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Managing Human Resources,9780131009431
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Managing Human Resources

by ; ;
Edition:
4th
ISBN13:

9780131009431

ISBN10:
0131009435
Media:
Hardcover
Pub. Date:
1/1/2004
Publisher(s):
Prentice Hall
List Price: $146.67
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Summary

This book centers on business decision-making and managerial problem-solving, consistent with today's best practices' Human Resource Management Practice and Research. Real-life cases and a global focus will hold readers' interest as this book imparts valuable information about the dynamic field of human resources.Expanded coverage of international human resource issues governs this edition of the popular book; it also covers the management of work flows, job analysis, equal opportunity and the legal environment, diversity, recruitment and selection of employees, downsizing and outplacement, performance management and appraisal, workforce training, career development, compensation management, rewards and performance, employee benefits, employee relations, employee rights and discipline, organized labor, and workplace safety and health.Thereference resource for human resource directors, managers, and small business owners, as well as others in leadership positions.

Table of Contents

Thematic Examples xxi
Preface xxix
About the Authors xxxix
Part I: Introduction
1(46)
Meeting Present and Emerging Strategic Human Resource Challenges
1(46)
Human Resource Management: The Challenges
3(17)
Environmental Challenges
3(7)
Organizational Challenges
10(7)
Individual Challenges
17(3)
Planning and Implementing Strategic HR Policies
20(8)
The Benefits of Strategic HR Planning
20(2)
The Challenges of Strategic HR Planning
22(2)
Strategic HR Choices
24(4)
Selecting HR Strategies to Increase Firm Performance
28(9)
Fit with Organizational Strategies
28(5)
Fit with the Environment
33(2)
Fit with Organizational Characteristics
35(1)
Fit with Organizational Capabilities
36(1)
Choosing Consistent and Appropriate HR Tactics to Implement HR Strategies
36(1)
The HR Department and Managers: An Important Partnership
37(2)
Specialization in Human Resource Management
39(1)
Summary and Conclusions
39(1)
Key Terms
40(1)
Discussion Questions
40(1)
You Manage It! Emerging Trends Case 1.1
At Risk from Smoking: Your Job
41(1)
You Manage It! Emerging Trends Case 1.2
Greater Security or Looking for Dirty Laundry?
42(2)
You Manage It! Discussion Case 1.3
Managers and HR Professionals at Sands Corporation: Friends or Foes?
44(1)
You Manage It! Video Shorts Case 1.4
The Strategic Role of Human Resource Management
45(2)
Part II: The Contexts of Human Resource Management
47(107)
Managing Work Flows and Conducting Job Analysis
47(37)
Work: The Organizational Perspective
48(6)
Strategy and Organizational Structure
48(1)
Designing the Organization
49(3)
Work Flow Analysis
52(2)
Work: The Group Perspective
54(2)
Self-Managed Teams
54(1)
Other Types of Teams
55(1)
Work: The Individual Perspective
56(3)
Motivating Employees
57(2)
Designing Jobs and Conducting Job Analysis
59(12)
Job Design
59(2)
Job Analysis
61(7)
Job Descriptions
68(3)
The Flexible Workforce
71(5)
Contingent Workers
71(4)
Flexible Work Schedules
75(1)
Human Resource Information Systems
76(2)
HRIS Applications
76(1)
HRIS Security and Privacy
77(1)
Summary and Conclusions
78(1)
Key Terms
79(1)
Discussion Questions
79(1)
You Manage It! Emerging Trends Case 2.1
Virtual Teamwork at IBM
80(1)
You Manage It! Customer-Driven HR Case 2.2
Employees Write Their Own Job Titles for Customers
81(1)
You Manage It! Discussion Case 2.3
Roche Group Pharmaceuticals Switches to Research Teams That Collaborate
82(1)
You Manage It! Customer-Driven HR Case 2.4
Writing a Job Description
83(1)
Understanding Equal Opportunity and the Legal Environment
84(36)
Why Understanding the Legal Environment Is Important
86(2)
Doing the Right Thing
86(1)
Realizing the Limitations of the HR and Legal Departments
86(1)
Limiting Potential Liability
87(1)
Challenges to Legal Compliance
88(1)
A Dynamic Legal Landscape
88(1)
The Complexity of Laws
88(1)
Conflicting Strategies for Fair Employment
89(1)
Unintended Consequences
89(1)
Equal Employment Opportunity Laws
90(13)
The Equal Pay Act of 1963
90(1)
Title VII of the Civil Rights Act of 1964
90(10)
The Age Discrimination in Employment Act of 1967
100(1)
The Americans with Disabilities Act of 1990
100(3)
The Vietnam Era Veterans Readjustment Act of 1974
103(1)
EEO Enforcement and Compliance
103(4)
Regulatory Agencies
104(1)
Affirmative Action Plans
105(2)
Other Important Laws
107(1)
Avoiding Pitfalls in EEO
108(4)
Provide Training
108(1)
Establish a Complaint Resolution Process
108(1)
Document Decisions
109(1)
Be Honest
109(2)
Ask Only for Information You Need to Know
111(1)
Summary and Conclusions
112(1)
Key Terms
112(1)
Discussion Questions
113(1)
You Manage It! Emerging Trends Case 3.1
The Importance of Tolerance in the Workplace After the Events of September 11
113(1)
You Manage It! Discussion Case 3.2
Does the ADA Protect the Rights of Able-Bodied Applicants, Too?
114(1)
You Manage It! Emerging Trends Case 3.3
Are Women Breaking Through the Glass Ceiling?
115(1)
You Manage It! Discussion Case 3.4
Applying EEO Laws to Management Decisions
116(2)
Appendix to Chapter 3
118(2)
Human Resource Legislation Discussed in This Text
118(2)
Managing Diversity
120(34)
What Is Diversity?
121(5)
Why Manage Employee Diversity?
122(1)
Affirmative Action Versus Managing Employee Diversity
123(3)
Challenges in Managing Employee Diversity
126(4)
Valuing Employee Diversity
126(1)
Individual Versus Group Fairness
127(1)
Resistance to Change
128(1)
Group Cohesiveness and Interpersonal Conflict
128(1)
Segmented Communication Networks
128(1)
Resentment
128(1)
Backlash
129(1)
Retention
129(1)
Competition for Opportunities
129(1)
Diversity in Organizations
130(8)
African Americans
130(1)
Asian Americans
131(1)
People with Disabilities
131(1)
The Foreign Born
132(2)
Homosexuals
134(1)
Latinos (Hispanic Americans)
134(1)
Older Workers
135(1)
Women
136(2)
Improving the Management of Diversity
138(2)
Top-Management Commitment to Valuing Diversity
138(2)
Diversity Training Programs
140(6)
Support Groups
141(1)
Accommodation of Family Needs
142(2)
Senior Mentoring Programs
144(1)
Apprenticeships
144(1)
Technology and Diversity
145(1)
Communication Standards
145(1)
Organized Activities
145(1)
Diversity Audits
145(1)
Management Responsibility and Accountability
145(1)
Some Warnings
146(2)
Avoiding the Appearance of ``White Male Bashing''
147(1)
Avoiding the Promotion of Stereotypes
148(1)
Summary and Conclusions
148(1)
Key Terms
149(1)
Discussion Questions
149(1)
You Manage It! Discussion Case 4.1
Making Time for a Baby
150(1)
You Manage It! Discussion Case 4.2
Living in America After September 11
151(1)
You Manage It! Discussion Case 4.3
Conflict at Northern Sigma
152(2)
Part III: Staffing
154(67)
Recruiting and Selecting Employees
154(39)
Human Resource Supply and Demand
155(4)
A Simplified Example of Forecasting Labor Demand and Supply
157(2)
Forecasting Techniques
159(1)
The Hiring Process
159(1)
Challenges in the Hiring Process
160(3)
Determining the Characteristics Most Important to Performance
161(1)
Measuring the Characteristics That Determine Performance
161(1)
The Motivation Factor
162(1)
Who Should Make the Decision?
162(1)
Meeting the Challenges of Effective Staffing
163(8)
Recruitment
163(8)
Selection
171(14)
Reliability and Validity
172(1)
Selection Tools As Predictors of Job Performance
173(11)
Combining Predictors
184(1)
Selection and the Person/Organization Fit
184(1)
Reactions to Selection Devices
184(1)
Legal Issues in Staffing
185(1)
Discrimination Laws
185(1)
Affirmative Action
186(1)
Negligent Hiring
186(1)
Summary and Conclusions
186(1)
Key Terms
187(1)
Discussion Questions
187(1)
You Manage It! Emerging Trends Case 5.1
Security: A Question of Balance?
188(1)
You Manage It! Discussion Case 5.2
Automated Hiring
189(1)
You Manage It! Emerging Trends Case 5.3
Online Recruitment
190(1)
You Manage It! Emerging Trends Case 5.4
Clone or Complement? What to Look for in a Team
191(1)
You Manage It! Video Shorts Case 5.5
Recruitment and Placement
191(2)
Managing Employee Separations, Downsizing, and Outplacement
193(28)
What Are Employee Separations?
195(3)
The Costs of Employee Separations
195(3)
The Benefits of Employee Separations
198(1)
Types of Employee Separations
198(6)
Voluntary Separations
198(1)
Involuntary Separations
199(5)
Managing Early Retirements
204(2)
The Features of Early Retirement Policies
204(1)
Avoiding Problems with Early Retirements
204(2)
Managing Layoffs
206(7)
Alternatives to Layoffs
206(3)
Implementing a Layoff
209(4)
Outplacement
213(1)
The Goals of Outplacement
213(1)
Outplacement Services
213(1)
Summary and Conclusions
214(1)
Key Terms
214(1)
Discussion Questions
215(1)
You Manage It! Customer-Driven HR Case 6.1
Severance Payback: Employees as Customers or as Expendable Commodities?
215(1)
You Manage It! Customer-Driven HR Case 6.2
Recognizing the Importance of Workers: Layoffs as a Last Resort
216(1)
You Manage It! Emerging Trends Case 6.3
Turnover Redux
217(1)
You Manage It! Emerging Trends Case 6.4
Layoff and Security
218(1)
You Manage It! Discussion Case 6.5
Managing Outplacement at Rocky Mountain Oil
219(2)
Part IV: Employee Development
221(106)
Appraising and Managing Performance
221(37)
What Is Performance Appraisal?
222(1)
The Uses of Performance Appraisal
223(1)
Identifying Performance Dimensions
223(17)
Measuring Performance
225(1)
Measurement Tools
225(7)
Challenges to Effective Performance Measurement
232(8)
Managing Performance
240(9)
The Appraisal Interview
240(1)
Performance Improvement
240(9)
Summary and Conclusions
249(1)
Key Terms
250(1)
Discussion Questions
250(1)
You Manage It! Discussion Case 7.1
How Well Do You Play Your Roles?
251(1)
You Manage It! Customer-Driven HR Case 7.2
Performance Review Software: Making a Difficult Job Easier or Making Things Worse?
251(1)
You Manage It! Customer-Driven HR Case 7.3
From Formal Appraisal to Informal Feedback and Development: The Power of Coaching
252(1)
You Manage It! Emerging Trends Case 7.4
Tightening the Appraisal Noose
253(1)
You Manage It! Emerging Trends Case 7.5
Implementing the Balanced Scorecard Concept
254(2)
Appendix to Chapter 7
256(2)
The Critical Incident Technique: A Method for Developing a Behaviorally Based Appraisal Instrument
256(2)
Training the Workforce
258(38)
Key Training Issues
259(1)
Training Versus Development
260(1)
Challenges in Training
261(4)
Is Training the Solution?
261(1)
Are the Goals Clear and Realistic?
261(1)
Is Training a Good Investment?
262(1)
Will Training Work?
263(2)
Managing the Training Process
265(21)
The Assessment Phase
266(1)
Clarifying the Objectives of Training
266(1)
The Training and Conduct Phase
267(16)
The Evaluation Phase
283(2)
Legal Issues and Training
285(1)
A Special Case: Orientation and Socialization
286(2)
Summary and Conclusions
288(1)
Key Terms
289(1)
Discussion Questions
289(1)
You Manage It! Customer-Driven HR Case 8.1
Adventure Team Building: Real Substance or Candy?
290(1)
You Manage It! Customer-Driven HR Case 8.2
The Service Profit Chain: Take Care of Your People and They'll Take Care of the Customers
291(1)
You Manage It! Emerging Trends Case 8.3
Training Before Employment: How Honda Keeps Firing on All Cylinders
292(1)
You Manage It! Emerging Trends Case 8.4
Eureka! Lessons from the Ranch
293(1)
You Manage It! Video Shorts Case 8.5
Training and Development
294(2)
Developing Careers
296(31)
What Is Career Development?
297(3)
Challenges in Career Development
300(5)
Who Will Be Responsible?
300(1)
How Much Emphasis Is Appropriate?
300(1)
How Will the Needs of a Diverse Workforce Be Met?
301(4)
Meeting the Challenges of Effective Career Development
305(12)
The Assessment Phase
305(4)
The Direction Phase
309(5)
The Development Phase
314(3)
Self-Development
317(4)
Development Suggestions
320(1)
Advancement Suggestions
321(1)
Summary and Conclusions
321(1)
Key Terms
322(1)
Discussion Questions
322(1)
You Manage It! Customer-Driven HR Case 9.1
Mentoring: Great Investment or Sunk Cost?
323(1)
You Manage It! Customer-Driven HR Case 9.2
Capitalizing on Techno Savvy: Putting Mentoring in Reverse
324(1)
You Manage It! Emerging Trends Case 9.3
Get Rid of Those Bad Habits
324(1)
You Manage It! Emerging Trends Case 9.4
Head Start for Careers
325(2)
Part V: Compensation
327(107)
Managing Compensation
327(35)
What Is Compensation?
328(1)
Designing a Compensation System
329(5)
Internal Versus External Equity
329(1)
The Distributive Justice Model
330(2)
Fixed Versus Variable Pay
332(1)
Performance Versus Membership
333(1)
Job Versus Individual Pay
334(7)
Elitism Versus Egalitarianism
335(1)
Below-Market Versus Above-Market Compensation
336(1)
Monetary Versus Nonmonetary Rewards
337(1)
Open Versus Secret Pay
337(3)
Centralization Versus Decentralization of Pay Decisions
340(1)
Summary
340(1)
Compensation Tools
341(12)
Job-Based Compensation Plans
341(11)
Skill-Based Compensation Plans
352(1)
The Legal Environment and Pay System Governance
353(3)
The Fair Labor Standards Act
353(1)
The Equal Pay Act
354(2)
The Internal Revenue Code
356(1)
Summary and Conclusions
356(1)
Key Terms
357(1)
Discussion Questions
357(1)
You Manage It! Emerging Trends Case 10.1
A Little Less in the Envelope This Week
358(1)
You Manage It! Emerging Trends Case 10.2
How Much Is a Living Wage?
359(1)
You Manage It! Discussion Case 10.3
An Academic Question
360(1)
You Manage It! Discussion Case 10.4
Reckoning the Cost of Stock Options
361(1)
Rewarding Performance
362(35)
Pay for Performance: The Challenges
364(3)
The ``Do Only What You Get Paid For'' Syndrome
365(1)
Negative Effects on the Spirit of Cooperation
365(1)
Lack of Control
365(1)
Difficulties in Measuring Performance
366(1)
Psychological Contracts
366(1)
The Credibility Gap
366(1)
Job Dissatisfaction and Stress
367(1)
Potential Reduction of Intrinsic Drives
367(1)
Meeting the Challenges of Pay-for-Performance Systems
367(3)
Link Pay and Performance Appropriately
368(1)
Use Pay for Performance as Part of a Broader HRM System
368(1)
Build Employee Trust
368(1)
Promote the Belief That Performance Makes a Difference
369(1)
Use Multiple Layers of Rewards
369(1)
Increase Employee Involvement
369(1)
Use Motivation and Nonfinancial Incentives
370(1)
Types of Pay-for-Performance Plans
370(13)
Individual-Based Plans
370(4)
Team-Based Plans
374(3)
Plantwide Plans
377(3)
Corporatewide Plans
380(3)
Designing Pay-for-Performance Plans for Executives and Salespeople
383(7)
Executives
383(7)
Rewarding Excellence in Customer Service
390(1)
Summary and Conclusions
390(1)
Key Terms
391(1)
Discussion Questions
391(1)
You Manage It! Emerging Trends Case 11.1
Forced Ranking: Tough Love or Overkill?
392(1)
You Manage It! Discussion Case 11.2
Loafers at Lakeside Utility Company
393(1)
You Manage It! Discussion Case 11.3
Playing the Compensation Game
394(1)
You Manage It! Video Shorts Case 11.4
Compensation
395(2)
Designing and Administering Benefits
397(37)
An Overview of Benefits
399(5)
Basic Terminology
401(1)
The Cost of Benefits in the United States
402(1)
Types of Benefits
403(1)
The Benefits Strategy
404(1)
The Benefits Mix
404(1)
Benefits Amount
404(1)
Flexibility of Benefits
405(1)
Legally Required Benefits
405(6)
Social Security
405(1)
Workers' Compensation
406(2)
Unemployment Insurance
408(1)
Unpaid Leave
409(2)
Voluntary Benefits
411(14)
Health Insurance
411(5)
Retirement Benefits
416(5)
Insurance Plans
421(1)
Paid Time Off
422(2)
Employee Services
424(1)
Administering Benefits
425(3)
Flexible Benefits
425(2)
Benefits Communication
427(1)
Summary and Conclusions
428(1)
Key Terms
428(1)
Discussion Questions
429(1)
You Manage It! Emerging Trends Case 12.1
Communicating Benefits at the Kraft Intranet Cafe
430(2)
You Manage It! Emerging Trends Case 12.2
Employee Retirement Savings in 401 (k) Plans Collapse at Enron
432(1)
You Manage It! Issues and Exercises Case 12.3
Keeping Workers' Compensation Costs Under Control
432(1)
You Manage It! Issues and Exercises Case 12.4
Managing Employee Benefits with Fair Procedures
432(2)
Part VI: Governance
434(179)
Developing Employee Relations
434(31)
The Roles of the Manager and the Employee Relations Specialist
435(1)
Developing Employee Communications
436(3)
Types of Information
436(1)
How Communication Works
437(2)
Encouraging Effective Communications
439(16)
Information Dissemination Programs
439(5)
Electronic Communications
444(5)
Employee Feedback Programs
449(3)
Employee Assistance Programs
452(3)
Employee Recognition Programs
455(3)
Suggestion Systems
455(1)
Recognition Awards
456(2)
Summary and Conclusions
458(1)
Key Terms
458(1)
Discussion Questions
459(1)
You Manage It! Emerging Trends Case 13.1
Coping with the 24-Hour Service Economy at Wal-Mart
460(1)
You Manage It! Discussion Case 13.2
Employers That Give Holiday Parties for Employees Are Exposed to Risks
461(1)
You Manage It! Customer-Driven HR Case 13.3
Casual Dress at Digital Devices
462(1)
You Manage It! Discussion Case 13.4
Improving Coaching and Feedback Skills
463(2)
Respecting Employee Rights and Managing Discipline
465(33)
Employee Rights
467(4)
Statutory Rights
467(1)
Contractual Rights
467(2)
Other Rights
469(2)
Management Rights
471(1)
Employment at Will
471(1)
Employee Rights Challenges: A Balancing Act
472(8)
Random Drug Testing
473(3)
Electronic Monitoring
476(2)
Whistleblowing
478(1)
Restrictions on Office Romance
479(1)
Disciplining Employees
480(4)
Progressive Discipline
481(2)
Positive Discipline
483(1)
Administering and Managing Discipline
484(2)
Basic Standards of Discipline
484(1)
The Just Cause Standard of Discipline
485(1)
The Right to Appeal Discipline
486(1)
Managing Difficult Employees
486(5)
Poor Attendance
486(1)
Poor Performance
487(1)
Insubordination
488(1)
Alcohol-Related Misconduct
489(1)
Illegal Drug Use and Abuse
490(1)
Preventing the Need for Discipline with Human Resource Management
491(1)
Recruitment and Selection
491(1)
Training and Development
491(1)
Human Resource Planning
491(1)
Performance Appraisal
492(1)
Compensation
492(1)
Summary and Conclusions
492(1)
Key Terms
493(1)
Discussion Questions
493(1)
You Manage It! Emerging Trends Case 14.1
Do Religion and Business Mix?
494(1)
You Manage It! Discussion Case 14.2
Welcome to the World of a Whistleblower
495(1)
You Manage It! Emerging Trends Case 14.3
Stealing a Smoke, Losing a Job
496(1)
You Manage It! Discussion Case 14.4
Applying ``Employment at Will'' to an Involuntary Separation
497(1)
Working with Organized Labor
498(38)
Why Do Employees Join Unions?
500(2)
The Origins of U.S. Labor Unions
501(1)
The Role of the Manager in Labor Relations
502(1)
Labor Relations and the Legal Environment
502(2)
The Wagner Act
502(1)
The Taft-Hartley Act
503(1)
The Landrum-Griffin Act
504(1)
Labor Relations in the United States
504(3)
Business Unionism
505(1)
Unions Structured by Type of Job
505(1)
Focus on Collective Bargaining
505(1)
Labor Contracts
505(1)
The Adversarial Nature of Labor--Management Relations and Shrinking Union Membership
506(1)
The Growth of Unions in the Public Sector
507(1)
Labor Relations in Other Countries
507(3)
How Unions Differ Internationally
508(1)
Labor Relations in Germany
509(1)
Labor Relations in Japan
509(1)
Labor Relations Strategy
510(4)
Union Acceptance Strategy
510(3)
Union Avoidance Strategy
513(1)
Managing the Labor Relations Process
514(12)
Union Organizing
514(4)
Collective Bargaining
518(6)
Contract Administration
524(2)
The Impact of Unions on Human Resource Management
526(3)
Staffing
526(1)
Employee Development
527(1)
Compensation
527(1)
Employee Relations
528(1)
Summary and Conclusions
529(1)
Key Terms
530(1)
Discussion Questions
530(1)
You Manage It! Emerging Trends Case 15.1
Organized Labor Leads the Charge for Corporate Governance Reform
531(1)
You Manage It! Emerging Trends Case 15.2
High-Technology Employees Still Do Not March to the Union Beat---Yet!
532(1)
You Manage It! Customer-Driven HR Case 15.3
When Is a Team a Union?
533(1)
You Manage It! Discussion Case 15.4
Recognizing and Avoiding Unfair Labor Practices
533(1)
You Manage It! Video Shorts Case 15.5
Labor Relations and Employee Security
534(2)
Managing Workplace Safety and Health
536(38)
Workplace Safety and the Law
537(11)
Workers' Compensation
538(3)
The Occupational Safety and Health Act (OSHA)
541(3)
The Occupational Safety and Health Administration
544(4)
Managing Contemporary Safety, Health, and Behavioral Issues
548(1)
AIDS
549(11)
Violence in the Workplace
551(3)
Smoking in the Workplace
554(3)
Cumulative Trauma Disorders
557(1)
Hearing Impairment
557(1)
Fetal Protection, Hazardous Chemicals, and Genetic Testing
558(2)
Safety and Health Programs
560(5)
Safety Programs
560(2)
Employee Assistance Programs (EAPs)
562(1)
Wellness Programs
563(2)
Summary and Conclusions
565(1)
Key Terms
565(1)
Discussion Questions
566(1)
You Manage It! Discussion Case 16.1
Back to School
566(1)
You Manage It! Discussion Case 16.2
On-Site Occupational Health Centers: A Proactive Approach to Reducing Safety and Health Costs
567(1)
You Manage It! Emerging Trends Case 16.3
Saving Lives and Liability
567(1)
You Manage It! Discussion Case 16.4
Refusing to Perform a Hazardous Task at Whirlpool
568(1)
You Manage It! Customer-Driven HR Case 16.5
Desk Rage: Safe Office Environment or Explosive Reactions Waiting to Happen?
569(1)
You Manage It! Customer-Driven HR Case 16.6
The Guy's a Nut: Managing Irrationality in the Workplace
570(1)
You Manage It! Emerging Trends Case 16.7
Getting Fit Online
571(1)
You Manage It! Emerging Trends Case 16.8
The Bioterrorism Threat: Managing for Safety
572(2)
International HRM Challenge
574(39)
The Stages of International Involvement
575(3)
Determining the Mix of Host-Country and Expatriate Employees
578(3)
The Challenges of Expatriate Assignments
581(4)
Why International Assignments End in Failure
581(2)
Difficulties on Return
583(2)
Effectively Managing Expatriate Assignments with HRM Policies and Practices
585(10)
Selection
585(3)
Training
588(1)
Career Development
589(3)
Compensation
592(1)
Role of HR Department
593(1)
Women and International Assignments
593(2)
Developing HRM Policies in a Global Context
595(7)
National Culture, Organizational Characteristics, and HRM Practices
596(2)
EEO in the International Context
598(2)
Important Caveats
600(2)
Human Resource Management and Exporting Firms
602(2)
Summary and Conclusions
604(1)
Key Terms
605(1)
Discussion Questions
605(1)
You Manage It! Emerging Trends Case 17.1
Globalization: Good or Evil?
606(1)
You Manage It! Discussion Case 17.2
Managing Human Resources in a European Context
607(1)
You Manage It! Discussion Case 17.3
Two Sides to Every Story
608(1)
You Manage It! Discussion Case 17.4
Are Culture-Specific HR Policies a Good Idea?
609(1)
You Manage It! Video Shorts Case 17.5
Global Human Resource Management
610(3)
Appendix A 613(4)
Notes 617(34)
Concise Dictionary of HR Terminology 651(8)
Photo Credits 659(2)
Company, Name, and Product Index 661(4)
Subject Index 665

Excerpts

The Plan of the Fourth Edition How do businesses succeed in today's competitive environment? The factor that can set an organization apart is its people. The quality of the organization's employees, their enthusiasm and satisfaction with their jobs, their experience, and their sense of fair treatment all affect the firm's productivity, customer service, reputation, and survival. In short, people make the difference. Although relatively few students in human resource management (HRM) courses will become HR specialists, virtually all will have to work with other people. Dealing with other people is a fact of organizational life, regardless of whether you are in accounting, finance, operations management, or some other area. Because we believe that every manager is a human resource manager, we've written our book for students who plan to manage others at some time in their career. The idea that all future managers need to understand HRM issues is at the heart ofManaging Human Resources.We cover all the core HRM topics, but our managerial perspective makes the topics meaningful to students in any area of business. Our emphasis is on how to manage human resources and how to successfully implement HRM programs. Because managers in all departments and functions confront HR issues daily, we believe this approach is better than one that looks at FIRM primarily from the perspective of the HR department. Since the first edition ofManaging Human Resourceswas published, the general management perspective has become much more prevalent among practicing managers. Recent environmental and organizational forces have contributed greatly to this trend. Organizations are becoming flatter. Technology such as the Internet fosters communication between all levels of personnel, and managers are expected to be generalists with a broad set of skills, including HRM skills. At the same time, fewer firms have a highly centralized, powerful HR department that acts as monitor, decision maker, and controller of HR practices throughout the organization. Organizations need to be more flexible than ever before to deal with a rapidly changing competitive landscape where global forces play a key role. Many traditional HR programs designed for a stable, predictable context (for instance, carefully defined jobs, which were often used as the basis for setting pay and selecting workers) may actually become a hindrance in contemporary volatile business environments. Discretion in decision making has become critical (witness the recent scandals at Andersen Consulting, WorldCom, Enron, and others), not only at the top executive ranks but also at all levels within the organization. Information technology also encourages a managerial approach to human resources. Why? The technology has permeated most traditional HR functions, decentralizing decisions and increasing the participation of managers and employees in all aspects of HR practice. Managers and employees have greater access to human resource information, both inside and outside the company through both formal (Web pages) and informal (chat rooms and e-mail messages) means. An effect of the Internet, then, has been to democratize the turf of the traditional HR department. The growing importance of a general management perspective to HRM has not lessened the importance of HR specialists, however. Many tools and techniques for selection, training, compensation, performance appraisal, and other traditional HR functions can greatly enhance the duality of hires, the skills of the workforce, job satisfaction, and employee motivation. But HR specialists' focus has shifted from one of control to one of advice and support to line managers. The forces reinforcing this trend include downsizing, outsourcing of the HR function, information technology, and the inclusion of HR courses in undergraduate, graduate, and executive education programs designed for t


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