Human Resources Management : Perspectives, Context, Functions, and Outcomes

by Ferris, Gerald R.; Buckley, M. Ronald; Fedor, Donald B.

• ISBN13: 9780130608543
• ISBN10: 0130608548
• Edition: 4th
• Format: Paperback
• Copyright: 2001-12-26
• Publisher: Prentice Hall

Summary

This collection of 60 current readings explores the important contemporary perspectives and issues in the field of human resources managementfrom a decidedlyapplied, rather than scholarly, orientation. The readings include a mix of recently published articles from journals in the field, along with many articles written specifically for the book. It addresses such issues as corporate culture, values, employee rights and responsibilities, ethics, the nature of the changing employment relationship, mergers and acquisitions, and employee cynicism, and how such factors influence the practice of HRM.Overview of Human Resources Management. Perspectives on Human Resources Management. The Contemporary Legal Environment. The Labor Market and the Changing Workforce. Human Resources Planning and Staffing. Performance Evaluation and Management. Compensation and Reward Systems. Human Resources Development. Labor Relations in Contemporary Work Environments. Rights, Responsibilities, Values, and Ethics. Organization Culture and Change. Work Environment Stressors, Support, Safety, and Health. Employee Attitudes. Organizational Exit. Performance and Effectiveness.For Personnel and Human Resources Managers.

Table of Contents

I. THE FIELD OF HUMAN RESOURCES MANAGEMENT.

1. Overview of Human Resources Management.

What Do CEOs Want from HR?, Bill Leonard. HR 2008: A Forecast Based on Our Exclusive Study, Floyd Kemske. Whither Industrial and Organizational Psychology in a Changing World of Work?, Wayne F. Cascio.

2. Perspectives on Human Resources Management.

Human Resources Management and Competitive Advantage: A Strategic Perspective, Gloria Harrell-Cook. Strategic Global Human Resource Management in the 21st Century, Michael G. Harvey and Nancy K. Napier. The Influence of Organizational Politics in Human Resource Management Practices, Darren C. Treadway. Women in Another World: Expatriate Managers, Wendy Gradwohl Smith and Robin Salter.

II. THE EXTERNAL CONTEXT OF HUMAN RESOURCES MANAGEMENT.

3. The Contemporary Legal Environment.

Harassment in the Workplace: Recognizing It and Your Legal Liability, Christina E. Shalley and Charles K. Parsons. A Manager's Primer for Sexual Harassment in the Workplace, Robert K. Robinson and Dwight D. Frink. Preemployment Questions Under the Americans with Disabilities Act: An Overview of the October 1995 EEOC Guidelines, Tim Barnett, Winston N. McVea, Jr., and Kenneth Chadwick. Is the ADA Working?, Susan J. Wells.

4. The Labor Market and the Changing Workforce.

Corporate Strategies for Managing Diversity in the Global Workplace, Dharm P.S. Bhawuk, Astrid Podsiadlowski, Jennifer Graf, and Harry C. Triandis. Telecommuting: Understanding and Managing Remote Workers, David G. Allen and Robert W. Renn. The Basics of the Contingent Workforce, Anthony R. Wheeler, M. Ronald Buckley, and Jonathon Halbesleben.

III. FUNCTIONS OF HUMAN RESOURCES MANAGEMENT.

5. Human Resources Planning and Staffing.

Contingent versus Regular Information Technology Professionals: Insights on Retention from Social Identity Theory, Grant H. Fenner and Robert W. Renn. Interview Research Applied to Candidates, Danielle S. Beu and M. Ronald Buckley. Background Data: Applications in Recruitment, Selection, and Development, Michael D. Mumford, Gregory A. Manley, and Jonathon Halbesleben. Job Analysis: Yesterday, Today, and Tomorrow, John G. Veres, III, Ronald R. Sims, Toni S. Locklear, Katherine A. Jackson, and Ryan S. O'Leary. The Emergence of Person-Organization Fit in Organizational Staffing Processes, Chad A. Higgins.

6. Performance Evaluation and Management.

Overlooked and Emerging Issues in Performance Appraisal, Jonathon R. Halbesleben, M. Ronald Buckley, and Anthony R. Wheeler. Legal Requirements and Technical Guidelines Involved in Performance Management Systems, Peter Villanova, James T. Austin, and H. John Bernardin. A Trinity of Prescriptions for Performance Management Systems, H. John Bernardin and Peter Villanova. The Promise and Peril of Giving Negative Feedback, Walter D. David and Donald B. Fedor.

7. Compensation and Reward Systems.

Pay Strategy: New Thinking for the New Millennium, Edward E. Lawler, III. The View from the Top: The Controversies over Executive Pay, Philip G. Benson and J.S. Hornsby. New Incentives Are on the Rise, Darryl Hutson. Employee Compensation Systems and HR Strategy: Issues and Perspectives, Philip G. Benson and Wesley A. Scroggins.

8. Human Resources Development.

A Seat at the Table, Kristine Ellis and Sarah Fister Gale. Training Earns Its Keep, Eric Krell. The New Leadership Development, Jack Zenger, Dave Ulrich, and Norm Smallwood. Mentoring within the Political Arena, Pamela L. Perrewe, Angela M. Young, and F. R. Blass. Executive Coaching, David C. Gilmore. Prepared for the Future: Training Women For Corporate Leadership, Michelle Martinez. The 7 Stages of One's Career, David D. Dubois.

IV. THE INTERNAL CONTEXT OF HUMAN RESOURCES MANAGEMENT.

9. Labor Relations in Contemporary Work Environments.

The Future of Unions in a Changing Economy, Victor G. Devinatz and Jack L. Howard. Is Interest Based Bargaining Really New?, Ira B. Lobel. Assessing Workplace Conflict Resolution Options, Kirk Blackard.

10. Rights, Responsibilities, Values, and Ethics.

The Changing Nature of the Employment Relationship: Reclaiming Values in the Workplace, Sandra L. Williams and Gerald R. Ferris. Employee Empowerment in Organizations Today, Ceasar Douglas. Accountability in Organizations and Human Resources Management, Neal P. Mero and Dwight D. Frink. Rethinking the Nature of Work: A Look at the Research Evidence, Peter Cappelli.

11. Organization Culture and Change.

Organizational Culture, Change, and Human Resources, Michael G. Bowen. Spirituality in the Workplace, Elmer H. Burack, John Milliman and Jeffery Ferguson. Spirit and Community at Southwest Airlines: An Investigation of a Spiritual Values-based Model. HR's Role in Mergers and Acquisitions, Ruth N. Bramson.

12. Work Environment Stressors, Support, Safety, and Health.

The Three “Cs” of Job Stress: Causes, Consequences, and Coping, Kelly L. Zellars. Aggression and Violence in the Workplace, Christian Kiewitz and Wayne A. Hochwarter. Sexual Harassment in the Workplace: What We Know and What We Wish We Knew, Rebecca A. Thacker. A Multiple Constituency View of Employee Assistance Programs, Matthew J. Stollak.

V. OUTCOMES OF HUMAN RESOURCES MANAGEMENT.

13. Employee Attitudes.

Organizational Cynicism and Its Impact on Human Resource Management, James M. Wilkerson. Beating the Career Blues, James G. Clawson and Mark E. Haskins, High-Maintenance Employees, Lin Grensing-Pophal. The Myth of Job Happiness, Shari Caudron.

14. Organizational Exit.

The Care of the Un-Downsized, Bob Nelson. Approaching Retirement as the Flexibility Phase, Harry Levinson and Jerry C. Wofford. How to Keep Gen X Employees From Becoming X-Employees, Will Ruch.

15. Performance and Effectiveness.

The Human Resources Department: Its Role in Firm Competitiveness, Maria Carmen Galang. Self-Management in Contemporary Work Organizations: Implications for Performance and Performance Management, Robert W. Renn and Bethany Himel. Human Resources Management in the Service Sector, John Keiser. Walking the Talk: Human Resources and Corporate Reputation, Suzanne Zivnuska and Gerald R. Ferris.

Index.

Excerpts

Twenty-one years ago, we published the first edition of this book of readings in human resources management (HRM), then calledCurrent Issues in Personnel Management(edited by Rowland, London, Ferris, and Sherman). The field was considerably different then, and beginning to undergo major change in status, importance, and perspective, and we tried our best to capture the key issues of importance in the field in the articles we selected for the book.In many respects, our mission and objectives have not changed as we present our newest edition of this book,Human Resources Management: Perspectives, Context, Functions, and Outcomes,Fourth Edition. We continue to address the needs of undergraduate, professional, and graduate courses in HRM. We have retained the same structure used in the third edition of this book, which attempts to conceptualize, identify, and articulate what we consider to be the important contemporary perspectives and issues in the field today, and then to assemble a set of current readings that best address these perspectives and issues with a decidedly applied, rather than overly scientific, orientation. Once again, we have included a mix of recently published articles reprinted by permission from journals in the field, along with many articles written specifically for the book.The fourth edition ofHuman Resources Managementcontains 47 articles, of which 35 were prepared especially for this volume. One of the goals we have had for this book, since the publication of the first edition, has been to increase the number of original articles written for the book in an effort to provide a more tailored fit of readings to our structure and perspectives for the book. The 35 original articles in this volume represent a 27 percent increase over the third edition in the number of specially prepared articles.Whereas the fundamental structure we introduced in the third edition has been largely retained, this edition has been modified somewhat in both organization and content to reflect some new and different issues facing HRM in recent years. New chapters have been added to this edition that address such issues as corporate culture, values, employee rights and responsibilities, ethics, the nature of the changing employment relationship, mergers and acquisitions, and employee cynicism, and how such factors influence the practice of HRM. Following is an overview of the fourth edition's structure and contents.Part I,The Field of Human Resources Management,offers an introduction to and overview of the field; the material is organized into two chapters. The first,Overview of Human Resources Management,provides a historical view of the field and its evolution, as well as a discussion of the meaning of this evolution for the development of future human resources professionals. Chapter 2,Perspectives on Human Resources Management,treats three important perspectives on the field (i.e., strategic, political, and international) and demonstrates both the opportunities and challenges that these perspectives pose for human resources management.Part II,The External Context of Human Resources Management,identifies certain features of the external environment or context that have impact on human resources activities. Chapter 3,The Contemporary Legal Environment,representatively reflects the strong influence of key aspects of federal legislation and case law on human resources issues in organizations. Chapter 4,The Labor Market and the Changing Workforce,deals with some important labor market characteristics and challenges and examines what diversity in the workforce means for organizations today.Part III,Functions of Human Resources Management,provides thorough coverage of the various activities and functions of human resources management, although reorganized a bit since the previous edition of this book. Chapter 5,Human Res