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Human Resource Management

by
Edition:
9th
ISBN13:

9780130664921

ISBN10:
0130664928
Format:
Hardcover
Pub. Date:
1/1/2003
Publisher(s):
PRENTICE HALL
List Price: $136.67
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Summary

This highly-readable, #1 best-selling HRM book on the market, provides a comprehensive review of personnel management concepts and practices. It focuses on the high-performance organization—building better, faster, more competitive organizations through HR; while continuing to offer practical applications that help all managers deal with their personnel-related responsibilities. A six-part presentation covers the strategic role of human resources, recruitment and placement, training and development, compensation, labor relations and employee security, and international HRM. For human resource personnel—especially managers.

Table of Contents

Preface xxiii
PART 1 INTRODUCTION 1(58)
The Strategic Role of Human Resource Management
1(24)
Strategic Overview: Dell Computer Corp.
1(1)
The Manager's Human Resource Management Jobs
2(4)
Why Is HR Management Important to All Managers?
2(1)
Line and Staff Aspects of HRM
3(3)
Cooperative Line and Staff HR Management: An Example
6(1)
Strategic Planning and Strategic Trends
6(4)
The Basics of Strategic Planning
6(1)
The Strategic Planning Process
7(1)
Basic Strategic Trends
7(3)
Managerial Consequences of the Basic Trends
10(1)
HR's Strategic Role
10(5)
HR's Evolving Role
11(1)
Strategic Human Resource Management
11(1)
HR's Role As a Strategic Partner
11(3)
HR and Technology
14(1)
HR. NET: The HR Portal
15(2)
HR and Employee Performance and Commitment
16(1)
Strategic HR: Dell
17(2)
Is There a ``One Best HR Way''?
18(1)
The Plan of This Book
19(1)
Summary
20(1)
Typing It All Together
21(1)
Discussion Questions
21(1)
Individual and Group Activities
21(1)
Experiential Exercise: HRM As a Strategic Partner
22(1)
Application Case: Jack Nelson's Problem
22(1)
Continuing Case: LearnInMotion.com, Introduction
23(2)
Equal Opportunity and the Law
25(34)
Strategic Overview: Longo Toyota
25(1)
Equal Employment Opportunity 1964-1991
26(7)
Title VII of the 1964 Civil Rights Act
26(1)
Executive Orders
27(1)
Equal Pay Act of 1963
27(1)
Age Discrimination in Employment Act of 1967
27(1)
Vocational Rehabilitation Act of 1973
28(1)
Vietnam Era Veterans' Readjustment Assistance Act of 1974
28(1)
Pregnancy Discrimination Act of 1978
28(1)
Federal Agency Guidelines
28(1)
Sexual Harassment
29(2)
Early Court Decisions Regarding Equal Employment Opportunity
31(1)
Equal Employment Opportunity 1989-1991: A Shifting Supreme Court
32(1)
Equal Employment Opportunity 1991-Present
33(1)
The Civil Rights Act of 1991
33(1)
The New Workplace: Enforcing the 1991 Civil Rights Act Abroad
34(5)
The Americans with Disabilities Act
34(3)
State and Local Equal Employment Opportunity Laws
37(2)
Defenses Against Discrimination Allegations
39(4)
Adverse Impact
39(2)
Bona Fide Occupational Qualification
41(1)
Business Necessity
42(1)
Other Considerations in Discriminatory Practice Defenses
43(1)
Some Discriminatory Employment Practices
43(2)
Discriminatory Recruitment Practices
43(1)
Discriminatory Selection Standards
44(1)
Sample Discriminatory Promotion, Transfer, and Layoff Practices
45(1)
The EEOC Enforcement Process
45(5)
Processing a Charge
45(1)
Conciliation Proceedings
46(1)
How to Respond to Employment Discrimination Charges
47(2)
Mandatory Arbitration of Discrimination Claims
49(1)
Diversity Management and Affirmative Action Programs
50(1)
Managing Diversity
50(1)
Strategic HR: Longo Toyota's Competitive Advantage
51(3)
Boosting Workforce Diversity
51(1)
Equal Employment Opportunity Versus Affirmative Action
52(1)
Affirmative Action: Two Basic Strategies
52(2)
HR.NET: Recruiting Minorities Online
54(1)
Summary
54(1)
Tying It All Together
55(1)
Discussion Questions
55(1)
Individual and Group Activities
56(1)
Experiential Exercise: Too Informal?
56(1)
Application Case: A Case of Racial Discrimination?
57(1)
Continuing Case: LearnInMotion.com, A Question of Discrimination
57(2)
PART 2 RECRUITMENT AND PLACEMENT 59(125)
Job Analysis
59(30)
Strategic Overview: U.S. Bank
59(1)
The Nature of Job Analysis
60(3)
Uses of Job Analysis Information
60(1)
Steps in Job Analysis
61(2)
Methods of Collecting Job Analysis Information
63(8)
The Interview
63(4)
Questionnaires
67(1)
Observation
67(1)
Participant Diary/Logs
67(1)
Quantitative Job Analysis Techniques
68(3)
Using Multiple Sources of Information
71(1)
Writing Job Descriptions
71(4)
Job Identification
73(1)
Job Summary
73(1)
Relationships
74(1)
Responsibilities and Duties
74(1)
The New Workplace: Writing Job Descriptions That Comply with the ADA
75(1)
Standards of Performance and Working Conditions
75(1)
HR.NET: Using the Internet for Writing Job Descriptions
76(1)
Writing Job Specifications
76(3)
Specifications for Trained Versus Untrained Personnel
77(1)
Specifications Based on Judgment
77(2)
Specifications Based on Statistical Analysis
79(1)
Entrepreneurs + HR: A Practical Job Analysis Approach
79(3)
Job Analysis in a ``Jobless'' World
82(3)
From Specialized to Enlarged Jobs
82(1)
Why Managers Are Dejobbing Their Companies
82(3)
Strategic HR: Implementing the New Strategy at U.S. Bank
85(1)
Summary
86(1)
Tying It All Together
86(1)
Discussion Questions
86(1)
Individual and Group Activities
87(1)
Experiential Exercise
87(1)
Application Case: Tropical Storm Allison
87(1)
Continuing Case: LearnInMotion.com, Who Do We Have to Hire?
88(1)
HR Planning and Recruiting
89(37)
Strategic Overview: Sutter Health
89(1)
Employment Planning and Forecasting
90(7)
How to Forecast Personnel Needs
91(2)
Forecasting the Supply of Inside Candidates
93(3)
Forecasting the Supply of Outside Candidates
96(1)
Effective Recruiting
97(1)
The Recruiting Yield Pyramid
97(1)
Internal Sources of Candidates
98(3)
Finding Internal Candidates
99(1)
Hiring Employees-the Second Time Around
99(1)
Succession Planning
100(1)
Outside Sources of Candidates
101(7)
Advertising
101(2)
Employment Agencies
103(1)
Temp Agencies and Alternative Staffing
104(3)
Executive Recruiters
107(1)
Entrepreneurs + HR: Expanding the Management Team
108(5)
College Recruiting
109(2)
Referrals and Walk-Ins
111(1)
Recuriting on the Internet
112(1)
HR.NET: Recruiting Online
113(2)
Strategic HR: Using an E-Recruiting ASP
115(1)
Recruiting a More Diverse Workforce
116(2)
Recruiting Single Parents
116(1)
Older Workers As a Source of Candidates
117(1)
The New Workplace: ``Supervising the Graybeards''
118(1)
Recruiting Minorities and Women
118(1)
Welfare-to-Work
118(1)
The Global Talent Search
119(1)
Developing and Using Application Forms
119(3)
Purpose of Application Forms
119(1)
Equal Opportunity and Application Forms
120(2)
Alternative Dispute Resolution
122(1)
Using Application Forms to Predict Job Performance
122(1)
Summary
122(1)
Tying It All Together
123(1)
Discussion Questions
123(1)
Individual and Group Activities
123(1)
Experiential Exercise: Creating a Recruitment Ad
124(1)
Application Case: Finding People Who Are Passionate About What They Do
124(1)
Continuing Case: LearnInMotion.com, Getting Better Applicants
125(1)
Employee Testing and Selection
126(34)
Strategic Overview: City Garage
126(1)
Why Careful Selection Is Important
127(1)
Basic Testing Concepts
127(9)
Validity
128(1)
Reliability
129(1)
How to Validate a Test
129(3)
Equal Employment Opportunity Aspects of Testing
132(1)
Test Takers' Individual Rights and Test Security
133(1)
The Issue of Privacy
134(1)
Using Tests at Work
134(2)
Computer-Interactive Testing
136(1)
Types of Tests
136(2)
Tests of Cognitive Abilities
136(1)
Tests of Motor and Physical Abilities
137(1)
Measuring Personality and Interests
138(1)
Entrepreneurs + HR: Testing
138(3)
Achievement Tests
140(1)
HR.NET: Using the Web for Testing and Screening
141(1)
Work Samples and Simulations
141(3)
Work Sampling for Employee Selection
141(1)
Management Assessment Centers
142(1)
Video-Based Situational Testing
143(1)
The Miniature Job Training and Evaluation Approach
143(1)
Other Selection Techniques
144(4)
Background Investigations and Reference Checks
144(4)
Preemployment Information Services
148(6)
The Polygraph and Honesty Testing
149(2)
Graphology
151(1)
Physical Examination
152(1)
Substance Abuse Screening
152(2)
Strategic HR: City Garage's New Hiring Process
154(1)
Complying with Immigration Law
154(1)
Summary
155(1)
Tying It All Together
156(1)
Discussion Questions
156(1)
Individual and Group Activities
157(1)
Experiential Exercise: A Test for a Reservation Clerk
157(1)
Application Case: Honesty Testing at Carter Cleaning Company
157(1)
Continuing Case: LearnInMotion.com, Do You Have Sales Potential?
158(2)
Interviewing Candidates
160(24)
Strategic Overview: Staples, Inc.
160(1)
Basic Features of Interviews
161(5)
Types of Interviews
161(5)
Strategic HR: Staples's It Employees
166(2)
Administering the Interview
166(2)
HR.NET: Online Interviews
168(1)
Are Interviews Useful?
169(1)
What Can Undermine an Interview's Usefulness?
169(3)
First Impressions
169(1)
Mis Understanding the Job
170(1)
Candidate-Order (Contrast) Error and Pressure to Hire
170(1)
Nonverbal Behavior and Impression Management
171(1)
Effect of Personal Characteristics: Attractiveness, Gender, Race
171(1)
The New Workplace: Employment Discrimination Testers
172(1)
Interviewer Behavior
172(1)
Designing and Conducting the Effective Interview
173(4)
The Structured Situational Interview
173(1)
How to Conduct an Interview
174(3)
Entrepreneurs + HR: A Streamlined Effective Interview
177(2)
Summary
179(1)
Tying It All Together
180(1)
Discussion Questions
180(1)
Individual and Group Activities
181(1)
Experiential Exercise
181(1)
Application Case: The Out-of-Control Interview
182(1)
Continuing Case: LearningMotion.com, The Better Interview
182(2)
PART 3 TRAINING AND DEVELOPMENT 184(117)
Training and Developing Employees
184(32)
Strategic Overview: Channel 4, UK
184(1)
Orienting Employees
185(2)
Why Orientation Is Important
185(2)
Using Orientation to Reduce Stress
187(1)
The Training Process
187(5)
Why the Training Business Is Booming
187(1)
The Five-Step Training and Development Process
188(1)
Training and Learning
188(1)
Legal Aspects of Training
189(1)
Analyzing Training Needs
189(1)
Task Analysis: Assessing New Employees' Training Needs
190(1)
Performance Analysis: Assessing Current Employees' Training Needs
190(2)
Traditional Training Methods
192(4)
On-the-Job Training
192(1)
Apprenticeship Training
193(1)
Informal Learning
194(1)
Job Instruction Training
194(1)
Lectures
194(1)
Programmed Learning
195(1)
Audiovisual Tools
195(1)
Simulated Training
196(1)
Electronic Training
196(3)
Computer-Based Training
196(1)
Electronic Performance Support Systems (EPSS)
197(1)
Distance and Internet-Based Training
197(2)
HR.NET: GTE's Technology-Based Training
199(1)
Strategic HR: Channel 4 Becomes Competitive
200(1)
Training for Special Purposes
200(3)
Literacy Training Techniques
200(1)
AIDS Education
201(1)
Training for Global Business
202(1)
Diversity Training
202(1)
Customer Service Training
203(1)
The New Workplace: Training Employees to Please Customers
203(1)
Teamwork Training
203(1)
Providing Lifelong Learning
204(1)
Managerial Development and Training
204(6)
What Is Management Development?
204(1)
The New Leadership Development Methods
205(1)
Managerial on-the-Job Training
205(1)
Off-the-Job Training and Development Techniques
206(3)
Executive Development in Global Companies
209(1)
Evaluating theTraining Effort
210(2)
Designing the Study
210(1)
Training Effects to Measure
210(2)
Summary
212(1)
Tying It All Together
212(1)
Discussion Questions
213(1)
Individual and Group Activities
213(1)
Experiential Exercise
213(1)
Application Case: Reinventing the Wheel at Apex Door Company
214(1)
Continuing Case: LearnInMotion.com, The New Training Program
214(2)
Managing Strategic Organizational Renewal
216(24)
Strategic Overview: Signicast
216(1)
HR's Role in Organizational Change
217(1)
Managing Organizational Change and Development
217(7)
What to Change
217(2)
Leading Change: Lewin's Process
219(1)
A 10-Step Change Process
219(2)
Using Organizational Development
221(3)
Instituting Total Quality Management Programs
224(3)
What Is Quality?
224(1)
Total Quality Management Programs
225(1)
HR's Role in Quality Management
225(2)
Creating Team-Based Organizations
227(1)
The Nature of Self-Directed Teams and Worker Empowerment
227(1)
Entrepreneurs + HR: Lois Melbourne of Time Vision
228(2)
How HR Helps to Build Productive Teams
228(2)
Strategic HR: Creating Teams at Signicast
230(2)
HR and Employee Involvement Programs
230(2)
The New Workplace: Extending Participative Decision Making Abroad
232(1)
HR and Business Process Reengineering
232(2)
What Is Business Process Reengineering?
233(1)
HR's Role in Reengineering Processes
233(1)
Flexible Work Arrangements
234(2)
Flextime and Compressed Workweeks
234(2)
Other Flexible Work Arrangements
236(1)
HR.NET: Telecommuting
236(1)
Summary
237(1)
Tying It All Together
237(1)
Discussion Questions
237(1)
Individual and Group Activities
237(1)
Experiential Exercise
238(1)
Application Case: We're Getting Nowhere Fast
238(1)
Continuing Case: LearnInMotion.com, Teamwork
239(1)
Appraising and Managing Performance
240(33)
Strategic Overview: Ford Motor Co.
240(1)
The Appraisal Process
241(2)
The Supervisor's Role
241(1)
Steps in Appraising Performance
242(1)
How to Clarify Your Expectations
243(1)
Appraisal Methods
243(4)
Graphic Rating Scale Method
243(2)
Alternation Ranking Method
245(1)
Paired Comparison Method
245(2)
Forced Distribution Method
247(1)
Entrepreneurs + HR: Appraisals at Glenroy
247(6)
Critical Incident Method
248(1)
Narrative Forms
248(2)
Behaviorally Anchored Rating Scales
250(1)
Management by Objectives (MBO)
251(1)
Computerized and Web-Based Performance Appraisal
252(1)
Mixing the Methods
253(1)
Appraising Performance: Problems and Solutions
253(7)
Dealing with Rating Scale Appraisal Problems
253(3)
How to Avoid Appraisal Problems
256(1)
Legal and Ethical Issues in Performance Appraisal
256(2)
Who Should Do the Appraising?
258(2)
HR.NET: Avoiding 360-Degree Paperwork
260(1)
The Appraisal Interview
261(3)
Types of Interviews
262(1)
How to Conduct the Appraisal Interview
262(2)
Current Practice
264(1)
Strategic HR: Ford Gets Tough
264(1)
The Role of Appraisals in Managing Performance
265(1)
Do Appraisals Really Help to Improve Performance?
265(1)
The Performance Management Approach
265(1)
The New Workplace: Performance Management Abroad
266(3)
TQM-Based Appraisals
266(3)
Summary
269(1)
Tying It All Together
269(1)
Discussion Questions
269(1)
Individual and Group Activities
270(1)
Experiential Exercise
270(1)
Application Case: Appraising the Secretaries at Sweetwater U
270(1)
Continuing Case: LearnInMotion.com, The Performance Appraisal
271(2)
Managing Careers and Fair Treatment
273(28)
Strategic Overview: Crystal Gateway Marriott
273(1)
The Basics of Career Management
274(1)
Career Development Roles
274(1)
HR.NET: Career Planning and the Web
275(2)
The Employer's Role in Career Management
275(2)
Managing Promotions and Transfers
277(1)
Making Promotion Decisions
277(1)
The New Workplace: Promotion and Career Management for Women
278(2)
Handling Transfers
279(1)
Career Management and Commitment
280(2)
Career Development Programs
280(1)
Career-Oriented Appraisals
281(1)
Career Records/Job Posting Systems
281(1)
Managing Fair Treatment
282(3)
Creating a Better Environment
283(1)
Build Two-Way Communications
283(2)
Strategic HR: Communicating Financial Information at Gateway Marriott
285(3)
Emphasize Fairness in Disciplining
285(2)
Manage Employee Privacy
287(1)
Managing Dismissal
288(9)
Grounds for Dismissal
288(2)
Avoiding Wrongful Discharge Suits
290(2)
The Termination Interview
292(1)
Layoffs and the Plant Closing Law
293(2)
Adjusting to Downsizings and Mergers
295(1)
Retirement
296(1)
Summary
297(1)
Tying It All Together
297(1)
Discussion Questions
298(1)
Individual and Group Activities
298(1)
Experiential Exercise
298(1)
Application Case: The Mentor Relationship Turns Upside Down
299(1)
Continuing Case: LearnInMotion.com, The Career Planning Program
300(1)
PART 4 COMPENSATION 301(94)
Establishing Strategic Pay Plans
301(32)
Strategic Overview: IBM
301(1)
Determining Pay Rates
302(4)
Legal Considerations in Compensation
302(2)
Union Influences on Compensation Decisions
304(1)
Corporate Policies and Competitive Strategy
304(2)
The New Workplace: Compensating Expatriate Employees
306(1)
Equity and Its Impact on Pay Rates
306(1)
Establishing Pay Rates
307(2)
Step 1. The Salary Survey
307(2)
HR.NET: Doing an Internet-Based Salary Survey
309(8)
Step 2. Job Evaluation
310(4)
Step 3. Group Similar Jobs into Pay Grades
314(1)
Step 4. Price Each Pay Grade-Wage Curves
315(1)
Step 5. Fine-Tune Pay Rates
315(2)
Entrepreneurs + HR: Developing a Workable Pay Plan
317(2)
Pricing Managerial and Professional Jobs
319(2)
Compensating Managers
319(2)
Compensating Professional Employees
321(1)
Compensation Trends
321(4)
Skill-Based Pay
322(1)
Broadbanding
323(2)
Strategic HR: IBM's Pay Plan Supports Its New Strategy
325(4)
Compensation Plans in Practice
326(1)
Compensation Plans for Dot-Com Companies
327(1)
Comparable Worth
327(2)
Summary
329(1)
Tying It All Together
329(1)
Discussion Questions
329(1)
Individual and Group Activities
330(1)
Experiential Exercise
330(1)
Application Case: Salary Inequities at Acme Manufacturing
330(1)
Continuing Case: LearnInMotion.com, The New Pay Plan
331(2)
Pay for Performance and Financial Incentives
333(30)
Strategic Overview: AmeriSteel
333(1)
Money and Motivation
334(1)
Performance and Pay
334(1)
Types of Incentive Plans
334(1)
Incentives for Operations Employees
335(2)
Piecework Plans
335(1)
Team or Group Variable Pay Incentive Plans
336(1)
Incentives for Managers and Executives
337(5)
Short-Term Incentives: The Annual Bonus
338(1)
Long-Term Incentives
339(3)
The New Workplace: Long-Term Incentives for Overseas Executives
342(1)
Strategy and Executive Compensation
342(1)
Incentives for Salespeople
343(3)
Salary Plan
343(1)
Commission Plan
344(1)
Combination Plan
345(1)
HR.NET: Online Award Programs
346(2)
Setting Sales Quotas
346(1)
Strategic Sales Incentives
347(1)
Incentives for Other Professionals and Nonmanagerial Employees
348(2)
Merit Pay As an Incentive
348(1)
Merit Pay Options
348(1)
Incentives for Professional Employees
349(1)
Organizationwide Variable Pay Plans
350(4)
Profit-Sharing Plans
350(1)
Employee Stock Ownership Plans (ESOP)
350(1)
Scanlon Plans
351(1)
Gainsharing Plans
352(2)
At-Risk Variable Pay Plans
354(1)
Strategic HR: AmeriSteel's New Incentive Plan
354(1)
Developing More Effective Incentive Plans
355(2)
Why Incentive Plans Don't Work
355(1)
How to Implement Incentive Plans
356(1)
Entrepreneurs + HR: Incentive Plans in a Small Business
357(2)
Incentive Plans in Practice
358(1)
Summary
359(1)
Tying It all Together
359(1)
Discussion Questions
360(1)
Individual and Group Activities
360(1)
Experiential Exercise
360(1)
Application Case: Bringing the Team Concept into Compensation-or Not
361(1)
Continuing Case: LearnInMotion.com, The Incentive Plan
362(1)
Benefits and Services
363(32)
Strategic Overview: Patio Enclosures, Inc.
363(1)
The Benefits Picture Today
364(1)
Pay for Time Not Worked
364(9)
Unemployment Insurance
364(1)
Vacations and Holidays
365(3)
Sick Leave
368(1)
Parental Leave and the Family and Medical Leave Act
369(1)
Severance Pay
370(1)
Supplemental Unemployment Benefits
370(3)
Insurance Benefits
373(4)
Workers' Compensation
373(1)
Hospitalization, Health, and Disability Insurance
374(3)
Life Insurance
377(1)
Benefits for Part-Time Workers
377(1)
Retirement Benefits
377(2)
Social Security
378(1)
Pension Plans
378(1)
HR.NET: Managing 401(k) Plans Online
379(3)
Pension Planning
380(1)
Pensions and the Law
380(1)
Pension Trends
380(2)
Strategic HR: Patio's Better Benefits Program
382(1)
Employee Services
383(3)
Personal Services
383(1)
Job-Related Services
384(2)
The New Workplace: Family-Friendly Benefits
386(2)
Executive Perquisites
388(1)
Flexible Benefits Programs
388(2)
The Cafeteria Approach
389(1)
Flexible Programs: Pros and Cons
390(1)
Computers and Benefits Administration
390(1)
Entrepreneurs + HR: Benefits and Employee Leasing
390(1)
Summary
391(1)
Tying It All Together
392(1)
Discussion Questions
392(1)
Individual and Group Activities
392(1)
Experiential Exercise
393(1)
Application Case: ``Benefits? Who Needs Benefits?''
393(1)
Continuing Case: LearnInMotion.com, The New Benefits Plan
393(2)
PART 5 LABOUR RELATIONS AND EMPLOYEE SECURITY 395(69)
Labour Relations and Collective Bargaining
395(32)
Strategic Overview: Amazon.com
395(1)
The Labor Movement
396(3)
A Brief History of the American Union Movement
396(1)
Why Do Workers Organize?
397(1)
What Do Unions Want?
398(1)
The AFL-CIO
398(1)
Unions and the Law
399(4)
Period of Strong Encouragement: The Norris-LaGuardia (1932) and National Labor Relations or Wagner Acts (1935)
399(1)
Period of Modified Encouragement Coupled with Regulation: The Taft-Hartley Act (1947)
400(2)
Period of Detailed Regulation of Internal Union Affairs: The Landrum-Griffin Act (1959)
402(1)
Entrepreneurs + HR: Dot-Coms and Unions
403(1)
The Union Drive and Election
404(7)
Step 1. Initial Contact
404(1)
Step 2. Obtaining Authorization Cards
405(1)
Step 3. Hold a Hearing
406(2)
Step 4. The Campaign
408(1)
Step 5. The Election
408(1)
How to Lose an NLRB Election
409(1)
The Supervisor's Role
410(1)
Rules Regarding Literature and Solicitation
410(1)
The New Workplace: Unions Go Global
411(1)
Decertification Elections: Outsting the Union
412(1)
The Collective Bargaining Process
412(6)
What Is Collective Bargaining?
412(1)
What Is Good Faith?
412(1)
The Negotiating Team
413(1)
Bargaining Items
414(1)
Bargaining Stages
414(1)
Bargaining Hints
415(1)
Impasses, Mediation, and Strikes
415(2)
The Contract Agreement
417(1)
Strategic HR: Amazon.com and Unionization
418(1)
Grievances
418(3)
Sources of Grievances
418(1)
The Grievance Procedure
419(1)
Guidelines for Handling Grievances
420(1)
The Future of Unionism
421(1)
Why Union Membership Is Declining
421(1)
What's Next for Unions?
421(1)
HR.NET: Unions and the Internet
422(1)
Employee Participation Programs and Unions
422(1)
Summary
423(1)
Tying It All Together
424(1)
Discussion Questions
424(1)
Individual and Group Activities
425(1)
Experiential Exercise
425(1)
Application Case: Disciplinary Action
425(1)
Continuing Case: LearnInMotion.com, Keeping a Watchful Eye Out for the Union
426(1)
Employee Safety and Health
427(37)
Strategic Overview: Con Edison
427(1)
Why Employee Safety and Health Are Important
428(1)
Occupational Safety Law
428(6)
OSHA Standards and Record Keeping
429(1)
Inspections and Citations
430(3)
Responsibilities and Rights of Employers and Employees
433(1)
The Changing Nature of OSHA
434(1)
Entrepreneurs + HR: Getting Workers to Comply
434(1)
Management Commitment and Safety
435(1)
Strategic HR: Con Ed and ``Safety First''
435(1)
What Causes Accidents?
436(3)
Unsafe Conditions and Other Work-Related Factors
436(2)
What Causes Unsafe Acts? (A Second Basic Cause of Accidents)
438(1)
How to Prevent Accidents
439(2)
Reducing Unsafe Acts by Emphasizing Safety
440(1)
Reducing Unsafe Acts Through Selection and Placement
440(1)
Reducing Unsafe Acts Through Training
441(1)
HR.NET: Using the Web to Promote Safety
441(3)
Reducing Unsafe Acts Through Motivation: Posters, Incentive Programs, and Positive Reinforcement
441(2)
Behavior-Based Safety
443(1)
Conduct Safety and Health Inspections
443(1)
Safety Beyond the Plant Gate
443(1)
The New Workplace: Safety at Saudi Petrol Chemical
444(1)
Controlling Worker's Compensation Costs
444(1)
Employee Health: Problems and Remedies
445(11)
Alcoholism and Substance Abuse
445(3)
Job Stress and Burnout
448(2)
Asbestos Exposure at Work
450(1)
Computer-Related Health Problems
450(1)
AIDS and the Workplace
451(1)
Workplace Smoking
452(1)
Violence at Work
452(4)
Summary
456(1)
Tying It All Together
457(1)
Discussion Questions
457(1)
Individual and Group Activities
457(1)
Experiential Exercise
457(4)
Application Case: The New Safety Program
461(1)
Continuing Case: LearnInMotion.com, The New Safety and Health Program
462(2)
PART 6 GLOBAL HRM 464(25)
Managing Global Human Resources
464(25)
Strategic Overview: Siemens
464(1)
HR and the Internationalization of Business
465(3)
The HR Challenges of International Business
465(1)
How Intercountry Differences Affect HRM
466(2)
Improving International Assignments Through Selection
468(5)
Why International Assignments Fail
469(1)
International Staffing: Home or Local?
469(1)
Values and International Staffing Policy
470(1)
Selecting International Managers
471(2)
The New Workplace: Sending Women Managers Abroad
473(1)
Training and Maintaining International Employees
473(6)
Orienting and Training Employees on International Assignment
473(1)
International Compensation
474(3)
Performance Appraisal of International Managers
477(1)
International Labor Relations
477(1)
Safety and Fair Treatment Abroad
478(1)
HR.NET: Human Resource Information Systems
479(1)
Repatriation: Problems and Solutions
479(1)
Strategic HR: Siemens Global HR Management
480(1)
A Final Word: Strategic HR
481(3)
Strategy and Strategic HR
481(1)
Management Values and Philosophy
482(1)
Auditing the HR Function
483(1)
Summary
484(1)
Tying It All Together
485(1)
Discussion Questions
485(1)
Individual and Group Activities
485(1)
Experiential Exercise: Compensation Incentives for Expatriate Employees
486(1)
Application Case: ``Boss, I Think We Have a Problem''
486(1)
Continuing Case: LearnInMotion.com, Going Abroad
487(2)
Notes 489(38)
Glossary 527(9)
Photo Credits 536(1)
Name and Organization Index 537(6)
Subject Index 543


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