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Human Resource Management (with InfoTrac),9780324289589

Human Resource Management (with InfoTrac)

by
Edition:
11th
ISBN13:

9780324289589

ISBN10:
0324289588
Format:
Hardcover
Pub. Date:
12/21/2004
Publisher(s):
SOUTH-WESTERN COLLEGE PUBLISHING
List Price: $344.66

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Summary

HUMAN RESOURCE MANAGEMENT by Mathis and Jackson is viewed as a highly authoritative, current, and reliable textbook. In this new edition, the authors have taken great care to ensure that the elements that make this book successful are still the foundation in the new edition. However, they realize that HR is a dynamic field and that transformation is occurring HR. In the 11th edition, the authors discuss factors that are driving change in HR Management and how HR is being shaped by many factors such as Technology and Globalization. The authors of this book have excellent professional reputations and are well-connected with the Society for Human Resource Management. Now in its 11th edition, Bob Mathis and John Jackson have written an extremely successful human resource management book that is suitable for learners who will eventually work as HR generalists and managers, business students who are not HR majors, and current HR professionals, especially those who are preparing for their professional certification. This text is widely used in preparation for professional examinations (PHR, SPHR) given by the highly regarded Human Resource Certification Institute, a part of SHRM. Human Resource Management is a highly regarded book written by authors who are well known and extremely knowledgeable in their field.

Table of Contents

SECTION 1 NATURE OF HUMAN RESOURCE MANAGEMENT
1(94)
Changing Nature of Human Resource Management
2(30)
HR Headline What Do HR Managers Do?
3(1)
Nature of Human Resource Management
4(4)
HR Activities
5(1)
HR in Organizations
6(2)
Management of Human Capital in Organizations
8(1)
Human Capital and HR
8(1)
Human Resources as a Core Competency
9(1)
HR Management Challenges
9(1)
HR Globally The Costs of International Outsourcing
10(4)
Globalization of Business
10(1)
Economic and Technological Changes
11(2)
Workforce Demographics and Diversity
13(1)
Organizational Cost Pressures and Restructuring
13(1)
HR Management Roles
14(4)
Administrative Role of HR
15(1)
Operational and Employee Advocate Role for HR
16(1)
Strategic Role for HR
17(1)
HR Perspective Research on HR as a Strategic Partner
18(1)
HR Technology
19(1)
Purposes of an HRMS
19(1)
Technology Transforming HR Price Law Group
20(1)
Uses of an HRMS
20(1)
Ethics and HR Management
21(2)
Ethics and Global Differences
21(1)
HR's Role in Organizational Ethics
22(1)
HR Perspective How UPS Delivers Ethics and Corporate Integrity
23(1)
Ethical Behavior and Organizational Culture
23(1)
HR Management Competencies and Careers
24(4)
HR Competencies
24(1)
HR Management as a Career Field
25(1)
HR Professionalism and Certification
26(2)
Summary
28(1)
Review and Application Questions
28(1)
Learning Review
29(1)
Case: HR Contributes at SYSCO
29(1)
Supplemental Case: Phillips Furniture
30(1)
Notes
30(2)
Strategic HR Management and Planning
32(34)
HR Headline Measurement of HR Is Crucial to Strategic Success
33(1)
Nature of Strategic HR Management
34(1)
Linkage of Organizational and HR Strategies
35(1)
Global Competitiveness and Strategic HR
35(4)
Types of Global Organizations
35(1)
Global Legal and Political Factors
36(1)
Global Cultural Factors
36(2)
Global Economic Factors
38(1)
Organizational Effectiveness and Strategic HR Management
39(3)
Organizational Productivity and HR Efforts
40(1)
Organizational Effectiveness and Financial Contributions of HR
41(1)
HR Perspective Research on HR Practices and Business Unit Performance
42(1)
Customer Service and Quality Linked to HR Strategies
42(1)
Organizational Culture and Organizational Effectiveness
43(1)
Human Resource Planning
43(4)
Purpose of Strategic HR Planning
44(1)
HR Planning Responsibilities
45(1)
Small Businesses and HR Planning
45(1)
HR Planning Process
46(1)
Scanning the External Environment
47(1)
Government Influences
47
Economic Conditions
46(1)
Geographic and Competitive Concerns
47(1)
Workforce Composition
48(1)
Assessing the Internal Workforce
48(1)
Jobs and Skills Audit
48(1)
Organizational Capabilities Inventory
49(1)
Forecasting HR Supply and Demand
49(3)
Forecasting Methods
50(1)
Forecasting Periods
50(1)
Forecasting the Demand for Human Resources
51(1)
Forecasting the Supply of Human Resources
51(1)
Developing and Using a Strategic HR Plan
52(1)
Succession Planning
52(1)
HR Perspective U.S. Government Agencies Face Workforce Retirements
53(4)
Managing a Human Resources Surplus
53(2)
Outplacement Services
55(1)
HR Planning in Mergers and Acquisitions
55(2)
Measuring HR Effectiveness Using HR Metrics
57(1)
Developing and Using HR Metrics
57(1)
Technology Transforming HR The Yellow Corporation and Boston Coach
58(3)
Measures of Strategic HR Effectiveness
59(1)
HR Measurement and Benchmarking
60(1)
HR Audit
61(1)
Summary
61(1)
Review and Application Questions
62(1)
Learning Review
62(1)
Case: Xerox Focuses on HR
63(1)
Supplemental Case: Where Do You Find the Bodies?
63(1)
Notes
64(2)
Organization/Individual Relations and Retention
66(29)
HR Headline Myths About Retaining Employees
67(1)
Individual/Organizational Relationships
68(1)
The Psychological Contract
68(1)
Job Satisfaction, Loyalty, and Commitment
69(2)
Loyalty and Organizational Commitment
70(1)
Employee Absenteeism
71(2)
Types of Absenteeism
71(1)
Controlling Absenteeism
72(1)
Employee Turnover
73(1)
HR Globally Turnover in India's Call Centers
74(1)
Types of Turnover
74(1)
HR Metrics Measuring Absenteeism and Turnover
75(3)
Measuring Absenteeism
75(1)
Measuring Turnover
76(2)
Individual Employee Performance
78(2)
Individual Performance Factors
78(1)
Individual Motivation
79(1)
Management Implications for Motivating Individual Performance
79(1)
Retention of Human Resources
80(1)
Why People Stay or Leave
80(1)
Drivers of Retention
80(2)
Characteristics of the Employer and Retention
80(2)
HR Perspective Research on the ``100 Best Companies to Work For''
82(4)
Job Design/Work and Retention
83(2)
Career Opportunities and Retention
85(1)
Rewards and Retention
85(1)
Technology Transforming HR Retention and Technology
86(1)
Employee Relationships and Retention
87(1)
Managing Retention
87(2)
Retention Measurement and Assessment
88(1)
HR Practice Conducting Exit Interviews
89(1)
Determining Retention Management Action
90(1)
Retention Evaluation and Follow-Up
90(1)
Summary
90(1)
Review and Application Questions
91(1)
Learning Review
91(1)
Case: Alegent Health
92(1)
Supplemental Case: The Clothing Store
92(1)
Notes
93(2)
SECTION 2 STAFFING THE ORGANIZATION
95(166)
Legal Framework of Equal Employment
96(32)
HR Headline Mitsubishi Believes in EEO -- NOW
97(1)
Equal Employment Opportunity Concepts
98(1)
HR Globally The Human Rights Act in the United Kingdom
99(1)
Major Equal Employment Laws
99(6)
Civil Rights Act of 1964, Title VII
101(2)
Civil Rights Act of 1991
103(1)
Executive Orders 11246, 11375, and 11478
104(1)
Laws on Sex/Gender Discrimination
104(1)
HR Perspective Wal-Mart and Gender Discrimination Complaints
105(4)
Americans with Disabilities Act (ADA)
106(2)
Age Discrimination in Employment Act (ADEA)
108(1)
HR Practice ADA and the Employment Process
109(6)
Immigration Reform and Control Acts (IRCA)
110(1)
Other Discrimination Laws and Regulations
110(3)
Pre-employment Inquiries
113(2)
EEO Enforcement
115(1)
Equal Employment Opportunity Commission (EEOC)
115(1)
Office of Federal Contract Compliance Programs (OFCCP)
115(1)
State and Local Agencies
115(1)
Evolving Nature of EEO Enforcement
115(1)
Uniform Guidelines on Employee Selection Procedures
115(3)
``No Disparate Impact'' Approach
115(2)
Job-Related Validation Approach
117(1)
Validity and Equal Employment
118(3)
Criterion-Related Validity
119(2)
EEO Compliance
121(2)
EEO Policy Statement
121(1)
EEO Records
121(1)
EEOC Compliance Investigation Process
122(1)
Summary
123(1)
Review and Application Questions
124(1)
Learning Review
124(1)
Case: Diversity in Three Forms
125(1)
Supplemental Case: Keep on Trucking
125(1)
Notes
126(2)
Managing Equal Employment and Diversity
128(30)
HR Headline Diversity Backlash!
129(1)
Race, National Origin, and Citizenship Issues
130(1)
Racial/Ethnic Demographics
130(1)
HR Perspective EEOC Sees Rise in Complaints of Color Bias
131(1)
Affirmative Action
131(1)
HR Perspective Affirmative Action Is Still Needed
132(1)
HR Perspective Affirmative Action Is No Longer Needed
133(4)
Requirements for Immigrants and Foreign-Born Workers
135(1)
Language Issues and EEO
136(1)
Racial/Ethnic Harassment
137(1)
Sex/Gender Issues
137(4)
Sex Discrimination
138(3)
HR Perspective Research on the Glass Ceiling
141(1)
Individuals with Differing Sexual Orientations
141(1)
Sexual Harassment and Workplace Relationships
142(1)
Consensual Relationships and Romance at Work
142(1)
Technology Transforming HR Electronic Sexual Harassment
143(1)
Nature of Sexual Harassment
143(1)
Legal Standards on Sexual Harassment
144(1)
Age Issues and EEO
144(2)
Job Opportunities and Older Employees
146(1)
Individuals with Disabilities in the Workforce
146(2)
Reasonable Accommodations
147(1)
Individuals with Life-Threatening Illnesses
148(1)
Religion and Spirituality in Workplaces
148(1)
HR Perspective Ethics, Disability, and Expensive Health Insurance
149(1)
Managing Religious Diversity in Workplaces
149(1)
Managing Diversity
150(3)
Diversity: The Business Case
151(1)
Diversity Management Programs and Activities
152(1)
Diversity Training
153(1)
Components of Traditional Diversity Training
153(1)
Effects of Diversity Training
153(1)
Backlash Against Diversity Efforts
154(1)
Summary
154(1)
Review and Application Questions
155(1)
Learning Review
155(1)
Case: Construction Industry Confronts Diversity
155(1)
Supplemental Case: Discrimination?
156(1)
Notes
156(2)
Jobs and Job Analysis
158(34)
HR Headline Dramatic Changes Occurring in Work and Jobs
159(1)
Changing Nature of Work and HR Management
160(3)
Workflow Analysis
161(1)
Business Process Re-engineering
162(1)
Importance of Job Design
163(5)
Nature of Job Design
164(1)
Characteristics of Jobs
164(2)
Consequences of Job Design
166(1)
Using Teams in Jobs
166(1)
Advantages and Disadvantages of Team Jobs
167(1)
Job Design, Work Schedules, and Telework
168(1)
Work Schedules
168(1)
Technology Transforming HR On-line Bidding for Work Schedules
169(2)
Telework
170(1)
Nature of Job Analysis
171(2)
Task-Based Job Analysis
172(1)
Competency-Based Job Analysis
172(1)
HR Perspective Competencies Needed in Hotels
173(2)
Choosing a Job Analysis Approach
173(1)
Job Analysis Responsibilities
174(1)
Stages in the Job Analysis Process
175(2)
Planning the Job Analysis
175(1)
Preparing for and Introducing the Job Analysis
176(1)
Conducting the Job Analysis
176(1)
Developing Job Descriptions and Job Specifications
176(1)
Maintaining and Updating Job Descriptions and Job Specifications
177(1)
Job Analysis Methods
177(3)
Observation
177(1)
Interviewing
177(1)
Questionnaires
178(1)
Computerized Systems
179(1)
Job Analysis and the U.S. Department of Labor
179(1)
Combination Methods
180(1)
Behavioral Aspects of Job Analysis
180(1)
``Inflation'' of Jobs and Job Titles
180(1)
Employee and Managerial Anxieties
180(1)
HR Globally Japanese Job Titles and Global Competitiveness
181(1)
Current Incumbent Emphasis
182(1)
Legal Aspects of Job Analysis
182(1)
Job Analysis and the Americans with Disabilities Act (ADA)
182(1)
Job Analysis and Wage/Hour Regulations
183(1)
Job Descriptions and Job Specifications
183(2)
Performance Standards
184(1)
HR Practice Writing Job Descriptions
185(2)
Job Specifications
185(1)
Job Description Components
185(2)
Summary
187(1)
Review and Application Questions
188(1)
Learning Review
188(1)
Case: Jobs and Work at R.R. Donnelly
188(1)
Supplemental Case: The Reluctant Receptionist
189(1)
Notes
189(3)
Recruiting in Labor Markets
192(32)
HR Headline Employment ``Branding'' Can Help Recruiting
193(1)
Strategic Approach to Recruiting
194(1)
Labor Markets
195(4)
Labor Market Components
196(1)
Labor Markets and Recruiting
197(2)
Unemployment Rate and Labor Markets
199(1)
Strategic Recruiting Decisions
199(5)
Organization-Based vs. Outsourced Recruiting
199(1)
Recruiting Presence and Image
200(1)
Training of Recruiters
201(1)
Regular vs. Flexible Staffing
201(1)
Recruiting and Diversity Considerations
202(2)
HR Perspective Research on Diversity in Recruiting Ads
204(1)
Recruiting Source Choices: Internal vs. External
204(1)
Internal Recruiting
205(2)
Internal Recruiting Processes
205(2)
Technology Transforming HR Automated Job Posting
207(2)
Employee-Focused Recruiting
207(2)
External Recruiting Sources
209(1)
College and University Recruiting
209(1)
HR Practice Making Internships Work
210(4)
School Recruiting
210(1)
Labor Unions
211(1)
Employment Agencies and Headhunters
211(1)
Competitive Sources
212(1)
Media Sources
212(1)
Job Fairs and Special Events
213(1)
Creative Recruiting Methods
213(1)
Internet Recruiting
214(1)
Global Internet Recruiting
214(1)
E-Recruiting Methods
214(1)
HR Practice Effective Recruiting Through a Company Web Site
215(2)
Advantages of Internet Recruiting
216(1)
Disadvantages of Internet Recruiting
216(1)
Legal Issues in Internet Recruiting
216(1)
Recruiting Evaluation and Metrics
217(3)
Evaluating Recruiting Quantity and Quality
217(1)
Evaluating the Time Required to Fill Openings
217(1)
Evaluating the Cost of Recruiting
218(1)
Evaluating Recruiting Satisfaction
218(1)
General Recruiting Process Metrics
218(2)
Increasing Recruiting Effectiveness
220(1)
Summary
220(1)
Review and Application Questions
221(1)
Learning Review
221(1)
Case: Enterprise Recruiting
222(1)
Supplemental Case: Northwest State College
222(1)
Notes
223(1)
Selecting Human Resources
224(37)
HR Headline Pre-employment Testing Cuts Turnover
225(1)
Selection and Placement
226(3)
Selection Responsibilities
226(1)
Placement
226(1)
Criteria, Predictors, and Job Performance
227(2)
Combining Predictors
229(1)
The Selection Process
229(3)
Legal Concerns in the Selection Process
229(2)
Applicant Job Interest
231(1)
Pre-employment Screening
231(1)
HR Perspective Research on Salespeople and Realistic Job Previews
232(4)
Application Forms
233(3)
Selection Testing
236(4)
Ability Tests
236(2)
Personality Tests
238(1)
Honesty/Integrity Tests
239(1)
Controversial and Questionable Tests
240(1)
Legal Concerns and Selection Testing
240(1)
Selection Interviewing
240(7)
Reliability and Validity of Interviews
241(1)
Structured Interviews
241(3)
Less-Structured Interviews
244(1)
Stress Interview
244(1)
Who Does Interviews?
244(1)
Effective Interviewing
245(2)
HR Perspective Job Interview Tales
247(2)
Problems in the Interview
248(1)
Technology Transforming HR Web-Based Background Checks
249(1)
Background Investigation
249(4)
Sources of Background Information
250(1)
Reference-Checking Methods
250(1)
Legal Constraints on Background Investigations
251(1)
Medical Examinations and Inquiries
252(1)
Making the Job Offer
253(1)
Staffing Global Assignments
253(2)
Types of Global Employees
253(1)
Selection Process for Global Assignments
254(1)
Legal Issues in Selecting Global Employees
254(1)
Summary
255(1)
Review and Application Questions
256(1)
Learning Review
256(1)
Case: Hiring Public Employees More Quickly
257(1)
Supplemental Case: Selecting a Programmer
257(1)
Notes
258(3)
SECTION 3 TRAINING AND DEVELOPING HUMAN RESOURCES
261(100)
Training Human Resources
262(32)
HR Headline Does Training Get the Respect It Deserves?
263(1)
Nature of Training
264(3)
New Context of Training
264(2)
Performance Consulting
266(1)
Chief Learning Officers (CLOs)
267(1)
Training and Organizational Strategy
267(2)
Benefits of Strategic Training
268(1)
Training and Global Strategies
268(1)
Developing Strategic Training Plans
269(1)
Training Process
269(1)
Training Needs Assessment
270(2)
Analyzing Training Needs
270(1)
Establishing Training Objectives and Priorities
271(1)
Training Design
272(4)
Learner Readiness
272(1)
Learning Styles
273(2)
Transfer of Training
275(1)
Training Categories
275(1)
HR Practice Effective New Employee Orientation
276(2)
Legal Issues and Training
277(1)
Training Delivery
278(3)
Internal Training
278(1)
External Training
279(2)
Technology Transforming HR Examples of E-Learning Programs
281(4)
E-Learning: On-line Training
281(2)
Training Approaches
283(2)
Training Evaluation
285(3)
Levels of Evaluation
285(1)
Training Evaluation Metrics
286(1)
Training Evaluation Designs
287(1)
Training for Global Assignments
288(1)
Intercultural Competence Training
288(1)
Summary
289(1)
Review and Application Questions
290(1)
Learning Review
290(1)
Case: Hotels Link Training and Customer Service
291(1)
Supplemental Case: The New Payroll Clerk
292(1)
Notes
292(2)
Careers and HR Development
294(32)
HR Headline Developing Leaders Is a Challenge
295(1)
Careers and Career Planning
296(7)
Evolution of Careers
296(1)
Career Planning Perspectives
297(1)
Organization-Centered Career Planning
297(1)
Individual-Centered Career Planning
298(1)
How People Choose Careers
299(1)
General Career Progression
300(1)
Career Transitions and HR
301(1)
Global Career Development
301(1)
Late-Career/Retirement Issues
302(1)
Women and Careers
303(1)
Special Career Issues for Organizations and Individuals
303(3)
Career Plateaus
304(1)
Technical and Professional Workers
304(1)
Dual-Career Couples
305(1)
Developing Human Resources
306(4)
``Make or Buy''?
308(1)
Developing Specific Capabilities/Competencies
308(1)
Lifelong Learning
309(1)
Re-development
309(1)
Company Web Sites and Career Development
309(1)
Development Needs Analysis
310(1)
Assessment Centers
310(1)
Psychological Testing
311(1)
Performance Appraisals
311(1)
Succession Planning
311(2)
Succession in Small and Closely Held Organizations
311(1)
Succession Planning Process
312(1)
HR Perspective Succession Planning Is Booming
313(1)
Choosing a Development Approach
313(4)
Job-Site Development Approaches
313(3)
Off-Site Development Approaches
316(1)
Management Development
317(5)
Management Development Methods
318(3)
Problems with Management Development Efforts
321(1)
Summary
322(1)
Review and Application Questions
322(1)
Learning Review
322(1)
Case: Henrico County, Virginia, and Succession Issues
323(1)
Supplemental Case: Developed Today, Gone Tomorrow
324(1)
Notes
324(2)
Performance Management and Appraisal
326(35)
HR Headline Performance Appraisals---Necessary but Not Popular
327(1)
Nature of Performance Management
328(1)
Difference Between Performance Management and Performance Appraisals
329(1)
Performance-Focused Organizational Culture
329(2)
Executive Commitment to Performance Management
330(1)
HR Globally Cultural Differences in Performance Management
331(1)
Identifying and Measuring Employee Performance
331(3)
Types of Performance Information
332(1)
Relevance of Performance Criteria
333(1)
Performance Standards
333(1)
Legal and Effective Performance Appraisal Processes
334(3)
Legal Concerns and Performance Appraisals
334(1)
Uses of Performance Appraisals
335(2)
Technology Transforming HR Implementing an E-System for Appraising Performance
337(2)
Decisions About Performance Appraisal Process
337(2)
Who Conducts Appraisals?
339(4)
Supervisory Rating of Subordinates
339(1)
Employee Rating of Managers
339(1)
Team/Peer Rating
340(1)
Self-Rating
341(1)
Outsider Rating
341(1)
Multisource/360° Feedback
342(1)
Methods for Appraising Performance
343(3)
Category Scaling Methods
343(3)
HR Perspective I'm Rated a 4; Why Not a 5?
346(5)
Comparative Methods
347(2)
Narrative Methods
349(1)
Management by Objectives (MBO)
350(1)
Combinations of Methods
350(1)
HR Perspective Research on Performance Raters and Performance Appraisals
351(1)
Training of Managers and Employees
351(3)
Rater Errors
352(2)
Appraisal Feedback
354(2)
Appraisal Interview
354(1)
Feedback as a System
355(1)
Reactions of Managers
355(1)
HR Practice Lessons from Two Different Performances: A Supervisor's Story
356(1)
Reactions of Appraised Employees
356(1)
Effective Performance Management
356(1)
Summary
357(1)
Review and Application Questions
357(1)
Learning Review
358(1)
Case: Performance Management Improvements for Bristol-Myers Squibb
358(1)
Supplemental Case: Unequal/Equal Supervisors
359(1)
Notes
359(2)
SECTION 4 COMPENSATING HUMAN RESOURCES
361(96)
Compensation Strategies and Practices
362(36)
HR Headline Compensation Strategies Differ at Costco and Wal-Mart
363(1)
Nature of Compensation
364(2)
Types of Compensation
364(1)
Compensation Responsibilities
365(1)
Technology Transforming HR Plastic Paychecks
366(1)
Strategic Compensation
366(3)
Compensation Philosophies
366(2)
Compensation Approaches
368(1)
HR Metrics and Compensation
369(1)
Compensation System Design Issues
369(4)
Global Compensation Issues
369(2)
Market Competitiveness and Compensation
371(2)
HR Perspective Research on Pay Levels, Pay Structures, and Organizational Performance
373(3)
Competency-Based Pay
373(1)
Individual vs. Team Rewards
374(1)
Compensation Fairness
374(2)
Legal Constraints on Pay Systems
376(4)
Fair Labor Standards Act (FLSA)
376(3)
Independent Contractor Regulations
379(1)
Acts Affecting Government Contractors
379(1)
Legislation on Equal Pay and Pay Equity
380(1)
State and Local Laws
380(1)
Garnishment Laws
380(1)
Development of a Base Pay System
380(6)
Valuing Jobs with Job Evaluation Methods
382(1)
Valuing Jobs Using Market Pricing
383(1)
Pay Surveys
384(2)
HR Practice Questions About Internet Pay Survey Data
386(1)
Pay Structures
386(5)
Pay Grades
387(1)
Pay Ranges
388(2)
Individual Pay
390(1)
Determining Pay Increases
391(2)
Pay Adjustment Matrix
391(1)
Seniority
392(1)
Cost-of-Living Adjustments (COLAs)
392(1)
Lump-Sum Increases (LSIs)
392(1)
Summary
393(1)
Review and Application Questions
394(1)
Learning Review
394(1)
Case: Compensation Changes at JC Penney
395(1)
Supplemental Case: Scientific Turmoil
395(1)
Notes
396(2)
Variable Pay and Executive Compensation
398(26)
HR Headline Pay-for-Performance Plans
399(1)
Variable Pay: Incentives for Performance
400(2)
Developing Successful Pay-for-Performance Plans
400(2)
HR Perspective Incentives and Motivation Research
402(2)
Measuring the Success of Variable Pay Plans
402(1)
Successes and Failures of Variable Pay Plans
403(1)
Types of Variable Pay
403(1)
Individual Incentives
404(3)
Piece-Rate Systems
404(1)
Bonuses
405(1)
Special Incentive Programs
405(2)
HR Perspective Ethical Concerns and Sales Compensation
407(1)
Sales Compensation
407(1)
Types of Sales Compensation Plans
407(1)
Technology Transforming HR Enterprise Incentive Management Systems
408(2)
Sales Compensation Challenges
408(2)
Group/Team Incentives
410(3)
Design of Group/Team Incentive Plans
410(1)
Problems with Group/Team Incentives
411(1)
Successes and Failures of Group/Team Incentives
411(1)
Types of Group/Team Incentives
412(1)
HR Perspective Successful Goalsharing Plans
413(1)
Organizational Incentives
413(2)
Profit Sharing
414(1)
Employee Stock Plans
415(1)
Executive Compensation
415(3)
Global Executive Compensation
416(1)
Elements of Executive Compensation
416(2)
HR Perspective Is Any Executive Worth Over $50 Million a Year?
418(2)
``Reasonableness'' of Executive Compensation
418(2)
Summary
420(1)
Review and Application Questions
421(1)
Learning Review
421(1)
Case: Incentive Plans for Fun and Travel
421(1)
Supplemental Case: ``Cash Is Good, Card Is Bad''
422(1)
Notes
422(2)
Managing Employee Benefits
424(33)
HR Headline Employers and Employees Face Escalating Benefits Costs
425(1)
Strategic Perspectives on Benefits
426(2)
Benefits as Competitive Advantage
427(1)
Benefits and Workforce Attraction/Retention
427(1)
HR Globally Benefits Around the World
428(2)
Benefits Design
428(1)
Benefits Cost Control and Measurement
429(1)
Types of Benefits
430(1)
Government-Mandated Benefits
430(1)
Voluntary Benefits
430(1)
Security Benefits
431(2)
Workers' Compensation
431(1)
Unemployment Compensation
432(1)
Severance Pay
432(1)
Retirement Benefits
433(5)
Retirement Benefits and Age Discrimination
433(1)
Social Security
434(1)
Pension Plans
434(3)
Individual Retirement Options
437(1)
Health-Care Benefits
438(3)
Increases in Health Benefits Costs
438(1)
Controlling Health-Care Benefits Costs
439(2)
HR Perspective Research on Satisfaction with Health Benefits
441(2)
Employee Reactions to Cost-Control Efforts
442(1)
Health-Care Legislation
442(1)
Flexible Spending Accounts
443(1)
Financial Benefits
443(2)
Financial Services
443(1)
Relocation Assistance
444(1)
Insurance Benefits
444(1)
Educational Assistance
444(1)
Family-Oriented Benefits
445(3)
Family and Medical Leave Act (FMLA)
445(2)
Family-Care Benefits
447(1)
Measuring the Effectiveness of Family Benefits
447(1)
Benefits for Domestic Partners
448(1)
Time-Off Benefits
448(2)
Holiday Pay
448(1)
Vacation Pay
449(1)
Leaves of Absence
449(1)
Paid-Time-Off (PTO) Plans
450(1)
Miscellaneous Benefits
450(1)
Social and Recreational Benefits
450(1)
Unique Benefits Offered
451(1)
Benefits Administration
451(1)
Benefits Communication
451(1)
Technology Transforming HR On-line Benefits
452(1)
HR Technology and Benefits
452(1)
Flexible Benefits
452(1)
Summary
453(1)
Review and Application Questions
454(1)
Learning Review
454(1)
Case: Delivering Benefits
454(1)
Supplemental Case: Benefitting Connie
455(1)
Notes
455(2)
SECTION 5 EMPLOYEE RELATIONS
457(98)
Health, Safety, and Security
458(34)
HR Headline World-Class Safety in a Small Company
459(1)
Health, Safety, and Security
460(2)
Nature of Health, Safety, and Security
460(1)
Health, Safety, and Security Responsibilities
460(1)
Current State of Health, Safety, and Security
461(1)
HR Perspective Research on the Self-Employed and Accidents
462(1)
Legal Requirements for Safety and Health
462(2)
Workers' Compensation
462(1)
Americans with Disabilities Act and Safety Issues
463(1)
Child Labor Laws
463(1)
Occupational Safety and Health Act
464(4)
OSHA Enforcement Standards
465(2)
Ergonomics and OSHA
467(1)
HR Perspective Nursing Homes and Ergonomics
468(5)
Work Assignments and OSHA
468(1)
OSHA Recordkeeping Requirements
469(1)
OSHA Inspections
469(3)
Critique of OSHA Inspection Efforts
472(1)
Safety Management
473(3)
Organizational Commitment and a Safety Culture
473(1)
Safety Policies, Discipline, and Recordkeeping
474(1)
Safety Training and Communication
475(1)
Safety Committees
475(1)
Inspection, Investigation, and Evaluation
475(1)
Employee Health
476(5)
Workplace Health Issues
477(3)
Health Promotion
480(1)
Technology Transforming HR On-Line Health?
481(1)
Security Concerns at Work
482(4)
Workplace Violence
482(3)
Security Management
485(1)
Employee Screening and Selection
485(1)
Security Personnel
486(1)
Global Health, Safety, and Security
486(1)
International Emergency Health Services
486(1)
International Security and Terrorism
486(1)
Kidnapping
487(1)
Summary
487(1)
Review and Application Questions
488(1)
Learning Review
488(1)
Case: Anheuser-Busch Brews Employee Wellness
489(1)
Supplemental Case: ``What's Happened to Bob?''
489(1)
Notes
489(3)
Employee Rights and Discipline
492(32)
HR Headline Tracking Employees with Technology
493(1)
Rights and Responsibilities Issues
494(3)
Statutory Rights
494(1)
Contractual Rights
494(2)
Implied Contracts
496(1)
Employment Practices Liability Insurance (EPLI)
496(1)
Rights Affecting the Employment Relationship
497(3)
Employment-at-Will (EAW)
497(2)
Just Cause
499(1)
Due Process
499(1)
Alternative Dispute Resolutions (ADR) as Due Process
500(1)
HR Perspective Workplace Effects of Employees' Perceived Mistreatment
501(1)
Arbitration
501(1)
Peer Review Panels
502(1)
Ombuds
502(1)
Balancing Employer Security Concerns and Employee Rights
502(1)
HR Globally European Union Data-Protection Directive
503(8)
Privacy Rights and Employee Records
503(1)
Employees' Free Speech Rights
504(2)
Workplace Monitoring
506(2)
Employer Investigations
508(1)
Substance Abuse and Drug Testing
509(1)
Employee Rights and Personal Behavior
510(1)
HR Policies, Procedures, and Rules
511(2)
Responsibilities for HR Policies, Procedures, and Rules
511(1)
Employee Handbooks
512(1)
Technology Transforming HR Electronic HR Communications
513(1)
Communicating HR Information
513(1)
Employee Discipline
514(3)
Approaches to Discipline
514(2)
Reasons Why Discipline Might Not Be Used
516(1)
Effective Discipline
516(1)
HR Practice Hot-Stove Rule
517(1)
Discharge: The Final Disciplinary Step
517(1)
HR Perspective ``You're Fired--Get Out''
518(1)
Summary
519(1)
Review and Application Questions
519(1)
Learning Review
520(1)
Case: Manager on Camera
520(1)
Supplemental Case: George Faces Challenges
521(1)
Notes
521(3)
Union/Management Relations
524(31)
HR Headline Offshoring of White-Collar Jobs Gives Unions Traction
525(1)
Nature of Unions
526(2)
Why Employees Unionize
526(1)
HR Responsibilities with Unions
526(1)
Global Labor Union Issues
527(1)
Unions in the U.S.
528(2)
Union Structure
529(1)
Union Mergers
530(1)
Union Membership in the United States
530(4)
Public-Sector Unionism
531(1)
Reasons for U.S. Union Membership Decline
531(1)
Union Targets for Membership Growth
532(2)
History of U.S. Unions
534(1)
AFL-CIO
534(1)
Early Labor Legislation
534(1)
Basic Labor Law: ``National Labor Code''
535(2)
Wagner Act (National Labor Relations Act)
535(1)
Taft-Hartley Act (Labor-Management Relations Act)
536(1)
HR Perspective National Emergency Strike: The West Coast Dock Strike
537(2)
Landrum-Griffin Act (Labor-Management Reporting and Disclosure Act)
538(1)
Civil Service Reform Act of 1978
539(1)
Unionization Process
539(2)
Organizing Campaign
539(2)
Technology Transforming HR Electronic Organizing Aids Unions
541(3)
Authorization Codes
541(1)
Representation Election
541(2)
Certification and Decertification
543(1)
Contract Negotiation (Collective Bargaining)
544(1)
Collective Bargaining Issues
544(2)
Management Rights
545(1)
Union Security
545(1)
Classification of Bargaining Issues
545(1)
Collective Bargaining Process
546(2)
Preparation and Initial Demands
546(1)
Continuing Negotiations
546(1)
Settlement and Contract Agreement
546(1)
Bargaining Impasse
547(1)
Strikes and Lockouts
547(1)
Union/Management Cooperation
548(2)
Cooperation and Joint Efforts
549(1)
Employee Involvement Programs
549(1)
Unions and Employee Ownership
549(1)
Grievance Management
550(2)
Grievance Responsibilities
550(1)
Grievance Procedures
550(1)
Steps in a Grievance Procedure
551(1)
Summary
552(1)
Review and Application Questions
552(1)
Learning Review
553(1)
Case: Labor's New Sharp Sword
553(1)
Supplemental Case: The Wilson County Hospital
554(1)
Notes
554(1)
Appendix A Human Resource Certification Institute Test Specifications 555(6)
Appendix B Current Literature in HR Management 561(6)
Glossary 567(10)
Author Index 577(6)
Subject Index 583


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