Human Resource Management, 16th Edition PDF by Gary Dessler

By

Human Resource Management, Sixteenth Edition

By Gary Dessler

Human Resource Management 16th Edition

Contents:

Preface xxvii

Acknowledgments xxxv

PART ONE INTRODUCTION 1

1. Introduction to Human Resource Management 1

WHAT IS HUMAN RESOURCE MANAGEMENT? 3

Why Is Human Resource Management Important to All Managers? 3

Line and Staff Aspects of Human Resource Management 5

Line Managers’ Human Resource Management Responsibilities 5

The Human Resource Department 6

THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 7

Workforce Demographics and Diversity Trends 7

Trends in Jobs People Do 8

■ HR AND THE GIG ECONOMY: ON-DEMAND WORKERS 8

■ IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Boosting Customer Service 9

Globalization Trends 10

Economic Trends 10

Technology Trends 12

IMPORTANT COMPONENTS OF TODAY’S NEW HUMAN RESOURCE MANAGEMENT 13

A Brief History of Personnel/Human Resource Management 13

Distributed HR and the New Human Resource Management 14

■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Digital and Social Media Tools

and the New Human Resource Management 14

A Quick Overview 14

Strategic Human Resource Management 16

■ IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Building L.L.Bean 16

Performance and Human Resource Management 16

Sustainability and Human Resource Management 17

Employee Engagement and Human Resource Management 18

Ethics and Human Resource Management 18

THE NEW HUMAN RESOURCE MANAGER 18

HR Manager Certification 19

HR and the Manager’s Human Resource Philosophy 20

THE PLAN OF THIS BOOK 21

The Basic Themes and Features 21

Practical Tools for Every Manager 21

Chapter Contents Overview 22

The Topics Are Interrelated 23

CHAPTER SECTION SUMMARIES 23

DISCUSSION QUESTIONS 24

INDIVIDUAL AND GROUP ACTIVITIES 24

EXPERIENTIAL EXERCISE 25

APPLICATION CASE: JACK NELSON’S PROBLEM 25

CONTINUING CASE: CARTER CLEANING COMPANY 26

KEY TERMS 27

ENDNOTES 27

Equal Opportunity and the Law 31

2. EQUAL OPPORTUNITY LAWS ENACTED FROM 1964 TO 1991 33

Title VII of the 1964 Civil Rights Act 33

■ HR AND THE GIG ECONOMY: DISCRIMINATION IN THE GIG ECONOMY? 33

Executive Orders 34

Equal Pay Act of 1963 34

Age Discrimination in Employment Act of 1967 34

Vocational Rehabilitation Act of 1973 34

Pregnancy Discrimination Act of 1978 34

Federal Agency Guidelines 35

Early Court Decisions Regarding Equal Employment Opportunity 35

THE LAWS ENACTED FROM 1991 TO THE PRESENT 36

The Civil Rights Act of 1991 36

The Americans with Disabilities Act 37

Uniformed Services Employment and Reemployment Rights Act 38

Genetic Information Nondiscrimination Act of 2008 (GINA) 38

State and Local Equal Employment Opportunity Laws 39

Religious Discrimination 39

Trends in Discrimination Law 39

Sexual Harassment 40

■ IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL

BUSINESSES: How to Address Sexual Harassment 42

■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 44

DEFENSES AGAINST DISCRIMINATION ALLEGATIONS 44

The Central Role of Adverse Impact 44

Bona Fide Occupational Qualification 47

Business Necessity 48

■ KNOW YOUR EMPLOYMENT LAW: Examples of What You Can

and Cannot Do 48

THE EEOC ENFORCEMENT PROCESS 51

Voluntary Mediation 53

Mandatory Arbitration of Discrimination Claims 53

■ IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL

BUSINESSES 54

DIVERSITY MANAGEMENT 55

Potential Threats to Diversity 55

■ IMPROVING PERFORMANCE: HR AS A PROFIT CENTER 56

Managing Diversity 56

Implementing the Affirmative Action Program 57

Reverse Discrimination 58

CHAPTER SECTION SUMMARIES 59

DISCUSSION QUESTIONS 60

INDIVIDUAL AND GROUP ACTIVITIES 60

EXPERIENTIAL EXERCISE 61

APPLICATION CASE: SEEKING GENDER EQUITY AT STARBUCKS 62

CONTINUING CASE: CARTER CLEANING COMPANY 62

KEY TERMS 63

ENDNOTES 63

3. Human Resource Management Strategy and Performance 69

THE STRATEGIC MANAGEMENT PROCESS 71

The Management Planning Process 71

What Is Strategic Planning? 72

The Strategic Management Process 72

TYPES OF STRATEGIES 74

Corporate Strategy 74

Competitive Strategy 75

Functional Strategy 76

Managers’ Roles in Strategic Planning 76

STRATEGIC HUMAN RESOURCE MANAGEMENT 76

What Is Strategic Human Resource Management? 76

■ IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: The Shanghai Ritz-Carlton

Portman Hotel 77

■ IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: The Zappos “WOW” Way 78

Sustainability and Strategic Human Resource Management 78

Strategic Human Resource Management Tools 78

HR METRICS, BENCHMARKING, AND DATA ANALYTICS 81

Benchmarking 81

Strategy-Based Metrics 82

What Are HR Audits? 82

■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 83

■ TRENDS SHAPING HR: SCIENCE IN TALENT MANAGEMENT 84

HIGH-PERFORMANCE WORK SYSTEMS 85

EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS: EMPLOYEE ENGAGEMENT

AND PERFORMANCE 87

The Employee Engagement Problem 87

What Can Managers Do to Improve Employee Engagement? 87

How to Measure Employee Engagement 87

How Kia Motors (UK) Improved Performance with an HR Strategy Aimed at Boosting

Employee Engagement 88

CHAPTER SECTION SUMMARIES 90

DISCUSSION QUESTIONS 90

INDIVIDUAL AND GROUP ACTIVITIES 90

EXPERIENTIAL EXERCISE 91

APPLICATION CASE: TESLA’S STRATEGY 91

CONTINUING CASE: CARTER CLEANING COMPANY 92

TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING

PERFORMANCE AT THE HOTEL PARIS 92

KEY TERMS 94

ENDNOTES 94

PART TWO RECRUITMENT,

PLACEMENT, AND TALENT

MANAGEMENT 97

4. Job Analysis and the Talent Management Process 97

TALENT MANAGEMENT PROCESS 99

Talent Management Software 99

THE BASICS OF JOB ANALYSIS 100

What Is Job Analysis? 100

Uses of Job Analysis Information 101

Conducting a Job Analysis 101

■ IMPROVING PEFORMANCE: HR AS A PROFIT CENTER: Boosting Productivity

Through Work Redesign 102

METHODS FOR COLLECTING JOB ANALYSIS INFORMATION 104

The Interview 104

Questionnaires 105

Observation 108

Participant Diary/Logs 108

Quantitative Job Analysis Techniques 108

Online Job Analysis Methods 109

WRITING JOB DESCRIPTIONS 111

Diversity Counts 111

Job Identification 112

Job Summary 112

Relationships 113

Responsibilities and Duties 115

■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 116

■ KNOW YOUR EMPLOYMENT LAW: Writing Job Descriptions That Comply with the ADA 116

Standards of Performance and Working Conditions 117

■ IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL

BUSINESSES 117

WRITING JOB SPECIFICATIONS 120

Specifications for Trained versus Untrained Personnel 120

Specifications Based on Judgment 120

■ HR AND THE GIG ECONOMY: DO GIG WORKERS NEED JOB SPECIFICATIONS? 121

Job Specifications Based on Statistical Analysis 121

The Job-Requirements Matrix 121

Employee Engagement Guide for Managers 122

USING COMPETENCIES MODELS 122

■ IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Daimler Alabama 123

How to Write Competencies Statements 123

CHAPTER SECTION SUMMARIES 124

DISCUSSION QUESTIONS 125

INDIVIDUAL AND GROUP ACTIVITIES 125

EXPERIENTIAL EXERCISE 126

APPLICATION CASE: THE FLOOD 126

CONTINUING CASE: CARTER CLEANING COMPANY 127

TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING

PERFORMANCE AT THE HOTEL PARIS 127

KEY TERMS 128

ENDNOTES 128

5. Personnel Planning and Recruiting 130

INTRODUCTION 132

WORKFORCE PLANNING AND FORECASTING 132

Strategy and Workforce Planning 133

■ IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Four Seasons 133

Forecasting Personnel Needs (Labor Demand) 134

Forecasting the Supply of Inside Candidates 136

Forecasting the Supply of Outside Candidates 137

Predictive Workforce Monitoring 138

Matching Projected Labor Supply and Demand with a Plan 138

Succession Planning 138

WHY EFFECTIVE RECRUITING IS IMPORTANT 139

Improving Recruitment Effectiveness: Recruiters, Sources, and Branding 139

The Recruiting Yield Pyramid 140

■ KNOW YOUR EMPLOYMENT LAW: Recruiting Employees 140

INTERNAL SOURCES OF CANDIDATES 141

Finding Internal Candidates 141

EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS 141

Promotion from Within 141

OUTSIDE SOURCES OF CANDIDATES 142

Informal Recruiting and the Hidden Job Market 142

Recruiting via the Internet 142

Using Recruitment Software and Artificial Intelligence 143

■ TRENDS SHAPING HR: SCIENCE IN TALENT MANAGEMENT 144

■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: LinkedIn

and Beyond 145

Advertising 146

Employment Agencies 147

Recruitment Process Outsourcers 148

On-Demand Recruiting Services 148

■ HR AND THE GIG ECONOMY: TEMPORARY WORKERS

AND ALTERNATIVE STAFFING 148

■ KNOW YOUR EMPLOYMENT LAW: Contract Employees 149

Offshoring and Outsourcing Jobs 150

Executive Recruiters 151

■ IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL

BUSINESSES: Recruiting 101 152

Referrals and Walk-Ins 153

College Recruiting 153

Military Personnel 154

■ IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Cutting Recruitment

Costs 154

RECRUITING A MORE DIVERSE WORKFORCE 155

Recruiting Women 155

Recruiting Single Parents 155

Older Workers 156

Diversity Counts: Older Workers 157

Recruiting Minorities 157

The Disabled 157

DEVELOPING AND USING APPLICATION FORMS 158

Purpose of Application Forms 158

Application Guidelines 158

■ KNOW YOUR EMPLOYMENT LAW: Application Forms and EEO Law 158

Using Application Forms to Predict Job Performance 160

Mandatory Arbitration 160

Building Your Management Skills: The Human Side of Recruiting 160

CHAPTER SECTION SUMMARIES 161

DISCUSSION QUESTIONS 161

INDIVIDUAL AND GROUP ACTIVITIES 162

EXPERIENTIAL EXERCISE 162

APPLICATION CASE: TECHTONIC GROUP 162

CONTINUING CASE: CARTER CLEANING COMPANY 163

TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING

PERFORMANCE AT THE HOTEL PARIS 163

KEY TERMS 164

ENDNOTES 164

6. Employee Testing and Selection 169

WHY EMPLOYEE SELECTION IS IMPORTANT 171

THE BASICS OF TESTING AND SELECTING EMPLOYEES 171

Reliability 171

Validity 172

Evidence-Based HR: How to Validate a Test 173

Bias 175

Utility Analysis 175

■ IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Using Tests to Cut Costs

and Boost Profits 176

Validity Generalization 176

■ KNOW YOUR EMPLOYMENT LAW: Testing and Equal Employment Opportunity 176

Test Takers’ Individual Rights and Test Security 177

Diversity Counts: Gender Issues in Testing 177

How Do Employers Use Tests at Work? 178

TYPES OF TESTS 178

Tests of Cognitive Abilities 178

Tests of Motor and Physical Abilities 179

Measuring Personality and Interests 179

■ IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: Testing

for Assignments Abroad 180

Achievement Tests 181

Improving Performance Through HRIS: Computerization and Online Testing 181

■ TRENDS SHAPING HR: USING ANALYTICS, MACHINE LEARNING,

AND ARTIFICIAL INTELLIGENCE IN EMPLOYEE SELECTION 181

WORK SAMPLES AND SIMULATIONS 182

Using Work Sampling for Employee Selection 182

Situational Judgment Tests 183

■ HR AND THE GIG ECONOMY: FREELANCE WORKERS 183

Management Assessment Centers 184

Situational Testing and Video-Based Situational Testing 184

The Miniature Job Training and Evaluation Approach 185

Realistic Job Previews 185

■ IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: “Speed Dating”

Employee Selection at Zulily 185

Choosing a Selection Method 186

■ IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL

BUSINESSES: Employee Testing and Selection 186

BACKGROUND INVESTIGATIONS AND OTHER SELECTION METHODS 187

Why Perform Background Investigations and Reference Checks? 187

■ KNOW YOUR EMPLOYMENT LAW: Giving References 188

■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 189

Using Preemployment Information Services 191

Steps for Making the Background Check More Valuable 191

The Polygraph and Honesty Testing 192

Physical Exams 194

Substance Abuse Screening 194

Drug Testing Legal Issues 194

Complying with Immigration Law 195

CHAPTER SECTION SUMMARIES 196

DISCUSSION QUESTIONS 196

INDIVIDUAL AND GROUP ACTIVITIES 197

EXPERIENTIAL EXERCISE 197

APPLICATION CASE: THE INSIDER 198

CONTINUING CASE: CARTER CLEANING COMPANY 198

TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING

PERFORMANCE AT THE HOTEL PARIS 199

KEY TERMS 200

ENDNOTES 200

7. Interviewing Candidates 205

BASIC TYPES OF INTERVIEWS 207

Structured versus Unstructured Interviews 207

Interview Content (What Types of Questions to Ask) 207

How Should We Conduct the Interview? 210

■ IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Asynchronous Interviews

at Urban Outfitters 211

AVOIDING ERRORS THAT CAN UNDERMINE AN INTERVIEW’S USEFULNESS 212

First Impressions (Snap Judgments) 212

Not Clarifying What the Job Requires 213

Candidate-Order (Contrast) Error and Pressure to Hire 213

Nonverbal Behavior and Impression Management 213

Effect of Personal Characteristics: Attractiveness, Gender, Race 214

Diversity Counts: Applicant Disability and the Employment Interview 214

■ IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE:

Selection Practices Abroad 215

Interviewer Behavior 215

HOW TO DESIGN AND CONDUCT AN EFFECTIVE INTERVIEW 216

Designing a Structured Situational Interview 216

■ IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL

BUSINESSES: In Summary: How to Conduct an Effective Interview 217

Competency Profiles and Employee Interviews 220

EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS 220

Building Engagement: A Total Selection Program 220

The Toyota Way 221

■ TRENDS SHAPING HR: SCIENCE IN TALENT MANAGEMENT 222

DEVELOPING AND EXTENDING THE JOB OFFER 222

CHAPTER SECTION SUMMARIES 223

DISCUSSION QUESTIONS 224

INDIVIDUAL AND GROUP ACTIVITIES 224

EXPERIENTIAL EXERCISE 224

APPLICATION CASE: THE OUT-OF-CONTROL INTERVIEW 225

CONTINUING CASE: CARTER CLEANING COMPANY 226

TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING

PERFORMANCE AT THE HOTEL PARIS 226

KEY TERMS 227

ENDNOTES 227

APPENDIX 1 FOR CHAPTER 7 STRUCTURED INTERVIEW GUIDE 231

APPENDIX 2 FOR CHAPTER 7 INTERVIEW GUIDE FOR INTERVIEWEES 234

PART THREE TRAINING AND DEVELOPMENT 236

8. Training and Developing

Employees 236

ORIENTING AND ONBOARDING NEW EMPLOYEES 238

The Purposes of Employee Orientation/Onboarding 238

The Orientation Process 238

EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS: ONBOARDING

AT TOYOTA 239

OVERVIEW OF THE TRAINING PROCESS 240

■ KNOW YOUR EMPLOYMENT LAW: Training and the Law 240

Aligning Strategy and Training 240

■ IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Supporting AT&T’s Strategy

for a Digital Future 241

The ADDIE Five-Step Training Process 241

Analyzing the Training Needs 242

Designing the Training Program 244

■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 247

Developing the Program 247

IMPLEMENTING THE TRAINING PROGRAM 247

On-the-Job Training 248

Apprenticeship Training 248

Informal Learning 249

Job Instruction Training 250

Lectures 250

Programmed Learning 251

Behavior Modeling 251

Audiovisual-Based Training 251

Vestibule Training 251

Electronic Performance Support Systems (EPSS) 252

Videoconferencing 252

Computer-Based Training 252

Online/Internet-Based Training 253

Diversity Counts: Online Accessibility 255

■ HR AND THE GIG ECONOMY: ON-DEMAND MICRO LEARNING AT UBER 255

Lifelong and Literacy Training Techniques 255

Team Training 256

■ IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL

BUSINESSES: Creating Your Own Training Program 256

IMPLEMENTING MANAGEMENT DEVELOPMENT PROGRAMS 257

Strategy’s Role in Management Development 258

Candidate Assessment and the 9-Box Grid 258

Managerial On-the-Job Training and Rotation 258

■ IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: Global

Job Rotation 259

Off-the-Job Management Training and Development Techniques 260

Leadership Development at Cigna 261

■ TRENDS SHAPING HR: CUSTOMIZED TALENT MANAGEMENT-DIFFERENTIAL

DEVELOPMENT ASSIGNMENTS 262

Characteristics of Effective Leadership Development Programs 262

MANAGING ORGANIZATIONAL CHANGE PROGRAMS 262

Lewin’s Change Process 263

Using Organizational Development 264

EVALUATING THE TRAINING EFFORT 265

Designing the Study 265

Training Effects to Measure 266

CHAPTER SECTION SUMMARIES 268

DISCUSSION QUESTIONS 269

INDIVIDUAL AND GROUP ACTIVITIES 269

EXPERIENTIAL EXERCISE 269

APPLICATION CASE: REINVENTING THE WHEEL AT APEX DOOR COMPANY 270

CONTINUING CASE: CARTER CLEANING COMPANY 270

TRANSLATING STRATEGY INTO INTO HR POLICIES AND PRACTICES CASE: IMPROVING

PERFORMANCE AT THE HOTEL PARIS 271

KEY TERMS 272

ENDNOTES 272

9. Performance Management

and Appraisal 277

BASICS OF PERFORMANCE APPRAISAL 279

The Performance Appraisal Process 279

Why Appraise Performance? 279

Defining the Employee’s Goals and Performance Standards 280

■ IMPROVING PERFORMANCE: HR AS A PROFIT CENTER Setting Performance

Goals at Ball Corporation 280

■ IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL

BUSINESSES: How to Set Effective Goals 280

Who Should Do the Appraising? 281

TRADITIONAL TOOLS FOR APPRAISING PERFORMANCE 283

Graphic Rating Scale Method 283

Alternation Ranking Method 283

Paired Comparison Method 285

Forced Distribution Method 285

Critical Incident Method 285

Narrative Forms 287

Behaviorally Anchored Rating Scales 288

Management by Objectives 290

Appraisal in Practice: Using Forms, Installed Software, or Cloud-Based Systems 290

Electronic Performance Monitoring 291

Conversation Days 291

Using Multiple Methods 291

■ TRENDS SHAPING HR: CUSTOMIZED TALENT MANAGEMENT 292

■ HR AND THE GIG ECONOMY: RATING UBER DRIVERS 292

DEALING WITH RATER ERROR APPRAISAL PROBLEMS 293

Potential Rating Problems 293

Diversity Counts: The Problem of Bias 294

The Need for Fairness 295

■ KNOW YOUR EMPLOYMENT LAW: Appraising Performance 295

MANAGING THE APPRAISAL INTERVIEW 296

How to Conduct the Appraisal Interview 297

How to Handle a Defensive Subordinate 298

How to Criticize a Subordinate 298

How to Handle a Written Warning 298

EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS 300

Use the Appraisal Interview to Build Engagement 300

PERFORMANCE MANAGEMENT 300

Total Quality Management and Performance Appraisal 300

What Is Performance Management? 301

■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 301

Performance Management in Action 302

■ IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT Deloitte’s

New Performance Management Process 302

The Manager’s Role in Performance Management 303

CHAPTER SECTION SUMMARIES 304

DISCUSSION QUESTIONS 304

INDIVIDUAL AND GROUP ACTIVITIES 304

EXPERIENTIAL EXERCISE 305

APPLICATION CASE: APPRAISING THE SECRETARIES AT SWEETWATER U 305

CONTINUING CASE: CARTER CLEANING COMPANY 306

TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING

PERFORMANCE AT THE HOTEL PARIS 306

KEY TERMS 307

ENDNOTES 307

10. Managing Careers and Retention 311

CAREER MANAGEMENT 313

Careers Today 313

The Psychological Contract 313

The Employee’s Role in Career Management 314

■ HR AND THE GIG ECONOMY: THE PORTFOLIO CAREER 314

The Employer’s Role in Career Management 315

Employer Career Management Methods 315

Improving Performance: Through HRIS: Integrating Talent Management

and Career and Succession Planning 316

Diversity Counts: Toward Career Success 316

The Manager as Mentor and Coach 316

EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS 319

Career Management 319

Commitment-Oriented Career Development Efforts 319

■ IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE:

Career Development at Medtronic 319

MANAGING EMPLOYEE TURNOVER AND RETENTION 320

■ IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Turnover

and Performance 320

Managing Voluntary Turnover 321

A Comprehensive Approach to Retaining Employees 321

■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 322

■ IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Fresh Thyme Farmers

Market 322

Job Withdrawal 323

EMPLOYEE LIFE-CYCLE CAREER MANAGEMENT 324

Making Promotion Decisions 324

■ KNOW YOUR EMPLOYMENT LAW: Establish Clear Guidelines for Managing

Promotions 324

Diversity Counts: The Gender Gap 326

Managing Transfers 326

Managing Retirements 327

MANAGING DISMISSALS 328

Grounds for Dismissal 328

■ KNOW YOUR EMPLOYMENT LAW: Termination at Will 329

Avoiding Wrongful Discharge Suits 330

Supervisor Liability 331

Security Measures 331

The Termination Interview and Exit Process 331

Layoffs and the Plant Closing Law 332

Adjusting to Downsizings and Mergers 333

CHAPTER SECTION SUMMARIES 334

DISCUSSION QUESTIONS 334

INDIVIDUAL AND GROUP ACTIVITIES 334

EXPERIENTIAL EXERCISE 335

APPLICATION CASE: UBER TECHNOLOGIES INC. 336

CONTINUING CASE: CARTER CLEANING COMPANY 336

TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING

PERFORMANCE AT THE HOTEL PARIS 336

KEY TERMS 337

ENDNOTES 338

APPENDIX FOR CHAPTER 10 MANAGING YOUR CAREER AND FINDING A JOB 341

PART FOUR COMPENSATION 348

11. Establishing Strategic Pay Plans 348

BASIC FACTORS IN DETERMINING PAY RATES 350

Aligning Total Rewards with Strategy 350

Equity and Its Impact on Pay Rates 350

Legal Considerations in Compensation 351

■ KNOW YOUR EMPLOYMENT LAW: The Workday 352

■ KNOW YOUR EMPLOYMENT LAW: The Independent Contractor 354

■ HR AND THE GIG ECONOMY: ARE GIG WORKERS EMPLOYEES

OR INDEPENDENT CONTRACTORS? 356

Union Influences on Compensation Decisions 357

Pay Policies 357

■ IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Wegmans Food Markets 358

■ IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: Compensating

Expatriate Employees 358

JOB EVALUATION METHODS 359

Compensable Factors 359

Preparing for the Job Evaluation 360

Job Evaluation Methods: Ranking 361

Job Evaluation Methods: Job Classification 362

Job Evaluation Methods: Point Method 363

Computerized Job Evaluations 363

HOW TO CREATE A MARKET-COMPETITIVE PAY PLAN 363

Choose Benchmark Jobs 364

Select Compensable Factors 364

Assign Weights to Compensable Factors 365

Convert Percentages to Points for Each Factor 365

Define Each Factor’s Degrees 365

Determine for Each Factor Its Factor Degrees’ Points 366

Review Job Descriptions and Job Specifications 366

Evaluate the Jobs 366

Draw the Current (Internal) Wage Curve 367

Conduct a Market Analysis: Salary Surveys 368

Draw the Market (External) Wage Curve 369

Compare and Adjust Current and Market Wage Rates for Jobs 370

Develop Pay Grades 370

Establish Rate Ranges 371

Address Remaining Jobs 372

Correct Out-of-Line Rates 373

■ IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL

BUSINESSES: Developing a Workable Pay Plan 373

PRICING MANAGERIAL AND PROFESSIONAL JOBS 374

What Determines Executive Pay? 374

Compensating Executives 375

Compensating Professional Employees 375

Improving Performance: Through HRIS: Payroll Administration 376

CONTEMPORARY TOPICS IN COMPENSATION 376

Competency-Based Pay 376

Broadbanding 377

Comparable Worth 378

Diversity Counts: The Pay Gap 379

Board Oversight of Executive Pay 379

EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS 380

Total Rewards Programs 380

■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 380

Total Rewards and Employee Engagement 380

CHAPTER SECTION SUMMARIES 381

DISCUSSION QUESTIONS 381

INDIVIDUAL AND GROUP ACTIVITIES 382

EXPERIENTIAL EXERCISE 382

APPLICATION CASE: SALARY INEQUITIES AT ASTRAZENECA 383

CONTINUING CASE: CARTER CLEANING COMPANY 383

TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING

PERFORMANCE AT THE HOTEL PARIS 384

KEY TERMS 385

ENDNOTES 385

12. Pay for Performance and Financial Incentives 389

MONEY’S ROLE IN MOTIVATION 391

Incentive Pay Terminology 391

Linking Strategy, Performance, and Incentive Pay 391

Motivation and Incentives 391

■ KNOW YOUR EMPLOYMENT LAW: Employee Incentives and the Law 393

INDIVIDUAL EMPLOYEE INCENTIVE AND RECOGNITION PROGRAMS 393

Piecework 393

Merit Pay as an Incentive 394

Incentives for Professional Employees 395

Nonfinancial and Recognition-Based Awards 396

■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 396

■ IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL

BUSINESSES 396

■ HR AND THE GIG ECONOMY: RECOGNITION, NONFINANCIAL REWARDS,

AND GIG WORKERS 397

Job Design 397

■ IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT 398

INCENTIVES FOR SALESPEOPLE 399

Salary Plan 399

Commission Plan 399

Combination Plan 399

Maximizing Sales Results 400

Sales Incentives in Action 401

INCENTIVES FOR MANAGERS AND EXECUTIVES 401

Strategy and the Executive’s Long-Term and Total Rewards Package 401

Short-Term Incentives and the Annual Bonus 402

■ IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE 404

Some Other Executive Incentives 406

TEAM AND ORGANIZATION-WIDE INCENTIVE PLANS 406

How to Design Team Incentives 406

Evidence-Based HR: Inequities That Undercut Team Incentives 408

Profit-Sharing Plans 408

Scanlon Plans 408

Other Gainsharing Plans 409

At-Risk Pay Plans 409

Employee Stock Ownership Plans 409

Incentive Plans in Practice: Nucor 410

EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS 410

Incentives and Engagement 410

CHAPTER SECTION SUMMARIES 411

DISCUSSION QUESTIONS 412

INDIVIDUAL AND GROUP ACTIVITIES 412

EXPERIENTIAL EXERCISE 412

APPLICATION CASE: THE HUBSPOT.COM SALES INCENTIVE PLAN 413

CONTINUING CASE: CARTER CLEANING COMPANY 414

TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING

PERFORMANCE AT THE HOTEL PARIS 414

KEY TERMS 415

ENDNOTES 415

13. Benefits and Services 419

INTRODUCTION: THE BENEFITS PICTURE TODAY 421

Policy Issues 421

PAY FOR TIME NOT WORKED 422

Unemployment Insurance 422

Vacations and Holidays 423

■ KNOW YOUR EMPLOYMENT LAW: Some Legal Aspects of Vacations and Holidays 424

Sick Leave 424

■ IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Controlling Sick Leave 425

■ KNOW YOUR EMPLOYMENT LAW: Leaves and the Family and Medical

Leave Act and Other Laws 425

Severance Pay 427

■ IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: Severance

Pay in France 427

Supplemental Unemployment Benefits 427

INSURANCE BENEFITS 428

Workers’ Compensation 428

Hospitalization, Health, and Disability Insurance 428

■ KNOW YOUR EMPLOYMENT LAW: Patient Protection and Affordable Care Act of 2010

and Other Laws 430

Trends in Employer Health-Care Cost Control 432

■ IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: The Doctor

Is on the Phone 433

Long-Term Care 434

Life Insurance 434

Benefits for Part-Time and Contingent Workers 434

■ HR AND THE GIG ECONOMY: GIG WORKER BENEFITS 434

RETIREMENT BENEFITS 434

Social Security 434

Pension Plans 435

■ KNOW YOUR EMPLOYMENT LAW: Pension Planning and the Law 436

Pensions and Early Retirement 437

Improving Performance: Through HRIS: Online Benefits Management Systems 438

■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 438

PERSONAL SERVICES AND FAMILY-FRIENDLY BENEFITS 438

Personal Services 438

Family-Friendly Benefits 439

Other Personal Services Benefits 440

Diversity Counts: Domestic Partner Benefits 441

■ IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT 441

Executive Perquisites 441

FLEXIBLE BENEFITS PROGRAMS 442

The Cafeteria Approach 442

■ IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL

BUSINESSES: Benefits and Employee Leasing 443

Flexible Work Schedules 443

EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS 444

Costco’s Compensation Plan 444

CHAPTER SECTION SUMMARIES 445

DISCUSSION QUESTIONS 445

INDIVIDUAL AND GROUP ACTIVITIES 445

EXPERIENTIAL EXERCISE 446

APPLICATION CASE: STRIKING FOR BENEFITS 446

CONTINUING CASE: CARTER CLEANING COMPANY 447

TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING

PERFORMANCE AT THE HOTEL PARIS 447

KEY TERMS 448

ENDNOTES 448

PART FIVE ENRICHMENT TOPICS IN HUMAN RESOURCE

MANAGEMENT 453

14. Building Positive Employee Relations 453

WHAT IS EMPLOYEE RELATIONS? 455

EMPLOYEE RELATIONS PROGRAMS FOR BUILDING AND MAINTAINING POSITIVE

EMPLOYEE RELATIONS 455

Ensuring Fair Treatment 455

■ IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: A New HR Strategy

at the Foxconn Plant in Shenzhen, China 456

Bullying and Victimization 457

Improving Employee Relations through Communications Programs 458

Develop Employee Recognition/Relations Programs 458

Use Employee Involvement Programs 459

■ IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: The Cost-Effective

Suggestion System 459

■ HR AND THE GIG ECONOMY: EMPLOYEE RELATIONS AND GIG WORKERS 460

THE ETHICAL ORGANIZATION 460

Ethics and Employee Rights 461

What Shapes Ethical Behavior at Work? 462

How Any Manager Can Create an Ethical Environment 462

How Human Resource Managers Can Create More Ethical Environments 463

■ IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL

BUSINESSES: Small Business Ethics 465

■ KNOW YOUR EMPLOYMENT LAW: Electronic Monitoring 466

MANAGING EMPLOYEE DISCIPLINE 468

The Three Pillars of Fair Discipline 468

Diversity Counts: Comparing Males and Females in a Discipline Situation 469

How to Discipline an Employee 469

Discipline without Punishment 470

EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS 471

How Companies Become “Best Companies to Work For” 471

The “Best Companies to Work For” 471

SAS: Great Benefits, Trust, and Work–Life Balance 471

Google: Happiness and People Analytics 472

FedEx: Guaranteed Fair Treatment 472

A “Best Company” Human Resource Philosophy? 473

CHAPTER SECTION SUMMARIES 474

DISCUSSION QUESTIONS 475

INDIVIDUAL AND GROUP ACTIVITIES 475

EXPERIENTIAL EXERCISE 476

APPLICATION CASE: ENRON, ETHICS, AND ORGANIZATIONAL CULTURE 476

CONTINUING CASE: CARTER CLEANING COMPANY 477

TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING

PERFORMANCE AT THE HOTEL PARIS 477

KEY TERMS 478

ETHICS QUIZ ANSWERS 479

ENDNOTES 479

15. Labor Relations and Collective Bargaining 483

THE LABOR MOVEMENT 485

■ IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Walmart’s

New HR Strategy 485

Why Do Workers Organize? 485

■ HR AND THE GIG ECONOMY: WILL UBER DRIVERS ORGANIZE? 486

Employee Engagement and Unionization 486

What Do Unions Want? 487

The AFL–CIO and the SEIU 487

UNIONS AND THE LAW 488

Period of Strong Encouragement: The Norris–LaGuardia (1932)

and National Labor Relations (or Wagner) Acts (1935) 488

Period of Modified Encouragement Coupled with Regulation:

The Taft–Hartley Act (1947) 490

Unfair Union Labor Practices 490

THE UNION DRIVE AND ELECTION 491

Step 1. Initial Contact 491

Step 2. Obtaining Authorization Cards 492

Step 3. Hold a Hearing 494

Step 4. The Campaign 494

Step 5. The Election 495

How to Lose an NLRB Election 495

Evidence-Based HR: What to Expect the Union to Do to Win the Election 496

The Supervisor’s Role 496

■ KNOW YOUR EMPLOYMENT LAW: Rules Regarding Literature and

Solicitation 497

Decertification Elections: Ousting the Union 497

■ IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: France Comes

to the Workers’ Aid 498

THE COLLECTIVE BARGAINING PROCESS 498

What Is Collective Bargaining? 498

What Is Good Faith? 498

The Negotiating Team 499

Costing the Contract 499

Bargaining Items 499

Building Negotiating Skills 500

Bargaining Guidelines 500

Impasses, Mediation, and Strikes 501

■ IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL

BUSINESSES: Strike Guidelines 503

■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Unions Go Digital 504

The Contract Agreement 504

DEALING WITH DISPUTES AND GRIEVANCES 505

Sources of Grievances 505

The Grievance Procedure 505

Guidelines for Handling Grievances 506

■ IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL

BUSINESSES: How to Handle a Grievance Situation 507

THE UNION MOVEMENT TODAY AND TOMORROW 507

What Are Unions Doing About It? 508

Cooperative Labor–Management Relations 509

CHAPTER SECTION SUMMARIES 509

DISCUSSION QUESTIONS 510

INDIVIDUAL AND GROUP ACTIVITIES 510

EXPERIENTIAL EXERCISE 511

APPLICATION CASE: ORGANIZING NEW MEDIA EMPLOYEES AT VICE MEDIA 511

CONTINUING CASE: CARTER CLEANING COMPANY 512

TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING

PERFORMANCE AT THE HOTEL PARIS 512

KEY TERMS 513

ENDNOTES 514

16. Safety, Health, and Risk Management 517

INTRODUCTION: SAFETY AND THE MANAGER 519

Why Safety Is Important 519

■ IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Improving Safety

Boosts Profits 519

Top Management’s Role in Safety 519

■ IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Deepwater Horizon 520

The Supervisor’s Role in Accident Prevention 520

MANAGER’S BRIEFING ON OCCUPATIONAL SAFETY LAW 520

OSHA Standards and Record Keeping 521

Inspections and Citations 522

Responsibilities and Rights of Employers and Employees 525

■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Sitedocs Digital

Workplace Safety 526

WHAT CAUSES ACCIDENTS? 526

What Causes Unsafe Conditions? 526

What Causes Unsafe Acts? 527

HOW TO PREVENT ACCIDENTS 528

Reducing Unsafe Conditions 528

■ TRENDS SHAPING HR: ROBOTS 528

■ TRENDS SHAPING HR: LOCATION BEACONS 532

Diversity Counts: Protecting Vulnerable Workers 532

Reducing Unsafe Acts 533

Reducing Unsafe Acts through Screening 533

Reducing Unsafe Acts through Training 533

Reducing Unsafe Acts through Posters, Incentives, and Positive Reinforcement 534

■ IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Using Positive Reinforcement 534

Reducing Unsafe Acts by Fostering a Culture of Safety 535

Reducing Unsafe Acts by Creating a Supportive Environment 536

Reducing Unsafe Acts by Establishing a Safety Policy 536

Reducing Unsafe Acts by Setting Specific Loss Control Goals 536

Reducing Unsafe Acts through Behavior-Based Safety and Safety Awareness Programs 536

Reducing Unsafe Acts through Employee Participation 536

■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Conducting Safety and Health

Audits and Inspections 536

EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS 537

Milliken & Company—World-Class Safety through Employee Engagement 537

Involvement-Based Employee Engagement 537

WORKPLACE HEALTH HAZARDS: PROBLEMS AND REMEDIES 538

Chemicals and Industrial Hygiene 538

■ KNOW YOUR EMPLOYMENT LAW: Hazard Communication 538

■ HR AND THE GIG ECONOMY: TEMP EMPLOYEE SAFETY 539

Asbestos Exposure at Work and Air Quality 539

Alcoholism and Substance Abuse 540

Stress, Burnout, and Depression 541

Solving Computer-Related Ergonomic Problems 543

Repetitive Motion Disorders 543

Sitting 543

Infectious Diseases 544

Workplace Smoking 544

OCCUPATIONAL SECURITY AND RISK MANAGEMENT 544

Enterprise Risk Management 544

Preventing and Dealing with Violence at Work 545

Securing the Facility 547

Terrorism 548

Cybersecurity 548

Business Continuity and Emergency Plans 548

■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Twitter Notifications 549

CHAPTER SECTION SUMMARIES 549

DISCUSSION QUESTIONS 550

INDIVIDUAL AND GROUP ACTIVITIES 550

EXPERIENTIAL EXERCISE 550

APPLICATION CASE: THE DANGEROUS THIRD SHIFT 554

CONTINUING CASE: CARTER CLEANING COMPANY 554

TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING

PERFORMANCE AT THE HOTEL PARIS 555

KEY TERMS 556

ENDNOTES 556

17. Managing Global Human Resources 562

THE MANAGER’S GLOBAL CHALLENGE 564

What Is International Human Resource Management? 564

ADAPTING HUMAN RESOURCE ACTIVITIES TO INTERCOUNTRY DIFFERENCES 564

Cultural Factors 565

Legal Factors 566

Economic Systems 566

HR Abroad Example: The European Union 567

HR Abroad Example: China 567

STAFFING THE GLOBAL ORGANIZATION 568

International Staffing: Home or Local? 568

Internationalization Stage, Values, and Staffing Policy 568

■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Job Boards Abroad 569

■ IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Reducing Expatriate Costs 569

■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: Using Global Virtual Teams 570

Selecting International Managers 571

Diversity Counts: Sending Women Managers Abroad 571

Avoiding Early Expatriate Returns 572

■ IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL

BUSINESSES: Some Practical Solutions to the Expatriate Challenge 573

TRAINING AND MAINTAINING EMPLOYEES ABROAD 573

Orienting and Training Employees on International Assignment 573

Ethics and Codes of Conduct 574

Performance Appraisal of International Managers 574

Compensating Managers Abroad 575

Union Relations Abroad 577

Safety Abroad 577

■ IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE:

Business Travel 577

Repatriation: Problems and Solutions 578

EMPLOYEE ENGAGEMENT GUIDE FOR MANAGERS 579

Engagement around the Globe 579

MANAGING HR LOCALLY: HOW TO PUT INTO PRACTICE A GLOBAL

HR SYSTEM 579

■ IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Hyundai Capital 580

Developing a More Effective Global HR System 580

Making the Global HR System More Acceptable 581

Implementing the Global HR System 582

CHAPTER SECTION SUMMARIES 582

DISCUSSION QUESTIONS 583

INDIVIDUAL AND GROUP ACTIVITIES 583

EXPERIENTIAL EXERCISE 584

APPLICATION CASE: “BOSS, I THINK WE HAVE A PROBLEM” 584

CONTINUING CASE: CARTER CLEANING COMPANY 584

TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING

PERFORMANCE AT THE HOTEL PARIS 585

KEY TERMS 586

ENDNOTES 586

18. Managing Human Resources in Small

and Entrepreneurial Firms 590

THE SMALL BUSINESS CHALLENGE 592

How Small Business Human Resource Management Is Different 592

Diversity Counts: Necessity and the Entrepreneur 593

Why HRM Is Important to Small Businesses 593

USING INTERNET, GOVERNMENT, AND OTHER TOOLS TO SUPPORT

THE HR EFFORT 593

Government Tools for Complying with Employment Laws 594

Online Employment Planning and Recruiting Tools 596

■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 596

Small Business Employee Selection Tools 597

■ IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT: Everlane 598

Small Business Training Tools 598

Employment Appraisal and Compensation Online Tools 599

Employment Safety and Health Tools 599

LEVERAGING SMALL SIZE WITH FAMILIARITY, FLEXIBILITY, FAIRNESS,

AND INFORMALITY 599

Simple, Informal Employee Selection Procedures 599

■ IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL

BUSINESSES: A Streamlined Interviewing Process 599

Flexibility in Training 600

Flexibility in Benefits and Rewards 601

Fairness and the Family Business 603

USING PROFESSIONAL EMPLOYER ORGANIZATIONS 603

How Do PEOs Work? 603

Why Use a PEO? 604

What Is the Alternative? 605

MANAGING HR SYSTEMS, PROCEDURES, AND PAPERWORK 605

Introduction 605

Basic Components of Manual HR Systems 605

Automating Individual HR Tasks 606

Human Resource Information Systems (HRIS) 607

Improved Transaction Processing 607

Online Self-Processing 607

Improved Reporting Capability 607

HR System Integration 607

HRIS Vendors 607

■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA: HR on the Cloud 608

CHAPTER SECTION SUMMARIES 608

DISCUSSION QUESTIONS 609

INDIVIDUAL AND GROUP ACTIVITIES 609

EXPERIENTIAL EXERCISE 609

APPLICATION CASE: NETFLIX BREAKS THE RULES 610

CONTINUING CASE: CARTER CLEANING COMPANY 610

TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVING

PERFORMANCE AT THE HOTEL PARIS 611

ENDNOTES 612

APPENDICES

APPENDIX A HRCI’s PHR® and SPHR® Certification Body of Knowledge 614

APPENDIX B About the Society for Human Resource Management (SHRM)

Body of Competency & Knowledge® Model and Certification

Exams 620

APPENDIX C Comprehensive Cases 635

Glossary 651

Name/Organization Index 660

Subject Index 670

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