Human Resource Management: Linking Strategy to Practice, 2nd Edition PDF by Greg L. Stewart and Kenneth G. Brown

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Human Resource Management: Linking Strategy to Practice, Second Edition

By Greg L. Stewart and Kenneth G. Brown

Human Resource Management 2nd edition

Contents:

PART 1 Seeing People as a Strategic Resource

Chapter 1 Creating Value Through Human Resources

A Manager’s Perspective 2

WHAT DO YOU THINK? 3

How Can Human Resource Management Make an Organization Effective? 4

BUILDING STRENGTH THROUGH HR: Trader Joe’s 5

How Is Organizational Success Determined? 6

Success in Life-Cycle Stages 6

Organizational Success? 8

Success from Stakeholder Perspectives 9

The Chain of Success 11

HOW DO WE KNOW? Does Effective

Human Resource Management Increase

HOW DO WE KNOW? Are Great

Places to Work More Profitable? 12

What Does Human Resource Management Provide

to an Organization? 13

Core Human Resource Functions 13

TECHNOLOGY IN HR: Using

Web-Based Information to Manage

People 15

Spreading Knowledge about Human Resource

Practices 16

What Do Human Resource Specialists Do? 17

Human Resource Roles 18

BUILDING STRENGTH THROUGH HR: Edwards Lifesciences 21

Human Resource Competencies 22

BUILDING STRENGTH THROUGH HR:

McDonald’s 23

How Will Current Trends Affect Human Resource Management? 24

Population Trends 24

Labor Force Trends 25

Employment Trends 26

Trends in Education and Training 26

Globalizations Trends 27

How Do Strategic and Functional Perspectives Combine to Direct Human Resource Practices? 27

A Manager’s Perspective Revisited 29

Summary/Key Terms/Discussion Questions 30

Cases 32

EXAMPLE CASE: Sears 32

DISCUSSION CASE: Curt’s Cowboy

Corner 33

EXPERIENTIAL EXERCISE: Visit the

SHRM Website 34

INTERACTIVE EXPERIENTIAL

EXERCISE: Building an HR Department at Mega Manufacturing 34

 

Chapter 2 Making Human Resource Management Strategic

A Manager’s Perspective 36

How Can a Strategic Approach to Human Resources

Improve an Organization? 38

How Is Strategy Formulated? 40

Gathering Information 41

Analyzing Information and Making Decisions 45

What Are Common Competitive Business Strategies? 46

Cost Leadership Strategy 47

Differentiation Strategy 48

Combination Strategy 50

What Are Basic Approaches to Human Resource

Strategy? 51

The Universalistic Approach 52

The Contingency Approach 54

What Are Common Human Resource Strategies? 58

Internal/Cost HR Strategy: The Loyal Soldier 59

External/Cost HR Strategy:

The Bargain Laborer 60

Internal/Differentiation HR Strategy:

The Committed Expert 60

External/Differentiation HR Strategy:

The Free Agent 61

How Do Human Resource Strategies Align with

Competitive Business Strategies? 62

Research Supporting the Contingency

Perspective 62

Putting it all Together 64

WHAT DO YOU THINK? 37

BUILDING STRENGTH THROUGH HR:

Southwest Airlines 40

TECHNOLOGY IN HR: Twitter as an

Opportunity for Business 43

HOW DO WE KNOW?

What Differentiates Fast-Food

Restaurants? 49

HOW DO WE KNOW? Do Good

Human Resource Practices Improve

Performance? 54

BUILDING STRENGTH THROUGH HR:

Fenmarc Produce Ltd 57

HOW DO WE KNOW? What

Makes College Basketball Programs

Successful? 64

A Manager’s Perspective Revisited 65

Summary/Key Terms/Discussion Questions 66

Cases 68

EXAMPLE CASE: United Parcel

Service 68

DISCUSSION CASE: Mountain

Bank 69

EXPERIENTIAL EXERCISE: Explore

Company Websites 70

Exercises 70

INTERACTIVE EXPERIENTIAL

EXERCISE: HR Strategy in Action:

Selling the HR Function at Mega

Manufacturing 71

 

Chapter 3 Ensuring Equal Employment Opportunity and Safety

A Manager’s Perspective 74

Why Is It Important to Understand Legal

and Safety Issues? 76

What Is the Main Law Relating to Discrimination

and Employment? 78

Title VII of the Civil Rights Act of 1964 79

The Civil Rights Act of 1991 86

Application of U.S. Laws to International

Employers 88

What Are Other Important Employment Laws? 90

The Age Discrimination in Employment Act 91

The Americans with Disabilities Act 92

The Equal Pay Act 94

The Family and Medical Leave Act 95

How Can Organizations Increase Diversity? 97

Executive Order 11246 98

Restrictions on Affirmative Action Plans 99

Affirmative Action Plans Today 100

What Are the Major Laws Relating to Occupational

Safety? 101

Occupational Safety and Health Act 102

Workers’ Compensation 105

WHAT DO YOU THINK? 75

BUILDING STRENGTH THROUGH HR:

Responding to Discrimination

Claims 77

HOW DO WE KNOW? Do Courts

Give Companies Credit for Good HR

Practices? 83

HOW DO WE KNOW? Who Is Most

Likely to Unfairly Discriminate? 86

TECHNOLOGY IN HR: Legal Issues

with Internet and Email Use 87

BUILDING STRENGTH THROUGH HR:

PepsiCo 97

BUILDING STRENGTH THROUGH HR:

Union Pacific Corporation 103

What Specific Practices Increase Fairness

and Safety? 106

Employees 106

Leadership 106

HOW DO WE KNOW? What Can

Organizations Do to Promote Safety? 107

A Manager’s Perspective Revisited 108

EXAMPLE CASE: Xerox 111

Summary/Key Terms/Discussion Questions 109

Cases 111

DISCUSSION CASE: Jones Feed

and Seed 112

Exercises 113

EXPERIENTIAL EXERCISE: Locating

Government Resources on the Web 113

INTERACTIVE EXPERIENTIAL

EXERCISE: The Legal Side of HR:

Handling Equal Employment Issues

at Mega Manufacturing 113

 

PART 2 Securing Effective Employees

Chapter 4 Designing Productive and Satisfying Work

A Manager’s Perspective 118

How Can Strategic Design of Work Tasks Improve

an Organization? 120

How Is Work Design Strategic? 122

Developing Autonomy 122

Developing Interdependence 124

Linking Autonomy and Interdependence to HR

Strategy 125

How Are Employee Jobs Determined? 126

The Job Analysis Process 126

Specific Methods of Collecting Job Analysis

Information 131

How Is Job Description Information Made

Useful? 134

Job Analysis and Legal Issues 135

Competency Modeling 136

How Do We Determine the Tasks Associated

with Each Job? 137

Mechanistic Approach 139

Motivational Approach 140

WHAT DO YOU THINK? 119

BUILDING STRENGTH THROUGH HR: L. Gore & Associates 121

HOW DO WE KNOW? Do Empowered

Teams Have Higher Performance? 123

BUILDING STRENGTH THROUGH HR:

Purolator 127

BUILDING STRENGTH THROUGH HR:

Leicester Royal Infirmary 138

HOW DO WE KNOW? Do Employees

Work Harder When They Think Their

Tasks Matter? 141

Perceptual Approach 141

Biological Approach 142

Combining Work Design Approaches 142

How Can Work Be Designed to Improve Family

Life? 143

Flexible Work Scheduling 144

BUILDING STRENGTH THROUGH HR:

International Business Machines

Corporation 145

Alternative Work Locations 146

TECHNOLOGY IN HR: Allowing

Employees to Work from Home 147

A Manager’s Perspective Revisited 148

Summary/Key Terms/Discussion Questions 148

Cases 150

EXAMPLE CASE: Coney Island

Hospital 150

DISCUSSION CASE: Josh’s Toy

Manufacturing 152

EXPERIENTIAL EXERCISE: Assessing

the Accuracy of Job Descriptions 153

INTERACTIVE EXPERIENTIAL

EXERCISE: Job Design: Creating New

Positions at Graphics Design, Inc. 153

 

Chapter 5 Recruiting Talented Employees

A Manager’s Perspective 158

WHAT DO YOU THINK? 159

BUILDING STRENGTH THROUGH HR: How Can Strategic Recruiting Make an Organization Effective? 160

BUILDING STRENGTH THROUGH HR: Google 161

How Is Employee Recruiting Strategic? 162

Broad Versus Targeted Skill Scope 163

Internal Versus External Sourcing 164

Realistic Versus Idealistic Messaging 166

HOW DO WE KNOW? Do Realistic

Job Previews Reduce Employee

Turnover? 167

How Does Human Resource Planning Facilitate

Recruiting? 168

The Planning Process 169

Batch and Flow Approaches 171

Centralization of Processes 172

WellPoint Health Networks 172

Who Searches for Jobs? 173

New Workforce Entrants 174

Unemployed Workers 175

HOW DO WE KNOW? Who Succeeds

in a Job Search? 175

Workers Currently Employed 176

What Characteristics Make an Organization

Attractive? 177

Generally Attractive Characteristics 178

HOW DO WE KNOW? What Influences

People to Apply for a Job? 179

Fit Between People and Organizations 180

What Are Common Recruiting Sources? 181

Job Posting 181

Employee Referrals 181

Print Advertising 183

Electronic Advertising 183

Employment Agencies 184

TECHNOLOGY IN HR: Staying in

Touch with Recruits 185

Campus Recruiting 186

How Is Recruiting Effectiveness Determined? 187

Common Measures 188

Differences among Recruiting Sources 189

A Manager’s Perspective Revisited 190

Summary/Key Terms/Discussion Questions 190

Cases 193

EXAMPLE CASE: MITRE 193

DISCUSSION CASE: Friendly Financial

Works 194

EXPERIENTIAL EXERCISE: Learning

about Your Career Center 195

Exercises 195

INTERACTIVE EXPERIENTIAL

EXERCISE: Strategic Recruitment:

Finding the Right People for Graphics

Design, Inc. 196

Chapter 6

Selecting Employees Who Fit

A Manager’s Perspective 200

WHAT DO YOU THINK? 201

How Is Employee Selection Strategic? 203

BUILDING STRENGTH THROUGH HR:

U.S. Census Bureau 203

Aligning Talent and HR Strategy 204

Making Strategic Selection Decisions 206

HOW DO WE KNOW? Do Recruiters

Really Assess Fit? 207

What Makes a Selection Method Good? 209

Reliability 209

Validity 211

Utility 213

Legality and Fairness 215

Acceptability 216

What Selection Methods Are Commonly Used? 217

Testing 217

HOW DO WE KNOW? Is It Better to

Be Smart or Beautiful? 219

TECHNOLOGY IN HR: Administering

Tests on the Internet 223

BUILDING STRENGTH THROUGH HR:

Service Providers 226

Information Gathering 227

Interviewing 230

HOW DO WE KNOW? Does It

Matter How You Shake Hands in an

Interview? 231

How Are Final Selection Decisions Made? 233

Predictor Weighting Approach 234

Minimum Cutoffs Approach 234

Multiple Hurdles Approach 235

Banding Approach 235

A Manager’s Perspective Revisited 236

Summary/Key Terms/Discussion Questions 236

EXAMPLE CASE: Outback

Steakhouse 238

DISCUSSION CASE: Stringtown Iron

Works 239

EXPERIENTIAL EXERCISE: Learning

through Interviewing 240

INTERACTIVE EXPERIENTIAL

EXERCISE: Employee Selection:

Choosing the Best of the Best for

Graphics Design, Inc. 241

 

Chapter 7Managing Employee Retention and Separation

A Manager’s Perspective 248

WHAT DO YOU THINK? 249

How Can Strategic Employee Retention and

Separation Make an Organization Effective? 250

How Are Employee Retention and Separation

Strategic? 252

Strategic Emphasis on Employee Retention 252

BUILDING STRENGTH THROUGH HR:

SAS Institute, Inc. 252

Strategic Emphasis on Employee Separation 253

How Can Undesirable Employee Turnover Be

Reduced? 254

Recognizing Paths to Voluntary Turnover 256

BUILDING STRENGTH THROUGH HR:

Convergys Corporation 256

Understanding Decisions to Quit 258

Organizational Practices that Reduce

Turnover 261

BUILDING STRENGTH THROUGH HR:

FreshDirect 265

HOW DO WE KNOW? Are Coworkers

Contagious? 266

How Do Layoffs Affect Individuals and

Organizations? 267

The Effect of Layoffs on Organizations 267

The Effects of Layoffs on Individuals 268

Reducing the Negative Impact of Layoffs 270

What Are Common Steps in Disciplining

Employees? 272

Principles of Due Process 273

The Process of Progressive Discipline 274

HOW DO WE KNOW? Do Managers

Think Discipline Is Fair? 275

How Should Employee Dismissals Be Carried

Out? 276

Outplacement Services 276

The Dismissal Meeting 276

A Manager’s Perspective Revisited 278

Summary/Key Terms/Discussion Questions 278

Cases 280

EXAMPLE CASE: Apparel Inc. 280

DISCUSSION CASE: County General

Hospital 281

EXPERIENTIAL EXERCISE: Learning

about Discipline Procedures 282

INTERACTIVE EXPERIENTIAL

EXERCISE: Turnover: Dealing with the

Good, the Bad, and the Ugly at Global

Telecommunications 282

Exercises 282

 

PART 3 Improving Employee Performance

Chapter 8 Measuring Performance and Providing Feedback

A Manager’s Perspective 290

WHAT DO YOU THINK? 291

How Can Performance Management Make

an Organization Effective? 292

How Is Performance Management Strategic? 294

Emphasizing Either Merit or Parity 294

Emphasizing Either Merit or Parity 294

Linking Merit and Parity Systems

to HR Strategy 295

What Is Performance? 297

Task Performance 298

Citizenship Performance 298

Counterproductive Performance 299

How Is Performance Measured? 301

TECHNOLOGY IN HR: Monitoring

Electronic Activity 301

Contamination and Deficiency as Sources

of Inaccuracy 302

General Types of Performance Measures 303

Common Problems with Performance Measures 304

HOW DO WE KNOW? Does

Performance Change Over Time? 308

Rating Formats 309

Who Should Measure Performance? 311

Multisource Performance Ratings 311

Rating Source Differences 312

How Should Feedback Be Provided? 313

TECHNOLOGY IN HR: Feedback

Through Twitter and Facebook 314

Providing Positive and Negative Feedback 315

BUILDING STRENGTH THROUGH HR:

Whirlpool Corporation 315

Effectively Communicating Methods

for Improvement 316

Reducing Negative Emotional Responses 318

Building High Expectations 319

A Manager’s Perspective Revisited 319

Summary/Key Terms/Discussion Questions 320

Cases 322

EXAMPLE CASE: Medical

Center 322

DISCUSSION CASE: Reliable

Underwriters 324

EXPERIENTIAL EXERCISE: Assessing

Performance in Sports 324

INTERACTIVE EXPERIENTIAL

EXERCISE: Performance

Appraisal: Delivering Positive

and Negative Feedback at Global

Telecommunications 325

 

Chapter 9

Training for Improved Performance

A Manager’s Perspective 330

WHAT DO YOU THINK? 331

How Can Strategic Employee Training Improve

an Organization? 332

BUILDING STRENGTH THROUGH HR:

Rockwell Collins 334

Differentiation Versus Cost Leadership Strategy 335

BUILDING STRENGTH THROUGH HR:

WorldColor 336

Internal Versus External Labor Orientation 337

What Are Key Principles for Getting Benefits

from Training? 338

Partnership 339

Systematic Process 340

How Are Training Needs Determined? 341

Proactive Needs Assessment 341

Reactive Needs Assessment 344

Prioritizing and Creating Objectives 347

How Is Effective Training Designed

and Delivered? 349

Content 349

Training Methods 351

Training Media 354

HOW DO WE KNOW? Is There

One Best Way to Train for Computer

Skills? 355

TECHNOLOGY IN HR Benefits and

Drawbacks of e-Learning 356

Transfer-Enhancement Techniques 358

Putting It All Together 360

HOW DO WE KNOW? How Can

Transfer Be Enhanced? 360

How Do Organizations Determine Whether Training

Is Effective? 361

Purpose 361

Outcomes 363

Design 365

Results 365

A Manager’s Perspective Revisited 366

Summary/Key Terms/Discussion Questions 367

Cases 368

EXAMPLE CASE: Northwestern

Memorial Hospital 368

DISCUSSION CASE: Hypothetical

Telecommunications 370

EXPERIENTIAL EXERCISE: Finding an

Off-the-Shelf Training Product 371

INTERACTIVE EXPERIENTIAL

EXERCISE: The Art of Training:

Finding the Right Program for Global

Telecommunications 371

Exercises 371

 

Chapter 10

Developing Employees and Their Careers

A Manager’s Perspective 374

WHAT DO YOU THINK? 375

How Can Strategic Employee Development Make

an Organization Effective? 376

BUILDING STRENGTH THROUGH HR: Aflac 377

How Is Employee Development Strategic? 378

External Versus Internal Labor Orientation 378

Differentiation Versus Cost Strategy 379

What Are Careers Like Today? 380

How Can Organizations Help Employees Develop? 382

Formal Education 382

Assessments and Feedback 383

Work Experiences 386

HOW DO WE KNOW? Can a

Feedback Program Really Improve

Performance? 387

Developmental Relationships 388

HOW DO WE KNOW? How Do We

Maximize the Return on Mentoring? 390

How Do Organizations Integrate Development

Efforts? 391

Competency Model 391

Career Development Process 392

BUILDING STRENGTH THROUGH HR:

Men’s Wearhouse 392

TECHNOLOGY IN HR: National

Aeronautical and Space Association

(NASA) 394

What Are Some Important Career Development

Challenges? 395

Orienting New Employees 395

Reducing Burnout 396

Helping Employees Balance Work with Personal

Lives 397

Developing a Diverse Workforce 397

Managing International Assignments 398

A Manager’s Perspective Revisited 400

Summary/Key Terms/Discussion Questions 401

Cases 402

EXAMPLE CASE: Expanding into

Switzerland 402

DISCUSSION CASE: First Day on the

Job 404

EXPERIENTIAL EXERCISE: Creating a

Personal Development Plan 405

INTERACTIVE EXPERIENTIAL

EXERCISE: Career Development:

Building a Workforce for

Long-Term Success at Global

Telecommunications 405

Exercises 405

 

PART 4 Motivating and Managing Employees

Chapter 11

Motivating Employees Through Compensation

A Manager’s Perspective 410

WHAT DO YOU THINK? 411

How Can Strategic Employee Compensation Make

an Organization Effective? 412

How Is Employee Compensation Strategic? 414

BUILDING STRENGTH THROUGH HR:

Marriott International, Inc. 414

External Versus Internal Labor 415

Differentiation Versus Cost Strategy 415

Aligning Compensation with HR Strategy 416

How Does Compensation Motivate People? 418

Theories of Motivation 419

HOW DO WE KNOW? Do

Contingent Rewards Really Improve

Performance? 420

Linking Motivation with Strategy 425

How Is Compensation Level Determined? 428

Pay Surveys 429

TECHNOLOGY IN HR: Be Careful

When Obtaining Information 430

Pay-Level Strategies 432

Linking Compensation Level and Strategy 433

BUILDING STRENGTH THROUGH HR:

The Container Store 433

How Is Compensation Structure Determined? 434

Job-Based Pay 434

Skill-Based Pay 437

Linking Compensation Structure to Strategy 438

How Do Government Regulations Influence

Compensation? 439

Fair Labor Standards Act 439

HOW DO WE KNOW? Do People

Lose Sleep Over Pay? 441

State and Local Regulations 442

A Manager’s Perspective Revisited 443

Summary/Key Terms/Discussion Questions 444

Cases 446

EXAMPLE CASE: Delphi

Corporation 446

DISCUSSION CASE: Joe’s Hamburger

Grill 447

EXPERIENTIAL EXERCISE: Conduct a

Pay Survey Using BLS Data 449

INTERACTIVE EXPERIENTIAL

EXERCISE: How Much to Pay: Finding

the Right Balance at SuperFoods 449

Exercises 449

 

Chapter 12

Designing Compensation and Benefit Packages

A Manager’s Perspective 452

WHAT DO YOU THINK? 453

How Can a Strategic Compensation Package Make

an Organization Effective? 454

How Do Compensation Packages Align with Strategy? 456

At-Risk Compensation 456

BUILDING STRENGTH THROUGH HR:

IKEA 456

Line of Sight 457

Common Elements of Compensation

Packages 458

HOW DO WE KNOW? Does Paying

Some Employees More Than Others

Increase Productivity? 458

BUILDING STRENGTH THROUGH HR:

Strategically Managing Compensation

During a Recession 459

What Are Common Approaches to Base Pay? 461

BUILDING STRENGTH THROUGH HR:

Netflix 462

What Are Common Employee Benefit Plans? 463

Legally Required Benefits 463

Discretionary Benefits 465

Flexible Benefit Programs 471

BUILDING STRENGTH THROUGH HR:

Burton Snowboards 471

What Are Common Individual Incentives? 472

Piece-Rate Incentives 473

Commissions 474

TECHNOLOGY IN HR: Enterprise

Incentive Management 475

Merit Pay Increases 475

Merit Bonuses 476

What Are Common Group and Organizational

Incentives? 477

Team Bonuses and Incentives 477

Gainsharing 478

BUILDING STRENGTH THROUGH HR:

John Deere 479

Profit Sharing 481

Stock Plans 481

How Do Strategic Decisions Influence

a Compensation Package? 483

A Manager’s Perspective Revisited 485

Summary/Key Terms/Discussion Questions 485

Cases 487

EXAMPLE CASE: Best Buy 487

DISCUSSION CASE: Collegiate

Promotions 488

EXPERIENTIAL EXERCISE: Learning

Through Interviewing 489

Exercises 489

INTERACTIVE EXPERIENTIAL

EXERCISE: Is It All about Base Salary?

Explaining Compensation Issues at

SuperFoods 490

 

Chapter 13

Working Effectively with Labor

A Manager’s Perspective 492

WHAT DO YOU THINK? 493

How Can Good Labor Relations Make

an Organization Effective? 494

How Are Labor Relations Strategic? 496\

BUILDING STRENGTH THROUGH HR:

Kaiser Permanente 496

BUILDING STRENGTH THROUGH HR:

MidState Medical Center 498

How Has Organized Labor Evolved over Time? 499

The Influence of Government Regulations 500

Current Trends in Organized Labor 503

International Differences in Organized Labor 506

HOW DO WE KNOW? Can Unions

Make Life Better for Childcare

Workers? 506

Workers 509

How Do Workers Become Part of a Union? 509

Union Organizing Campaigns 510

Decertification Campaigns 512

Factors Influencing Union Campaigns 512

What Happens During Labor Negotiations

and Collective Bargaining? 513

Bargaining Topics 513

Work Stoppages 514

TECHNOLOGY IN HR: Replacing

Laborers with Computers 515

The Bargaining Atmosphere 516

Cooperating with Unions Help

Organizations Succeed? 517

What Is the Grievance Process? 520

Grievance Procedures 520

Determinants of Grievance Filing 521

Grievance Mediation 521

A Manager’s Perspective Revisited 522

Summary/Key Terms/Discussion Questions 523

Cases 525

EXAMPLE CASE: Energy Co. 525

DISCUSSION CASE: Teaching Assistants

at State University 526

EXPERIENTIAL EXERCISE:

Investigating the Labor-Management

Partnership 527

Exercises 527

INTERACTIVE EXPERIENTIAL

EXERCISE: Unions: Negotiating

a New Labor Contract for Mega

Manufacturing 528

 

Chapter 14

Aligning Strategy with Practice

A Manager’s Perspective 532

WHAT DO YOU THINK? 533

How Can Alignment of HR Practices Make

an Organization Effective? 534

BUILDING STRENGTH THROUGH HR:

Walt Disney World 536

What Are Two Basic Forms of Strategic

Alignment? 537

How Do HR Practices Align with One Another? 539

HOW DO WE KNOW? What Happens

When Organizations Send Mixed Signals

about the Value of Employees? 539

External/Cost: Alignment for Bargain

Laborers 540

Internal/Cost: Alignment for Loyal Soldiers 542

BUILDING STRENGTH THROUGH HR:

U.S. Navy 543

Internal/Differentiation: Alignment for

Committed Experts 545

External/Differentiation: Alignment for Free

Agents 548

What Are Some Other HR Issues? 550

Variations of Basic Strategies 550

HOW DO WE KNOW? Does Working

in a Foreign Country Require More

Skill? 551

HR as an Input to Competitive Strategy 552

The Role of HR in Small Businesses 552

What Might the Future of HR Look Like? 553

The Outlook for Organizations 553

BUILDING STRENGTH THROUGH HR:

Ford Motor Company 554

The Outlook for HR Professionals 555

A Manager’s Perspective Revisited 557

Summary/Key Terms/Discussion Questions 557

Cases 559

EXAMPLE CASE: Portman Ritz-Carlton

in Shanghai, China 559

DISCUSSION CASE: Technology

Consultants 561

EXPERIENTIAL EXERCISE: Learning

about Company Cultures 562

INTERACTIVE EXPERIENTIAL EXERCISE:

A Final Journey: Communicating the

Strategic Importance of HR 562

Exercises 562

APPENDICES (available online at http://www.wiley.com/college/sc/stewart)

Appendix A

Occupational Outlook for HR Managers and Specialists

Appendix B

Human Resource Certification Institute Bodies of Knowledge

Appendix C

Human Resource Planning Society Knowledge Areas

Appendix D

Major Employment Laws in the United States

Appendix E

Organizations of Interest to HR Students and Professionals

Appendix F

Journals Useful to HR Students and Professionals

Glossary 565

Name and Company Index 573

Subject Index 582

Photo Credits 589

Appendix Summary 590

International Examples

Chapter 1 The effect of international trade and globalization trends on human resource management 27

Chapter 2 Opportunity and threat being created in Taiwan as China opens markets 42

Worker shortages forecast in United Kingdom, France, and Germany 45

Benefits of the commitment HR strategy in U.S., Korea, and New Zealand 53

Fenmarc Produce Ltd (United Kingdom) links competitive strategy and profitability to human resource

management 57

Chapter 3 Application of U.S. employment discrimination laws to international employment 90

Chapter 4

Increased job satisfaction associated with greater autonomy of high-level managers located in U.S. and Europe 123

Purolator (Canada) uses job analysis to understand physical demands of work and thereby increase efficiency 127

Leicester Royal Infirmary (England) benefits from work redesign to reduce waiting time and increase patient

satisfaction 138

Strain in the workplace has a negative impact on family relationships for construction professionals in Australia 143

Chapter 5 Internal labor practice demonstrated by recruiting people to work as expatriates in foreign countries 165

Hotel operators in Northern Ireland recruit workers to Ireland from Poland, the Czech Republic, Latvia, and

Lithuania 176

Chapter 6 U.S. and France differences in fairness perceptions of selection practices such as handwriting analysis and

interviewing 216

Frequency of use for selection methods in the United States, Portugal, France, Hong Kong, and South Africa 221

Chapter 7 Business Development Bank of Canada uses employee benefit surveys to increase worker satisfaction and

decrease turnover 262

Fraser’s Hospitality (Singapore) creates a culture of personal worth and dignity to reduce employee turnover 264

Chapter 9 Samsung Electronics (Korea) uses employee training to improve quality 335

Determining the training needs of call center employees who are located in foreign countries but receive calls

from the U.S. 344 WorldColor, a Canadian advertising and marketing firm, boasts integrated sales services 336

Chapter 10 Aflac uses employee development to attract and retain employees in the U.S. and Japan 377

The Human Resource Certification Institute offers a global professional in human resources certificate 383

The International Coach Federation is a worldwide association of professionals who offer coaching services 389

Assisting employees as they prepare to accept assignments to work in foreign countries 398

Offering on-site resources to workers who are working in foreign countries 399

Helping employees readjust when they return from working in foreign countries 399

Employment opportunities for women in Switzerland 402

Chapter 11

Marriott International uses high compensation to build a culture that attracts and retains workers throughout

the world 412

Hay Group is a worldwide consulting firm that provides a consistent framework for evaluating the worth of jobs 435

Chapter 12

IKEA (Sweden) produces and markets low cost furniture by using effective compensation to reduce labor costs 454

Chapter 13

Unions make life better for child-care workers in Canada 506

Percentage of workers in unions and trends in union membership vary a great deal across the world 507

Unions in different countries place varying amounts of emphasis on economic and political interests 508

Bank branches in Australia reap benefits from building cooperative relationships with employee unions 517

A utility company in the United Kingdom develops a partnership with labor unions to improve relationships with

workers 525

Chapter 14

The negative effect of contradictions between layoffs and other human resource practices in Canadian

workplaces 539

Competitive strategies focusing on global expansion can benefit from alignment with human resource strategies

and practices 550

Working in a foreign country is found to require more skill than working in a home country 551

The Portman Ritz-Carlton in Shanghai, China aligns human resource practices to get the best from its employees 559

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