynchronous On-Demand InterviewsTalk About It – 6How to Avoid Common Interviewing MistakesSnap JudgmentsNegative EmphasisNot Knowing the JobPressure to HireCandidate Order (Contrast) ErrorInfluence of Nonverbal BehaviorAttractivenessResearch InsightIngratiationNonverbal ImplicationsUsing Competencies Models and Profiles in Employee Interviews
Using Other Selection Techniques
Learning Objective 4Background Investigations and Reference ChecksWhat to VerifyCollecting Background Information107Social Media Background CheckingReference Check EffectivenessUsing Preemployment Information ServicesHonesty TestingPolygraph TestsPaper-and-Pencil Honesty TestsGraphologyTalk About It – 7Medical ExamsDrug ScreeningProblemsRealistic Job PreviewsTapping Friends and AcquaintancesMaking the Selection DecisionComplying with Immigration LawHow to ComplyImproving Performance Through HRISComprehensive Applicant Tracking and Screening SystemsDeveloping and Extending the Job Offer
Employee Engagement Guide for Managers
Learning Objective 5Building Engagement: A Total Selection ProgramThe Toyota Way
Review
SummaryKey TermsDiscussion QuestionsIndividual and Group ActivitiesHR in Action Case Incident 1Ethics and the Out-of-Control InterviewQuestionsHR in Action Case Incident 2Honesty Testing at Carter Cleaning CompanyQuestionsExperiential ExerciseThe Most Important Person You’ll Ever HirePurpose:Required Understanding:How to Set Up the Exercise/Instructions:
Chapter 6 Appendix: The Structured Situational Interview
Part 3 Training and Human Resource Development
7 Training and Developing Employees
Overview:Learning ObjectivesIntroduction
Orienting/Onboarding New Employees
Learning Objective 1The Purposes of Employee Orientation/OnboardingThe Orientation ProcessOrientation Technology
Employee Engagement Guide for Managers: Onboarding at Toyota
Learning Objective 2
Overview of the Training Process
Learning Objective 3Aligning Strategy and TrainingThe ADDIE Five-Step Training ProcessConducting the Training Needs AnalysisStrategic Training Needs AnalysisCurrent Training Needs AnalysisTask Analysis: Analyzing New Employees’ Training NeedsUsing Competency ModelsPerformance Analysis: Analyzing Current Employees’ Training NeedsCan’t Do/Won’t DoDesigning the Training ProgramSetting Learning Objectives37Creating a Motivational Learning EnvironmentMake the Learning MeaningfulReinforce the LearningMake Skills Transfer Obvious and EasyDeveloping the Program
Implementing the Training Program
Learning Objective 4On-the-Job TrainingTypes of On-the-Job TrainingApprenticeship TrainingInformal LearningJob Instruction TrainingLecturesProgrammed LearningBehavior ModelingAudiovisual-Based Training and VideoconferencingVestibule TrainingElectronic Performance Support Systems (EPSS)Computer-Based Training (CBT)Simulated Learning and GamingOnline/Internet-Based TrainingLearning PortalsThe Virtual ClassroomMobile and MicrolearningLifelong and Literacy Training TechniquesLiteracy TrainingDiversity TrainingTalk About It 1Team TrainingCreate Your Own Five-Step Training ProgramUse Private VendorsCheck the SBACheck NAMFacilitate Informal TrainingTalk About It 2
Implementing Management Development Programs
Learning Objective 5Strategy’s Role in Management DevelopmentSuccession PlanningImproving Performance Through HRISSuccession SystemsCandidate Assessment and the Nine-Box GridManagerial On-the-Job TrainingJob RotationTalk About It 3Coaching/Understudy ApproachAction LearningStretch AssignmentsOff-the-Job Management Training and Development TechniquesThe Case Study MethodManagement GamesOutside SeminarsUniversity-Related ProgramsRole-PlayingCorporate UniversitiesExecutive CoachesThe SHRM Learning SystemLeadership Development at GE
Managing Organizational Change Programs
Learning Objective 6Using Organizational Development
Evaluating the Training Effort
Learning Objective 7Designing the StudyTraining Effects to Measure
Review
SummaryKey TermsDiscussion QuestionsIndividual and Group ActivitiesHR in Action Case Incident 1Reinventing the Wheel at Apex Door CompanyQuestionsHR in Action Case Incident 2Carter Cleaning Company: The New Training ProgramQuestionsExperiential ExerciseFlying the Friendlier SkiesPurpose:Required Understanding:How to Set Up the Exercise/Instructions:
8 Performance Management and Appraisal Today
Overview:Learning ObjectivesIntroduction
Basic Concepts in Performance Appraisal
Learning Objective 1Why Appraise Performance?Steps in Performance AppraisalDefining the Employee’s Performance StandardsTalk About It – 1Talk About It – 2Who Should Do the Appraising?Peer Appraisals Rating Committees Self-Ratings Appraisal by Subordinates 360-Degree Feedback “Crowd” Appraisals
Traditional Appraisal Methods
Learning Objective 2Graphic Rating Scale MethodAlternation Ranking MethodPaired Comparison MethodForced Distribution MethodCritical Incident MethodBehaviorally Anchored Rating ScalesAppraisal Forms in PracticeThe Management by Objectives MethodComputerized and Online Performance AppraisalsVirtual Appraisal GamesElectronic Performance MonitoringTalent Management and Differential Employee AppraisalConversation Days
How to Deal With Rater Error Problems and the Appraisal Interview
Learning Objective 3Clarify StandardsAvoid Halo Effect RatingsAvoid the MiddleDon’t Be Lenient or StrictDiversity CountsAvoid Bias How to Handle a Defensive SubordinateHow to Criticize a SubordinateHow to Ensure the Interview Leads to Improved PerformanceHow to Handle a Formal Written Warning
Employee Engagement Guide for Managers: Use the Appraisal Interview to Build Engagement
Learning Objective 4
Performance Management Today
Learning Objective 5Total Quality Management and Performance AppraisalPerformance Management ExamplesWhat Is Performance Management?Talk About It – 3The Manager’s Role in Performance ManagementMaking Performance Management PracticalThe ProblemThe New GoalsThe New Performance Management ProcessThe Uber Driver Rating SystemPotential Rating ProblemsHow to Get a Better Driver RatingTalk About It – 4
Review
SummaryKey TermsDiscussion QuestionsIndividual and Group ActivitiesHR in Action Case Incident 1Appraising the Secretaries at Sweetwater UQuestionsHR in Action Case Incident 2Carter Cleaning CompanyThe Performance AppraisalQuestionsExperiential ExerciseSetting Goals for and Appraising an InstructorPurpose:Required Understanding:How to Set Up the Exercise/Instructions:
9 Managing Careers
Overview:Learning ObjectivesIntroduction
Career Management
Learning Objective 1Careers TodayPsychological ContractThe Employee’s Role in Career ManagementExercise 1 Exercise 2 What Are Portfolio Careers?Are Portfolio Careers for You?The Employer’s Role in Career ManagementTalk About It – 1Employer Career Management MethodsSmall Business ApplicationsTalk About It – 2Diversity CountsToward Career Success
Improving Mentoring and Coaching Skills
Learning Objective 2Being a Better MentorThe Protégé’s Responsibilities Improving Performance Through HRISIntegrating Talent Management and Career/Succession Planning
Employee Engagement Guide for Managers
Learning Objective 3Career ManagementThe New Psychological ContractCommitment-Oriented Career Development EffortsCareer-Oriented AppraisalsTalk About It – 3
Managing Employee Retention and Turnover
Learning Objective 4Talk About It – 4Managing Voluntary TurnoverRetention Strategies for Reducing Voluntary TurnoverA Comprehensive Approach to Retaining EmployeesJob WithdrawalDealing with Job Withdrawal66
Managing Promotions and Transfers
Learning Objective 5Decision 1: Is Seniority or Competence the Rule?Decision 2: How Should We Measure Competence?Decision 3: Is the Process Formal or Informal?Decision 4: Vertical, Horizontal, or Other?Diversity CountsThe Gender Gap Managing TransfersManaging RetirementsMethods
Managing Dismissals
Learning Objective 6Termination-at-Will ExceptionsGrounds for DismissalAvoiding Wrongful Discharge SuitsSupervisor LiabilitySteps to Take Outplacement Counseling For the Employee Exit Interview The Exit Process Layoffs and the Plant Closing LawThe Layoff Process Adjusting to Downsizings and Mergers
Review
SummaryKey TermsDiscussion QuestionsIndividual and Group ActivitiesHR in Action Case Incident 1Google ReactsQuestionsHR in Action Case Incident 2Carter Cleaning CompanyThe Career Planning ProgramQuestionsExperiential ExerciseWhere Am I Going . . . and Why?Purpose:Required Understanding:How to Set Up the Exercise/Instructions:
Chapter 9 Appendix: Managing Your Career and Finding a Job
Making Career ChoicesIdentify Your Occupational OrientationIdentify Your SkillsAptitudes and Special TalentsO*NETIdentify Your Career AnchorsTechnical/Functional Competence Managerial Competence Creativity Autonomy and Independence Security Assessing Career AnchorsWhat do You Want to Do?Identify High-Potential OccupationsFinding the Right JobJob Search TechniquesPersonal ContactsSocial Media and HROnline Job Boards and Employer WebsitesAnswering AdvertisementsEmployment AgenciesExecutive RecruitersCareer CounselorsEmployers’ WebsitesWriting Your RésuméIntroductory Information Job Objective Job Scope Your Accomplishments Length Make Your Résumé Scannable Online BiosA CaveatHandling the InterviewPrepareFirst ImpressionsUncovering the Interviewer’s NeedsNonverbal Behavior and Impression Management
Part 4 Compensation and Total Rewards
10 Developing Compensation Plans
Overview:Learning ObjectivesIntroduction
The Basic Factors in Determining Pay Rates
Learning Objective 1Aligning Total Rewards with StrategyEquity and Its Impact on Pay RatesEquity Theory of Motivation Addressing Equity Issues Legal Considerations in CompensationThe 1938 Fair Labor Standards Act Exempt/Nonexempt Inequity and the Minimum Wage32 Talk About It – 11963 Equal Pay Act 1974 Employee Retirement Income Security Act Other Legislation Affecting Compensation Union Influences on Compensation DecisionsPay PoliciesTalk About It – 2Geography Talk About It – 3
Job Evaluation Methods
Learning Objective 2What Is Job Evaluation?Salary SurveysCompensable FactorsPreparing for the Job EvaluationJob Evaluation Methods: RankingJob Evaluation Methods: Job ClassificationJob Evaluation Methods: Point Method“Packaged” Point Plans Computerized Job EvaluationsWage CurvesPay GradesRate Ranges and the Wage StructureTalk About It – 4
Pricing Managerial and Professional Jobs
Learning Objective 3Compensating Executives and ManagersWhat Determines Executive Pay?Managerial Job Evaluation Compensating Professional EmployeesImproving Performance Through HRISPayroll Administration
Contemporary Topics in Compensation
Learning Objective 4Competency-Based PayTalk About It – 5BroadbandingPros and Cons Comparable WorthDiversity CountsThe Pay Gap Board Oversight of Executive Pay
Employee Engagement Guide For Managers
Learning Objective 5Total Rewards ProgramsTotal Rewards and Employee Engagement
Review
SummaryKey TermsDiscussion QuestionsIndividual and Group ActivitiesHR in Action Case Incident 1Salary Inequities at AstraZenecaQuestionsHR in Action Case Incident 2Carter Cleaning CompanyThe New Pay PlanQuestionsExperiential ExerciseRanking the College’s AdministratorsPurpose:Required Understanding:How to Set Up the Exercise/Instructions:
Chapter 10 Appendix: How to Create a Market-Competitive Pay Plan Using the Point Plan Job Evaluation Method
1. Choose Benchmark Jobs2. Select Compensable Factors3. Assign Weights to Compensable Factors4. Convert Percentages to Points for Each Factor5. Define Each Factor’s Degrees6. Determine for Each Factor its Factor Degrees’ Points7. Review Job Descriptions and Job Specifications8. Evaluate the Jobs9. Draw the Current (Internal) Wage Curve10. Conduct a Market Analysis: Salary Surveys11. Draw the Market (External) Wage Curve12. Compare and Adjust Current and Market Wage Rates for Jobs13. Develop Pay Grades14. Establish Rate RangesDeveloping Rate Ranges15. Address Remaining Jobs16. Correct Out-Of-Line Rates
11 Pay for Performance and Employee Benefits
Overview:Learning ObjectivesIntroduction
Individual Employee Incentive Plans
Learning Objective 1Individual Incentive Plans: Piecework PlansIncentives and the LawMerit Pay as an IncentiveIncentives for Professional EmployeesNonfinancial and Recognition-Based AwardsTalk About It – 1Job DesignFinancial IncentivesNonfinancial IncentivesResultsTalk About It – 2Incentives for SalespeopleSalary Plan Commission Plan Incentives’ Unintended Consequences Incentives for Managers and ExecutivesSarbanes-Oxley Short-Term Managerial Incentives and the Annual BonusEligibility Fund Size Individual Performance and Formula Executives’ Strategic Long-Term IncentivesStock Options Other Stock Plans
Team and Organizationwide Incentive Plans
Learning Objective 2How to Design Team IncentivesProfit-Sharing PlansGainsharing PlansAt-Risk Pay PlansEmployee Stock Ownership Plans
Benefits and Services: The Benefits Picture Today
Learning Objective 3
Pay for Time Not Worked and Insurance Benefits
Learning Objective 4Unemployment InsuranceVacations and HolidaysSick LeaveTalk About It – 3Parental Leaves and the Family and Medical Leave ActSeverance PaySupplemental Unemployment BenefitsInsurance BenefitsWorkers’ CompensationControlling Workers’ Compensation Costs Hospitalization, Health, and Disability InsuranceMental Health Benefits The Evolving Law COBRA Other Laws Tools for Employer Health Care Cost ControlTalk About It – 4Wellness Programs Long-Term CareLife InsuranceBenefits for Part-Time and Contingent WorkersTalk About It – 5
Retirement and Other Benefits
Learning Objective 5Social SecurityPension Plans401(k) Plans Other Plans PBGC Vesting Pensions and Early Retirement
Personal Services and Family-Friendly Benefits
Learning Objective 6Personal ServicesOther Job-Related BenefitsDiversity CountsDomestic Partner Benefits Family-Friendly/Work–Life BenefitsSubsidized Child Care Sick Child Benefits Family-Friendly Benefits and the Bottom Line Executive PerquisitesFlexible/Customized Benefits ProgramsFlexible Work Schedules Talk About It – 6Other Flexible Work Arrangements Simple Retirement BenefitsTalk About It – 7
Employee Engagement Guide For Managers
Learning Objective 7Costco’s Compensation Plan
Review
SummaryKey TermsDiscussion QuestionsIndividual and Group ActivitiesHR in Action Case Incident 1Striking for BenefitsQuestionsHR in Action Case Incident 2Carter Cleaning CompanyThe Incentive PlanQuestionsExperiential ExerciseRevising the Benefits PackagePurpose:Required Understanding:How to Set Up the Exercise/Instructions:
Part 5 Employee and Labor Relations
12 Maintaining Positive Employee Relations
Overview:Learning ObjectivesIntroduction
Employee Relations
Learning Objective 1
Employee Relations Programs For Building and Maintaining Positive Employee Relations
Learning Objective 2Ensuring Fair TreatmentTalk About It – 1Bullying Improving Employee Relations Through Communications ProgramsUsing Organizational Climate Surveys Develop Employee Recognition/Relations ProgramsUse Employee Involvement ProgramsUsing Employee Involvement Teams Using Suggestion Systems Talk About It – 2
The Ethical Organization
Learning Objective 3Ethics and Employee RightsWhat Shapes Ethical Behavior at Work?The Person (What Makes Bad Apples?)Which Ethical Situations Make for Ethically Dangerous (Bad Cases) Situations?What Are the “Bad Barrels”?—The Outside Factors That Mold Ethical ChoicesSteps Managers Take to Create More Ethical EnvironmentsReduce Job-Related Pressures “Walk the Talk” Have Ethics Policies and Codes Enforce the Rules Encourage Whistleblowers Foster the Right Culture75 Talk About It – 3Hire Ethical People Use Ethics Training Use Rewards and Discipline Institute Employee Privacy Policies89Talk About It – 4
Managing Employee Discipline
Learning Objective 4The Three Pillars of Fair DisciplineRules and Regulations Penalties Appeals Process Diversity CountsComparing Males and Females in a Discipline Situation Discipline Without Punishment
Employee Engagement Guide For Managers
Learning Objective 5How Companies Become “Best Companies to Work For”The “Best Companies to Work For”SAS: Great Benefits, Trust, and Work–Life BalanceGoogle: Happiness and People AnalyticsFedEx: Guaranteed Fair TreatmentSurvey Feedback Action (SFA) The FedEx Guaranteed Fair Treatment Process A “Best Company” Human Resource Philosophy
Review
SummaryKey TermsDiscussion QuestionsIndividual and Group ActivitiesHR in Action Case Incident 1Enron, Ethics, and Organizational CultureQuestionsHR in Action Case Incident 2Carter Cleaning CompanyGuaranteeing Fair TreatmentQuestionsExperiential ExerciseThe Discipline DilemmaPurpose:Required Understanding:How to Set Up the Exercise/Instructions:Ethics Quiz Answers
13 Labor Relations and Collective Bargaining
Overview:Learning ObjectivesIntroduction
The Labor Movement
Learning Objective 1Why Do Workers Organize?Talk About It – 1
Employee Engagement Guide for Managers: Employee Engagement And Unionization
Learning Objective 2What Do Unions Want?Union Security Improved Wages, Hours, Working Conditions, and Benefits for Members The AFL-CIO and the SEIU
Unions and The Law
Learning Objective 3Period of Strong Encouragement: The Norris-LaGuardia Act (1932) and the National Labor Relations Act (1935)Unfair Employer Labor Practices From 1935 to 1947 Period of Modified Encouragement Coupled with Regulation: The Taft-Hartley Act (1947)Unfair Union Labor Practices Rights of Employees Rights of Employers National Emergency Strikes Period of Detailed Regulation of Internal Union Affairs: The Landrum-Griffin Act (1959)Labor Law Today
The Union Drive and Election
Learning Objective 4Step 1: Initial ContactLabor Relations Consultants Union Salting Step 2: Authorization CardsStep 3: The HearingStep 4: The CampaignThe Supervisor’s Role in the Campaign Talk About It – 2Step 5: The ElectionHow to Lose an NLRB ElectionTalk About It – 3
The Collective Bargaining Process
Learning Objective 5What Is Collective Bargaining?What Is Good-Faith Bargaining?The Negotiating TeamTalk About It – 4Bargaining ItemsBargaining Stages72Impasses, Mediation, and StrikesStrikes Other Ways to Deal with Impasses and Strikes The Contract AgreementContract Administration: Dealing with GrievancesThe Grievance Process
What’s Next for Unions?
Learning Objective 6Why the Union Decline?What Are Unions Doing About It?Recent Trends in Labor Laws Cooperative Labor–Management RelationsTalk About It – 5
Review
SummaryKey TermsDiscussion QuestionsIndividual and Group ActivitiesHR in Action Case Incident 1Negotiating with the Writers Guild of AmericaQuestionsHR in Action Case Incident 2Carter Cleaning CompanyThe GrievanceQuestionsExperiential ExerciseThe Organizing Campaign at Sam’s Cupcake ShopPurpose:Required Understanding:Incident:How to Set Up the Exercise/Instructions:
14 Improving Occupational Safety, Health, and Risk Management
Overview:Learning ObjectivesIntroduction
Employee Safety and Health: An Introduction
Learning Objective 1Why Safety Is ImportantTalk About It – 1Management’s Role in SafetyTalk About It – 2A Manager’s Briefing on Occupational LawOSHA Standards and Record Keeping OSHA Inspections and CitationsInspection Priorities The Inspection Penalties OSHA Responsibilities and Rights of Employers and EmployeesTalk About It – 3Dealing with Employee Resistance
What Causes Accidents?
Learning Objective 2Unsafe Working ConditionsSafety Climate Other Working Condition Factors Unsafe ActsWhat Traits Characterize “Accident-Prone” People?
How to Prevent Accidents
Learning Objective 3Reduce Unsafe ConditionsJob Hazard Analysis Operational Safety Reviews Provide Personal Protective EquipmentDiversity CountsProtecting Vulnerable Workers Reduce Unsafe ActsScreen to Reduce Unsafe ActsProvide Safety TrainingInternet-Based Safety Improvement Solutions Use Posters, Incentives, and Positive ReinforcementTalk About It – 4Foster a Culture of SafetyEstablish a Safety Policy and Set Specific Loss Control GoalsConduct Regular Safety and Health InspectionsOrganize a Safety CommitteeTalk About It – 5
Employee Engagement Guide for Managers
Learning Objective 4Milliken & Company—World-Class Safety through Employee EngagementInvolvement-Based Employee Engagement
Workplace Health: Problems and Remedies
Learning Objective 5Chemicals, Air Quality, and Industrial HygieneAlcoholism and Substance AbuseDealing with Substance Abuse Tools Job Stress and BurnoutReducing Your Own Job Stress What the Employer Can Do Burnout Depression Sitting Computer Monitor and Ergonomic Health Problems and How to Avoid ThemInfectious DiseasesWorkplace Smoking
Occupational Security and Risk Management
Learning Objective 6Enterprise Risk ManagementPreventing and Dealing with Violence at WorkImprove Employee Screening Use Workplace Violence Training Setting Up a Basic Security ProgramTerrorismBusiness TravelTalk About It – 6Emergency Plans and Business Continuity
Review
SummaryKey TermsDiscussion QuestionsIndividual and Group ActivitiesHR in Action Case Incident 1The Office Safety and Health ProgramQuestionsHR in Action Case Incident 2Carter Cleaning CompanyMotivating Safe BehaviorQuestionsExperiential ExerciseHow Safe Is My University?Purpose:Required Understanding:How to Set Up the Exercise/Instructions:
Part 6 Special Topics in Human Resource Management
A Managing HR Globally
Overview:Learning Objectives
HR and the Internationalization of Business
Learning Objective 1The Human Resource Challenges of International BusinessTalk About It – 1What Is International Human Resource Management?How Intercountry Differences Affect Human Resource ManagementCultural Factors Legal Factors Economic Systems Example: Europe
International Employee Selection Issues
Learning Objective 2International Staffing: Home or Local?Why Local? Why Expats? Talk About It – 2Other Solutions Values and International Staffing PolicyEthics Codes Special Tools for Selecting International ManagersDiversity Counts: Sending Women Managers AbroadHow to Avoid Failed International Assignments
Training and Maintaining International Employees
Learning Objective 3Orienting and Training Employees on International AssignmentTraining Employees Abroad Performance Appraisal of International ManagersInternational CompensationTalk About It – 3Incentives Safety and Fair Treatment AbroadRepatriation: Problems and SolutionsSteps in Repatriation
Managing HR Locally: How to Put a Global HR System into Practice
Learning Objective 4Developing a More Effective Global HR SystemMaking the Global HR System More AcceptableImplementing the Global HR System
Review
Summary
Key Terms
Discussion Questions
HR in Action Case Incident 1“Boss, I Think We Have a Problem”Questions
B Managing Human Resources in Small and Entrepreneurial Firms
Overview:Learning Objectives
The Small Business Challenge
Learning Objective 1How Small Business Human Resource Management Is DifferentSize Priorities Informality The Entrepreneur Implications Why HRM Is Important to Small BusinessesTalk About It – 1
Using Internet and Government Tools to Support the HR Effort
Learning Objective 2Complying with Employment LawsThe DOL OSHA Employment Planning, Recruiting, and SelectionEmployment SelectionCOMPLYING WITH THE LAW Employment TrainingEmployment Appraisal and CompensationEmployment Safety and Health
Leveraging Small Size: Familiarity, Flexibility, Fairness, Informality, and Hrm
Learning Objective 3Simple, Informal Employee Selection ProceduresFlexibility in TrainingFour-Step Training Process Informal Training Methods Flexibility in Benefits and RewardsA Culture of Flexibility Fairness and the Family BusinessUsing Professional Employer Organizations
Managing HR Systems, Procedures, and Paperwork
Learning Objective 4IntroductionBasic Components of Manual HR SystemsBasic Forms Other Sources Automating Individual HR TasksPackaged Systems Human Resource Information Systems (Hris)HRIS VendorsHR and Intranets
Review
SummaryDiscussion QuestionsHR in Action Case Incident 1Carter Cleaning Company: The New Pay PlanQuestions
Appendix Comprehensive Cases
Bandag Automotive*Questions
Angelo’s PIZZA*
Questions
Google*
Questions
Muffler Magic*
Questions
Bp Texas City*
Questions
Glossary
References
Name Index
Subject Index

Content preview from Fundamentals of Human Resource Management, 5/e

The New Human Resource Manager

Learning Objective 4

Explain what sorts of competencies, knowledge, and skills characterize today’s new human resource manager.

When asked, “Why do you want to be an HR manager?” many people basically say, “Because I’m a people person.” Being sociable is certainly important, but as we’ve seen in this chapter it takes much more. Tasks like formulating strategic plans and making data-based decisions require new competencies and skills.

What does it take to be a human resource manager today? The Society for Human Resource Management (SHRM) has a “competency model” (called the SHRM Body of Competency and Knowledge™); it itemizes the competencies, skills, knowledge, and expertise that human resource managers need. ...

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Fundamentals of Human Resources Management

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ISBN: 9780134740218

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Fundamentals of Human Resource Management, 5/e

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The New Human Resource Manager

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