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Managing Human Resources, Eight Edition

Name: Managing Human Resources, Eight Edition
ISBN: 9780133029697

by Luis R. Gómez-Mejía, David B. Balkin, Robert L. Cardy

December 2014

Intermediate to advanced

500 pages

51h 48m

English

Pearson

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Managing Human Resources
Managing Human Resources
Brief Contents
Contents
Preface
New to Eighth Edition Manager’s Notebooks You Manage It! Cases Chapter-Specific Changes to the Eighth Edition Instructor Resources
PART I Introduction
CHAPTER 1 Meeting Present and Emerging Strategic Human Resource ChallengesCHALLENGES
Human Resource Management: The Challenges
Environmental ChallengesRapid ChangeThe Internet RevolutionWorkforce DiversityGlobalizationLegislationEvolving Work and Family RolesSkill Shortages and the Rise of the Service SectorNatural Disasters and TerrorismOrganizational ChallengesCompetitive Position: Cost, Quality, or Distinctive CapabilitiesDecentralizationDownsizingOrganizational RestructuringSelf-Managed Work TeamsThe Growth of Small Businesses Organizational CultureTechnologyInternal SecurityData SecurityOutsourcingProduct IntegrityIndividual ChallengesMatching People and OrganizationsEthics and Social ResponsibilityProductivityEmpowermentBrain DrainJob Insecurity
Planning and Implementing Strategic HR Policies
The Benefits of Strategic HR PlanningEncouragement of Proactive Rather than Reactive BehaviorExplicit Communication of Company GoalsStimulation of Critical Thinking and Ongoing Examination of AssumptionsIdentification of Gaps between Current Situation and Future VisionEncouragement of Line Managers’ ParticipationIdentification of HR Constraints and OpportunitiesCreation of Common BondsThe Challenges of Strategic HR PlanningMaintaining a Competitive AdvantageReinforcing Overall Business StrategyAvoiding Excessive Concentration on Day-to-Day ProblemsDeveloping HR Strategies Suited to Unique Organizational FeaturesCoping with the EnvironmentSecuring Management CommitmentTranslating the Strategic Plan into ActionCombining Intended and Emergent StrategiesAccommodating ChangeStrategic HR ChoicesWork FlowsStaffing Employee SeparationsPerformance AppraisalTraining and Career DevelopmentCompensationEmployee and Labor RelationsEmployee RightsInternational Management
Selecting HR Strategies to Increase Firm Performance
Fit with Organizational StrategiesCorporate StrategiesPorter’s Business Unit StrategiesMiles and Snow’s Business StrategiesFit with the EnvironmentFit with Organizational CharacteristicsThe Production Process for Converting Inputs into OutputThe Firm’s Market PostureThe Firm’s Overall Managerial PhilosophyThe Firm’s Organizational StructureThe Firm’s Organizational CultureFit with Organizational Capabilities Choosing Consistent and Appropriate HR Tactics to Implement HR StrategiesHR Best Practices

The HR Department and Managers: An Important Partnership
Specialization in Human Resource Management
Summary and Conclusions
Human Resource Management: The ChallengesPlanning and Implementing Strategic HR PoliciesSelecting HR Strategies to Increase Firm PerformanceThe HR Department and Managers: An Important Partnership
Key Terms
Discussion Questions
References
PART II The Contexts of Human Resource Management
CHAPTER 2 Managing Work Flows and Conducting Job AnalysisCHALLENGES
Work: The Organizational Perspective
Strategy and Organizational StructureDesigning the OrganizationBureaucratic OrganizationFlat OrganizationBoundaryless Organization Work-Flow AnalysisBusiness Process Reengineering
Work: The Group Perspective
Self-Managed TeamsOther Types of Teams
Work: The Individual Perspective
Motivating EmployeesTwo-Factor TheoryWork Adjustment TheoryGoal-Setting TheoryJob Characteristics Theory
Designing Jobs and Conducting Job Analysis
Job DesignWork SimplificationJob Enlargement and Job RotationJob EnrichmentTeam-Based Job DesignsJob AnalysisWho Performs Job Analysis?Methods of Gathering Job InformationThe Uses of Job AnalysisThe Techniques of Job AnalysisTask Inventory AnalysisCritical Incident Technique Position Analysis Questionnaire (PAQ)Functional Job Analysis Job Analysis and the Legal EnvironmentJob Analysis and Organizational FlexibilityJob DescriptionsElements of a Job DescriptionIdentification InformationJob SummaryJob Duties and ResponsibilitiesJob Specifications and Minimum QualificationsJob or Work?
The Flexible Workforce
Contingent WorkersTemporary EmployeesPart-Time EmployeesOutsourcing/SubcontractingOutsourcing AdvantagesOutsourcing DisadvantagesOffshore OutsourcingContract WorkersCollege InternsFlexible Work SchedulesFlexible Work HoursCompressed WorkweeksTelecommutingThe Mobile Workplace
Human Resource Information Systems
HRIS ApplicationsHRIS Security and Privacy
Summary and Conclusions
Work: The Organizational PerspectiveWork: The Group PerspectiveWork: The Individual PerspectiveDesigning Jobs and Conducting Job AnalysisThe Flexible WorkforceHuman Resource Information Systems
Key Terms
Discussion Questions
CHAPTER 3 Understanding Equal Opportunity and the Legal Environment
CHALLENGES
Why Understanding the Legal Environment Is Important
Doing the Right ThingRealizing the Limitations of the HR and Legal DepartmentsLimiting Potential Liability
Challenges to Legal Compliance
A Dynamic Legal LandscapeThe Complexity of LawsConflicting Strategies for Fair EmploymentUnintended Consequences
Equal Employment Opportunity Laws
The Equal Pay Act of 1963Title VII of the Civil Rights Act of 1964General ProvisionsDiscrimination DefinedDefense of Discrimination ChargesTitle VII and PregnancySexual HarassmentThe Civil Rights Act of 1991Executive Order 11246The Age Discrimination in Employment Act of 1967The Americans with Disabilities Act of 1990Individuals with DisabilitiesIntellectual DisabilitiesEssential Functions Reasonable AccommodationThe Vocational Rehabilitation Act of 1973The Vietnam ERA Veterans Readjustment Act of 1974
EEO Enforcement and Compliance
Regulatory AgenciesEqual Employment Opportunity Commission (EEOC)Office of Federal Contract Compliance Programs (OFCCP) Affirmative Action PlansUtilization AnalysisGoals and TimetablesAction Plans
Other Important Laws
Avoiding Pitfalls in EEO
Provide TrainingEstablish a Complaint Resolution ProcessDocument DecisionsBe HonestAsk Only for Information You Need to Know
Summary and Conclusions
Why Understanding the Legal Environment Is ImportantChallenges to Legal ComplianceEqual Employment Opportunity LawsEEO Enforcement and ComplianceOther Important LawsAvoiding Pitfalls in EEO
Key Terms
Discussion Questions
APPENDIX TO CHAPTER 3 Human Resource Legislation Discussed in This Text
Laws discussed briefly :
CHAPTER 4 Managing Diversity
CHALLENGES
What Is Diversity?
Why Manage Employee Diversity?Affirmative Action Versus Managing Employee DiversityDemographic TrendsLexington Consulting, El Cajon, California (35 employees)Pursuit of Excellence (11 employees)A10 Clinical Solutions, Cary, North Carolina (17 employees)Zempleo, Lafayette, California (41 employees)Diversity as an AssetMarketing ConcernsDiversity as Part of Corporate Strategy
Challenges in Managing Employee Diversity
Diversity Versus InclusivenessIndividual Versus Group FairnessResistance to ChangeGroup Cohesiveness and Interpersonal ConflictSegmented Communication NetworksResentmentRetentionCompetition for Opportunities
Diversity in Organizations
African AmericansAsian AmericansPeople with DisabilitiesThe Foreign BornHomosexualsLatinos (Hispanic Americans)Older WorkersReligious MinoritiesWomenBiological Constraints and Social RolesA Male-Dominated Corporate CultureExclusionary Networks Sexual Harassment
Improving the Management of Diversity
Creating an Inclusive Organizational CultureTop-Management Commitment to Valuing DiversityAppraising and Rewarding Managers for Good Diversity PracticesDiversity Training ProgramsSupport GroupsAccommodation of Family NeedsDay CareAlternative Work Patterns Senior Mentoring ProgramsApprenticeshipsCommunication StandardsDiversity AuditsManagement Responsibility and Accountability
Some Warnings
Avoiding the Appearance of “White Male Bashing”Avoiding the Promotion of Stereotypes
Summary and Conclusions
What Is Diversity?Challenges in Managing Employee DiversityDiversity in OrganizationsImproving the Management of DiversitySome Warnings
Key Terms
Discussion Questions
PART III Staffing
CHAPTER 5 Recruiting and Selecting EmployeesCHALLENGES
Human Resource Supply and Demand
A Simplified Example of Forecasting Labor Demand and SupplyForecasting Techniques
The Hiring Process
Challenges in the Hiring Process
Determining Characteristics Important to PerformanceMeasuring Characteristics That Determine PerformanceThe Motivation FactorWho Should Make the Decision?
Meeting the Challenge of Effective Staffing
RecruitmentSources of RecruitingNontraditional RecruitingExternal Versus Internal CandidatesRecruiting Protected ClassesPlanning the Recruitment Effort Planning Your Job Search
Selection
Reliability and ValiditySelection Tools as Predictors of Job PerformanceLetters of RecommendationApplication FormsAbility TestsPersonality Tests Honesty TestsInterviewsAssessment CentersDrug TestsReference ChecksBackground ChecksHandwriting AnalysisCombining PredictorsSelection and Person/Organization FitReactions to Selection Devices
Legal Issues in Staffing
Discrimination LawsAffirmative ActionNegligent Hiring
Summary and Conclusions
Human Resource Supply and DemandThe Hiring ProcessChallenges in the Hiring ProcessMeeting the Challenge of Effective Staffing RecruitmentSelectionLegal Issues in Staffing
Key Terms
Discussion Questions
CHAPTER 6 Managing Employee Separations, Downsizing, and Outplacement
CHALLENGES
What Are Employee Separations?
The Costs of Employee SeparationsRecruitment CostsSelection CostsTraining CostsSeparation CostsThe Benefits of Employee SeparationsReduced Labor CostsReplacement of Poor PerformersIncreased InnovationThe Opportunity for Greater Diversity
Types of Employee Separations
Voluntary SeparationsQuitsRetirementsInvoluntary SeparationsDischargesLayoffsLayoffs, Downsizing, and Rightsizing
Managing Early Retirements
The Features of Early Retirement PoliciesAvoiding Problems with Early Retirements
Managing Layoffs
Alternatives to LayoffsEmployment PoliciesChanges in Job DesignPay and Benefits PoliciesTrainingImplementing a Layoff Notifying EmployeesDeveloping Layoff CriteriaCommunicating to Laid-Off EmployeesCoordinating Media RelationsMaintaining SecurityReassuring Survivors of the Layoff
Outplacement
The Goals of OutplacementOutplacement ServicesEmotional SupportJob-Search Assistance
Summary and Conclusions
What Are Employee Separations?Types of Employee SeparationsManaging Early Retirements Managing LayoffsOutplacement
Key Terms
Discussion Questions
PART IV Employee Development
CHAPTER 7 Appraising and Managing PerformanceCHALLENGES
What Is Performance Appraisal?
The Uses of Performance AppraisalIdentifying Performance DimensionsMeasuring Performance Measurement ToolsRelative and Absolute Judgments Trait, Behavioral, and Outcome DataMeasurement Tools: Summary and Conclusions
Challenges to Effective Performance Measurement
Rater Errors and BiasThe Influence of LikingOrganizational PoliticsIndividual or Group FocusLegal Issues
Managing Performance
The Appraisal InterviewPerformance ImprovementIdentifying the Causes of Performance ProblemsDeveloping an Action Plan and Empowering Workers to Reach a SolutionDirecting Communication at Performance
Summary and Conclusions
What Is Performance Appraisal?Identifying Performance DimensionsMeasuring PerformanceManaging Performance
Key Terms
Discussion Questions
APPENDIX TO Chapter 7The Critical-Incident Technique: A Method for Developing a Behaviorally Based Appraisal Instrument
CIT Steps
CHAPTER 8 Training the Workforce
CHALLENGES
Key Training Issues
Training Versus Development
Challenges in Training
Is Training the Solution?Are the Goals Clear and Realistic?Is Training a Good Investment?Will Training Work?
Managing the Training Process
The Needs Assessment PhaseThe Levels of Needs AssessmentClarifying the Objectives of TrainingThe Training and Conduct PhaseLocation OptionsPresentation OptionsSlides and VideotapesTeletrainingComputersSimulationsVirtual RealityClassroom Instruction and Role-PlaysTypes of TrainingSkills TrainingRetraining Cross-Functional TrainingTeam TrainingCreativity TrainingLiteracy TrainingDiversity TrainingCrisis TrainingEthics TrainingCustomer Service TrainingThe Evaluation PhaseLegal Issues and Training
A Special Case: Orientation and Socialization
Summary and Conclusions
Training Versus DevelopmentChallenges in TrainingManaging the Training ProcessA Special Case: Orientation and Socialization
Key Terms
Discussion Questions
CHAPTER 9 Developing Careers
CHALLENGES
What Is Career Development?
Challenges in Career Development
Who Will Be Responsible?How Much Emphasis Is Appropriate?How Will the Needs of a Diverse Workforce Be Met?
Meeting the Challenges of Effective Development
The Assessment PhaseSelf-AssessmentBasic Management Implications for Each Career AnchorOrganizational AssessmentThe Direction PhaseIndividual Career CounselingInformation Services The Development PhaseMentoringCoachingJob RotationTuition Assistance Programs
Self-Development
MoneyWorkLifeDevelopment SuggestionsAdvancement Suggestions
Summary and Conclusions
What Is Career Development?Challenges in Career DevelopmentMeeting the Challenges of Effective DevelopmentSelf-Development
Key Terms
Discussion Questions
PART V Compensation
CHAPTER 10 Managing CompensationCHALLENGES
What Is Compensation?
Designing a Compensation System
Internal Versus External EquityThe Distributive Justice ModelThe Labor Market ModelBalancing Equity Fixed Versus Variable PayShift to Variable Pay Plans ContinuesRace to the Bottom: Mexico Lowers Wages to Snare International Auto ProductionMaking Wage Concessions at AirlinesPensions Going Up in SmokeMedical Doctors Being SqueezedDocumenting Pay Cuts Around the WorldPerformance Versus Membership
Job Versus Individual Pay
Elitism Versus EgalitarianismBelow-Market Versus Above-Market CompensationMonetary Versus Nonmonetary RewardsOpen Versus Secret PayCentralization Versus Decentralization of Pay DecisionsSummary
Compensation Tools
Job-Based Compensation PlansAchieving Internal Equity: Job EvaluationStep 1: Conduct Job AnalysisStep 2: Write Job DescriptionsStep 3: Determine Job SpecificationsStep 4: Rate Worth of All Jobs Using a Predetermined SystemStep 5: Create a Job HierarchyStep 6: Classify Jobs by Grade LevelsAchieving External Equity: Market SurveysComp Quest Online ( www.towerswatson.com )Global Directory of Salary Surveys (http://jobmob.co.il)Survey Finder (hrcom.salary.com)Step 1: Identify Benchmark or Key JobsStep 2: Establish a Pay PolicyAchieving Individual Equity: Within-Pay-Range Positioning CriteriaEvaluating Job-Based Compensation PlansSuggestions for PracticeSkill-Based Compensation PlansSpecial Compensation Issues in Small Firms
The Legal Environment and Pay System Governance
The Fair Labor Standards ActMinimum WagesOvertimeThe Equal Pay ActComparable WorthRole of the Office of Federal Contract Compliance Programs (OFCCP)The Internal Revenue Code
Summary and Conclusions
What Is Compensation?Designing a Compensation SystemCompensation ToolsThe Legal Environment and Pay System Governance
Key Terms
Discussion Questions
CHAPTER 11 Rewarding Performance
CHALLENGES
Pay for Performance: The Challenges
The “Do Only What You Get Paid For” SyndromeUnethical BehaviorsNegative Effects on the Spirit of CooperationLack of ControlRewarding Hospitals for Quality CareGainsharing for Doctors Doctors Paid to Prescribe Generic PillsReport Cards for SurgeonsWhat the Doctor’s Aren’t DisclosingUse of Orthopedic Devices Difficulties in Measuring PerformancePsychological ContractsThe Credibility GapJob Dissatisfaction and StressPotential Reduction of Intrinsic Drives
Meeting the Challenges of Pay-for-Performance Systems
Develop a Complementary Relationship Between Extrinsic and Intrinsic RewardsLink Pay and Performance AppropriatelyUse Pay for Performance as Part of a Broader HRM SystemBuild Employee TrustPromote the Belief That Performance Makes a DifferenceUse Multiple Layers of RewardsIncrease Employee InvolvementStress the Importance of Acting EthicallyUse Motivation and Nonfinancial Incentives
Types of Pay-for-Performance Plans
Individual-Based PlansAdvantages of Individual-Based Pay-for-Performance PlansDisadvantages of Individual-Based Pay-for-Performance PlansWhen are Individual-Based Plans Most Likely to Succeed?Team-Based PlansAdvantages of Team-Based Pay-for-Performance PlansDisadvantages of Team-Based Pay-for-Performance PlansUnder Which Conditions are Team-Based Plans Most Likely to Succeed?Plantwide PlansAdvantages of Plantwide Pay-for-Performance PlansDisadvantages of Plantwide Pay-for-Performance PlansConditions Favoring Plantwide PlansCorporatewide PlansAdvantages of Corporatewide Pay-for-Performance PlansDisadvantages of Corporatewide Pay-for-Performance PlansConditions Favoring Corporatewide Plans
Designing Pay-for-Performance Plans for Executives and Salespeople
ExecutivesSalary and Short-Term IncentivesLong-Term IncentivesGolden ParachutesRewards for Social ResponsibilityPerksDirectors and Shareholders as Equity PartnersSalespeopleRewarding Excellence in Customer ServicePay-For-Performance Programs in Small Firms
Summary and Conclusions
Pay-for-Performance: The ChallengesMeeting the Challenges of Pay-for-Performance SystemsTypes of Pay-for-Performance PlansDesigning Pay-for-Performance Plans for Executives and SalespeopleDesigning Pay-for-Performance Plans in Small Firms
Key Terms
Discussion Questions
References
CHAPTER 12 Designing and Administering Benefits
CHALLENGES
An Overview of Benefits
Basic TerminologyThe Cost of Benefits in the United StatesFederal Tax PolicyFederal LegislationUnion InfluenceCost Savings of Group PlansTypes of Benefits
The Benefits Strategy
The Benefits MixBenefits AmountFlexibility of Benefits
Legally Required Benefits
Social SecurityRetirement Income Disability IncomeMedicareSurvivor BenefitsWorkers’ CompensationUnemployment InsuranceUnpaid Leave
Voluntary Benefits
Health InsuranceTraditional Health InsuranceHealth Maintenance Organizations (HMOs) Preferred Provider Organizations (PPOs) Health Insurance Coverage of Employees’ PartnersHealth Savings AccountsHealth Care Cost Containment Retirement BenefitsERISA Defined Benefit PlansDefined Contribution Plans401(k) PlanIRA SEPProfit-Sharing Keogh PlanHybrid Pension PlansInsurance PlansLife InsuranceLong-Term Disability InsurancePaid Time OffSick LeaveVacationsSeverance PayPaid Parental LeaveHolidays and Other Paid Time OffEmployee Services
Administering Benefits
Flexible BenefitsTypes of Flexible Benefits Plans Challenges With Flexible BenefitsBenefits Communication
Summary and Conclusions
An Overview of BenefitsThe Benefits StrategyLegally Required BenefitsVoluntary BenefitsAdministering Benefits
Key Terms
Discussion Questions
PART VI Governance
CHAPTER 13 Developing Employee RelationsCHALLENGES
The Roles of the Manager and the Employee Relations Specialist
Developing Employee Communications
Types of InformationHow Communication WorksDownward and Upward Communication
Encouraging Effective Communications
Information Dissemination ProgramsThe Employee HandbookWritten Communications: Memos, Financial Statements, Newsletters, and Bulletin BoardsAudiovisual CommunicationsElectronic CommunicationsMeetingsRetreatsInformal CommunicationsEmployee Feedback ProgramsEmployee Attitude SurveysAppeals ProceduresEmployee Assistance Programs
Employee Recognition Programs
Suggestion SystemsRecognition Awards
Summary and Conclusions
The Roles of the Manager and the Employee Relations SpecialistDeveloping Employee CommunicationsEncouraging Effective CommunicationsEmployee Recognition Programs
Key Terms
Discussion Questions
CHAPTER 14 Respecting Employee Rights and Managing Discipline
CHALLENGES
Employee Rights
Statutory RightsContractual RightsOther RightsRight to Ethical TreatmentLimited Right to PrivacyLimited Right to Free Speech
Management Rights
Employment at WillLegal Limitations to Employment at WillPublic Policy ExceptionsImplied ContractsLack of Good Faith and Fair Dealing
Employee Rights Challenges: A Balancing Act
Random Drug TestingElectronic MonitoringWhistle-BlowingRestrictions on MoonlightingRestrictions on Office Romance
Disciplining Employees
Progressive DisciplinePositive Discipline
Administering and Managing Discipline
The Just Cause Standard of DisciplineThe Right to Appeal Discipline
Managing Difficult Employees
Poor AttendancePoor PerformanceInsubordinationWorkplace BullyingAlcohol-Related MisconductIllegal Drug Use and Abuse
Preventing the Need for Discipline with Human Resource Management
Recruitment and SelectionTraining and DevelopmentHuman Resource PlanningPerformance AppraisalCompensation
Summary and Conclusions
Employee RightsManagement Rights Employee Rights Challenges: A Balancing ActDisciplining EmployeesAdministering and Managing DisciplineManaging Difficult EmployeesPreventing the Need for Discipline with Human Resource Management
Key Terms
Discussion Questions
CHAPTER 15 Working with Organized Labor
CHALLENGES
Why Do Employees Join Unions?
The Origins of U.S. Labor UnionsThe Role of the Manager in Labor Relations
Labor Relations and the Legal Environment
The Wagner ActThe Taft-Hartley ActThe Landrum-Griffin Act
Labor Relations in the United States
Business UnionismUnions Structured by Type of JobFocus on Collective BargainingLabor ContractsThe Adversarial Nature of Labor–Management Relations and Shrinking Union MembershipThe Growth of Unions in the Public Sector
Labor Relations in Other Countries
How Unions Differ InternationallyLabor Relations in GermanyLabor Relations in Japan
Labor Relations Strategy
Union Acceptance StrategyUnion Avoidance StrategyUnion SubstitutionUnion Suppression
Managing the Labor Relations Process
Union OrganizingUnion SolicitationPreelection ConductCertification Election Collective BargainingBargaining BehaviorBargaining PowerDistributive BargainingIntegrative BargainingBargaining TopicsImpasses in Bargaining Contract AdministrationSteps in the Grievance ProcedureTypes of GrievancesBenefits of Union Grievance Procedures
The Impact of Unions on Human Resource Management
StaffingEmployee DevelopmentCompensationEmployee Relations
Summary and Conclusions
Why Do Employees Join Unions?Labor Relations and the Legal EnvironmentLabor Relations in the United StatesLabor Relations in Other CountriesLabor Relations StrategyManaging the Labor Relations ProcessThe Impact of Unions on Human Resource Management
Key Terms
Discussion Questions
CHAPTER 16 Managing Workplace Safety and Health
CHALLENGES
Workplace Safety and the Law
Workers’ CompensationThe Benefits of Workers’ CompensationThe Costs of Workers’ Compensation
The Occupational Safety and Health Act (OSHA)
OSHA’s ProvisionsThe Occupational Safety and Health AdministrationThe Occupational Safety and Health Review Commission (OSHRC)The National Institute for Occupational Safety and Health (NIOSH)State Programs The Effectiveness of OSHA
Managing Contemporary Safety, Health, and Behavioral Issues
AIDS OSHAADA and the Manager’s RoleViolence in the WorkplaceReducing Assaults and Threats Reducing Threats from SabotageCumulative Trauma DisordersHearing ImpairmentFetal Protection, Hazardous Chemicals, and Genetic TestingHazardous ChemicalsGenetic Testing
Safety and Health Programs
Safety ProgramsEmployee Assistance Programs (EAPs)Wellness ProgramsThe Rewards of Good Health Habits
Summary and Conclusions
Workplace Safety and the LawManaging Contemporary Safety, Health, and Behavioral IssuesSafety and Health Programs
Key Terms
Discussion Questions
CHAPTER 17 International HRM Challenge
CHALLENGES
The Stages of International Involvement
The Rise of OutsourcingFalling BarriersSmall- and Medium-Size Enterprises Are Also Going GlobalThe Global Manager
Determining the Mix of Host-Country and Expatriate Employees
The Challenges of Expatriate Assignments
Why International Assignments End in FailureCareer BlockageCulture ShockLack of Predeparture Cross-Cultural TrainingOveremphasis on Technical Qualifications Getting Rid of a Troublesome EmployeeFamily ProblemsDifficulties on ReturnLack of Respect for Acquired SkillsLoss of StatusPoor Planning for Return PositionReverse Culture Shock
Effectively Managing Expatriate Assignments with HRM Policies and Practices
Selection TrainingCareer DevelopmentCompensationRole of HR DepartmentWomen and International Assignments
Developing HRM Policies in a Global Context
National Culture, Organizational Characteristics, and HRM PracticesEEO in the International ContextImportant Caveats
Human Resources Management and Exporting Firms
Ethics and Social ResponsibilityDealing with Political Risks
Summary and Conclusions
The Stages of International InvolvementDetermining the Mix of Host-Country and Expatriate EmployeesThe Challenges of Expatriate AssignmentsEnhancing the Effectiveness of Expatriate Assignments Developing HRM Policies in a Global ContextHuman Resource Management and Exporting Firms
Key Terms
Discussion Questions
Appendix
HRM and Business Periodicals
Concise Dictionary of HR Terminology
Company, Name, and Product Index
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Subject Index
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Pearson’s MyLab™

Content preview from Managing Human Resources, Eight Edition

H

Halo error, 216
Handwriting analysis, 170–171
Hay Guide Chart Profile Method, 304
Hazard Communication Standard, 506
Hazardous chemicals
- exposure to, 517, 558
- OSHA and, 506–508, 525–526
Haz-Map, 517, 518–519
Health. See Workplace safety/health
Health care
- in Canada, 362
- costs of, 374, 378–379
- employee incentives for healthy habits, 394–395, 522
Health insurance
- cost containment issues for, 378–379
- for employees’ partners, 378
- explanation of, 364, 373–374
- health maintenance organizations, 375
- health savings accounts, 378
- legislation related to, 374–375
- preferred provider organizations, 375, 376
- tax policy and, 364
- traditional, 375–376
Health Insurance Portability and Accountability Act (HIPAA), 374–375
Health maintenance organizations ...

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