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• Preface
• PART 1 Managing Employees for Competitive Advantage
• 1 Managing Employees for Competitive Advantage
• Managing Employees
• What’s in a Name?
• The Costs and Benefits of Managing HR
• Framework for the Strategic Management of Employees
• Primary HR Activities
• Primary HR Activity 1: Work Design and Workforce Planning
• Job Design
• Workforce Planning
• Primary HR Activity 2: Managing Employee Competencies
• Recruitment
• Selection
• Learning and Development
• Primary HR Activity 3: Managing Employee Attitudes and Behaviors
• Performance Management
• Compensation and Incentives
• Employee Benefits, Health, and Wellness
• HR Activity Alignment
• HR Challenges
• HR Challenge 1: Meeting Organizational Demands
• Strategy
• Company Characteristics
• Organizational Culture
• Employee Concerns
• Challenge 2: Environmental Influences
• Labor Force Trends
• Technology
• Globalization
• Ethics and Social Responsibility
• Challenge 3: Regulatory Issues
• 2 Creating High-Performing HR Systems
• Principles of High-Performing HR Systems
• External Fit: Aligning HR Activities with HR Challenges
• Internal Fit: Aligning HR Activities with One Another
• Aligning HR Systems with Employees’ Contributions
• Managing the Employment Portfolio
• Strategic Value
• Uniqueness
• Mapping Your Employment Portfolio
• NAEvaluating Your HR System: The HR Scorecard
• Step 1: Identify Your Firm’s Strategic Performance Drivers
• Step 2: Evaluate Your Firm’s External Alignment
• Step 3: Evaluate Your Firm’s Internal Alignment
• Applying the Principles of High Performing HR Systems
• Assessing HR System Effectiveness
• Being Consistent
• Being Specific
• Following Up on the Implementation of a Redesign
• 3 Regulatory Issues
• Equal Employment Opportunity and Other Workplace Laws
• Equal Employment Opportunity and Other Workplace Laws
• Protected Classifications
• Bona Fide Occupational Qualification (BFOQ) and Business Necessity
• Discriminatory Practices
• Harassment
• Retaliation
• Equal Employment Legislation
• Equal Pay Act of 1963 (EPA)
• Title VII of the Civil Rights Act of 1964 (CRA 64)
• Pregnancy Discrimination Act of 1978 (PDA)
• Civil Rights Act of 1991 (CRA 91)
• Age Discrimination in Employment Act of 1967 (ADEA)
• Americans with Disabilities Act of 1990 (ADA) and ADA Amendments Act of 2008 (ADAA)
• Title II of the Genetic Information Nondiscrimination Act of 2008 (GINA)
• Use of Social Media and Employment Discrimination
• EEO Responsibilities of Multinational Employers
• Filing Process for Discrimination Charges
• Executive Orders and Affirmative Action
• Executive Order 11246 (EO 11246)
• Affirmative Action
• Related Employment Legislation
• Immigration Reform and Control Act of 1986 (IRCA)
• Family and Medical Leave Act of 1993, 2008, 2010 (FMLA)
• Vietnam Era Veteran’s Readjustment Assistance Act of 1974 (VEVRAA)
• Uniformed Services Employment and Reemployment Rights Act of 1994 (USERRA)
• State and Local Fair Employment Practices
• Employment-at-Will and Wrongful Discharge
• Regulatory Issues and Competitive Advantage
• PART 2 Work Design and Workforce Planning
• 4 Job Design and Job Analysis
• The Importance of Job Design and Job Analysis
• Job Design
• Efficiency Approaches to Job Design
• Motivational Approaches to Job Design
• Which Approach to Use? Balancing Efficiency and Motivational Approaches
• Job Analysis
• Job Information
• Job-Analysis Techniques
• Job Descriptions and Job Specifications
• Job Design in Practice: Organizational Demands
• Strategy and Job Design
• Company Characteristics and Job Design
• Culture and Job Design
• Employee Concerns and Job Design
• Job Design in Practice: Environmental Influences
• Labor-Force Trends and Job Design
• Technology and Job Design
• Globalization and Job Design
• Ethics and Job Design
• Job Design in Practice: Regulatory Issues
• Importance of Identifying Essential and Nonessential Job Duties
• Job Design and Employee Safety
• Appendix Standardized and Customized Approaches to Job Analysis
• Standardized Approaches to Job Analysis
• Functional Job Analysis (FJA)
• Position Analysis Questionnaire (PAQ)
• Customized Approaches to Job Analysis
• Critical-Incidents Approach
• Task Inventory Approach
• Job Element Approach
• 5 Workforce Planning
• The Importance of Workforce Planning
• Workforce Planning
• Forecasting Labor Supply and Labor Demand
• Internal Factors
• External Factors
• Tactics Firms Use to Balance Their Supply and Demand for Labor
• Labor Shortage Tactics
• Labor Surplus Tactics
• Workforce Planning in Practice: Organizational Demands
• Strategy and Workforce Planning
• Company Characteristics and Workforce Planning
• Corporate Culture and Workforce Planning
• Employee Concerns and Workforce Planning
• Workforce Planning in Practice: Environmental Influences
• Labor-Force Trends and Workforce Planning
• Technology and Workforce Planning
• Globalization and Workforce Planning
• Ethics and Workforce Planning
• Workforce Planning in Practice: Regulatory Issues
• Requirements For Mass Layoffs and Plant Closings
• Determining Who is an Employee Versus an Independent Contractor
• PART 3 Managing Employee Competencies
• 6 Recruitment
• The Purpose of Recruitment
• The Recruitment Process
• Internal Recruitment
• External Recruitment
• Maximizing Recruitment Effectiveness
• Preparing Recruitment Advertisements
• Developing a Recruitment Value Proposition
• Writing a Recruitment Message
• Recruiters
• Realistic Job Previews
• Recruitment Follow-Up
• Recruitment Effectiveness
• Yield Ratios
• Cost-per-Hire
• Time-to-Fill Rate
• Manager Feedback
• Benchmarking Best Practices
• Recruitment in Practice: Organizational Demands
• Strategy and Recruitment
• Company Characteristics and Recruitment
• Culture and Recruitment
• Employee Concerns and Recruitment
• Recruitment in Practice: Environmental Influences
• The Labor Force and Recruitment
• Technology and Recruitment
• Globalization and Recruitment
• Ethics, Corporate Social Responsibility, and Recruitment
• Recruitment in Practice: Regulatory Issues
• Content of a Recruitment Message
• Recruiters’ Words and Actions
• Recordkeeping
• 7 Selection
• Selection Defined
• How Employee Selection Processes Affect the Performance of Firms
• Person–Job Fit, Person–Group Fit, and Person–Organization Fit
• Standards for an Effective Selection Process
• Reliability
• Validity
• Content Validity
• Criterion-Related Validity
• Construct Validity
• Unbiased
• Selection Methods
• Selection Methods: Initial Screening
• Applications and Résumés
• Behavioral Assessments
• Screening Interviews
• Selection Methods: Main Screening
• Employment Tests
• Interviews
• Assessment Centers
• Biodata
• Selection Methods: Final Screening
• Reference Checks
• Background Checks
• Credit Checks
• Honesty Tests
• Drug Tests
• Medical Examinations
• Choosing Among Selection Methods
• Compensatory Approach
• Multiple-Hurdle Approach
• Multiple-Cutoff Approach
• Choosing a Scoring Method
• Selection in Practice: Organizational Demands
• Strategy and Selection
• Company Characteristics and Selection
• Culture and Selection
• Employee Concerns and Selection
• Selection in Practice: Environmental Influences
• Labor Market and Selection
• Technology and Selection
• Globalization and Selection
• Ethics and Employee Selection
• Selection in Practice: Regulatory Issues
• Procedures for Using Selection Measures
• Definition of an Applicant
• 8 Learning and Development
• The Purpose of Learning and Development
• Employee Orientation
• Onboarding
• Learning, Training, and Development
• Designing an Effective Training Process
• Part 1: Needs Assessment
• Part 2: Design
• Part 3: Implementation
• Part 4: Evaluation
• Career Development
• Competency Analysis
• Career Development Activities
• Trends in Career Development
• Learning and Development in Practice: Organizational Demands
• Strategy and Training
• Company Characteristics
• Culture and Learning and Development
• Employee Concerns and Learning and Development
• Learning and Development in Practice: Environmental Influences
• Labor Market
• Technology
• Globalization and Learning and Development
• Ethics and Learning and Development
• Learning and Development in Practice: Regulatory Issues
• Accessibility of Training and Employee Development Opportunities
• Type of Training Needed
• PART 4 Managing Employee Attitudes and Behaviors
• 9 Performance Management
• Why Performance Management Is So Important
• Purposes of Performance Management
• Step 1: Identifying the Purpose and Performance Dimensions
• Step 2: Developing Performance Measures
• Valid Measures
• Performance Measurement Standards
• Specificity
• Step 3: Evaluating Employee Performance
• Comparative Approaches
• Absolute Approaches: Measuring Traits and Behaviors
• Results-Based Approaches
• Sources of Performance Data
• Weighting Performance Criteria
• Performance Measurement Errors
• Step 4: Providing Feedback
• When to Appraise Employees
• The Feedback Meeting
• Step 5: Setting Goals and Developing Action Plans to Improve Employee Performance
• Understanding the Causes of Poor Performance
• Taking Action
• Trends in Performance Management
• Disciplining Employees
• Performance Management in Practice: Organizational Demands
• Goals, Strategy, and Performance Management
• Company Characteristics and Performance Management
• Culture and Performance Management
• Employee Concerns and Performance Management
• Performance Management in Practice: Environmental Influences
• Labor Force Trends and Performance Management
• Technology and Performance Management
• Globalization and Performance Management
• Ethics and Performance Management
• Performance Management in Practice: Regulatory Issues
• Efforts to Reduce Discrimination in the Performance Management Process
• The Importance of Documenting Employee Performance
• 10 Compensating Employees
• The Purpose of Compensation
• Total Rewards
• Equity Theory
• Internal Alignment
• Job Ranking
• Job Classification
• Point Method
• Factor Comparison
• External Competitiveness
• Salary Surveys
• Job Pricing
• Company Pay Policy
• Pay Grades and Pay Ranges
• Broadbanding
• Pay for Individual Employees
• Alternative Compensation Approaches
• Skill-Based Pay and Knowledge-Based Pay
• Competency-Based Pay
• Market Pricing
• Administering Compensation
• Compensation in Practice: Organizational Demands
• Strategy and Compensation
• Company Characteristics and Compensation
• Culture and Compensation
• Employee Concerns and Compensation
• Compensation in Practice: Environmental Influences
• Labor Force and Compensation
• Technology and Compensation
• Globalization and Compensation
• Ethics/Social Responsibility and Compensation
• Compensation in Practice: Regulatory Issues
• Davis–Bacon Act
• Walsh–Healey Public Contracts Act (PCA)
• Fair Labor Standards Act (FLSA)
• 11 Incentives and Rewards
• Why Are Incentive Plans Important?
• How Incentives Work
• Theories of Motivation
• Types of Incentive Plans
• Individual Incentive Plans
• Group/Organizational Incentives
• Executive Compensation: Pay and Incentives
• What Makes an Incentive Plan Effective?
• Incentives and Rewards in Practice: Organizational Demands
• Strategy and Incentives
• Company Characteristics and Incentives
• Culture and Incentives
• Employee Concerns and Incentives
• Incentives and Rewards in Practice: Environmental Influences
• Labor Force Trends and Incentive Plans
• Technology and Incentives
• Globalization and Incentive Plans
• Ethics, Social Responsibility, and Incentive Plans
• Incentives and Rewards in Practice: Regulatory Issues
• Bias and Discrimination
• Stock Option Backdating
• 12 Employee Benefits and Safety Programs
• Employee Benefits and Safety Programs
• Benefits and Safety Philosophy
• Mandatory Benefits
• Social Security
• Unemployment Insurance (UI)
• Workers’ Compensation Insurance
• The Patient Protection and Affordable Care Act (ACA) Employer Shared Responsibility Provisions
• Voluntary Benefits
• Health and Wellness Programs
• Life Management Benefits
• Retirement Benefits
• Benefits Administration
• Safety Programs
• Programs Related to the Occupational Safety and Health Act (OSH Act)
• Workplace Violence Programs
• Ergonomic Programs
• Employee Benefits and Safety Programs in Practice: Organizational Demands
• Strategy, Benefits, and Safety Programs
• Company Characteristics, Benefits, and Safety Programs
• Company Culture, Benefits, and Safety Programs
• Employees’ Concerns About Their Firm’s Benefits and Safety Programs
• Employee Benefits and Safety in Practice: Environmental Influences
• The Labor Market and Benefits and Safety Programs
• Technology and Benefits and Safety Programs
• Globalization and Employee Benefits and Safety Programs
• Ethics, Social Responsibility, and Benefits and Safety Programs
• Employee Benefits and Safety Programs in Practice: Regulatory Issues
• What Happens When Workers Change Jobs
• Protection of Employee Information
• PART 5 Special Topics
• 13 Labor Unions and Employee Management
• Labor Relations: Balancing the Power of Employers and Employees
• Brief History of Labor Union Movement in the United States
• Laws affecting Labor-Management Relations
• Railway Labor Act of 1926
• Norris-Laguardia Act of 1932
• National Labor Relations Act of 1935 (Wagner Act)
• Labor Management Relations Act of 1947 (Taft-Hartley Act)
• Additional Employee Rights
• Additional ULPs
• Union Membership
• Labor Management Reporting and Disclosure Act of 1959 (Landrum-Griffin Act)
• Levels of Unionization
• Local Unions
• International Unions
• The Unionization Process
• Decertification
• Role of Employees, Employers, and Union Organizers
• Card Checks and Neutrality Agreements
• Collective Bargaining
• Duty to Bargain
• Subjects of Bargaining
• Types of Negotiations
• Negotiating the Agreement
• Identifying Interests
• Preparing to Negotiate
• The Consequences of Not Reaching an Agreement
• The Grievance Process
• Public-Sector Labor Relations
• Federal Government Employees
• State and Local Government Employees
• Trends in Labor Relations
• Changes in Unionization
• Global Trends
• 14 International Human Resource Managements
• Overview of International HRM
• Globalization
• Types of Employees
• Factors Affecting HR Policies
• HR Policies for International Assignees
• Recruiting and Selection
• Training
• Compensation
• Benefits
• Performance Management and Evaluation
• Repatriation
• HR Policies for Host Country Nationals
• Recruiting and Selection
• Training
• Compensation
• Benefits
• Performance Management
• Unions and Collective Bargaining
• Transnational Project Teams and International Work without Travel
• Team Leadership
• Transnational Team Member Training
• Index