Human Resource Management, Sixteenth Edition
By Gary Dessler
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
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