Cengage Advantage Books: Human Resource Management Essential Perspectives

by Mathis, Robert L.; Jackson, John H.

• ISBN13: 9780324202175
• ISBN10: 0324202172
• Edition: 3rd
• Format: Paperback
• Copyright: 2004-01-15
• Publisher: South-Western College Pub

Summary

Human Resource Management: Essential Perspectives, 3e offers practical coverage of basic HR concepts and practices, including the review of important laws and regulations as well as an overview of information that is commonly used by human resource professionals. This shortened version of the extremely successful Human Resource Management offers concise, streamlined content that is easy to use and moderately priced. Its focused coverage is ideal for individuals preparing for HR certification exams, Directors of HR and instructors who are seeking basic yet comprehensive and up-to-date coverage of HR concepts and practices. The text is presented in a format that is logical for numerous industries and professional organizations. Overviews, Internet resources, additional information, and suggested readings in every chapter provide users with synopses of every topic as well as direction on where to learn more. The global aspect of HR Management is addressed as it applied in other countries. Future managers learn lessons that they can apply domestically and around the globe.

Table of Contents

Basics of Human Resources Management	1	(18)
Nature of Human Resource Management	1	(3)
HR in Small and Large Organizations
HR Activities
Globalization of Business and HR	4	(1)
Factors Affecting Global HR Management
U.S. Workforce Availability and Quality	5	(2)
Growth in Contingent Workforce
Demographics and Diversity
Balancing Work and Family
Organizational Restructuring
HR Management Roles	7	(2)
Administrative Role for HR
Employee Advocate Role for HR
Operational Role for HR
Strategic Role for HR
Ethics and HR	9	(1)
What Is Ethical Behavior?
HR Management Competencies and Careers	9	(1)
Professional Certification
HR As an Organizational Core Competency	10	(3)
Organizational Strategies Based on Human Resources
Organizations and Productivity
Linking HR Planning and Strategy for Competitive Advantage
Human Resource Planning	13	(2)
Developing the HR Plan
Scanning the Environment
Assessing the Organizational Workforce
Forecasting HR Supply and Demand
Managing Human Resource Surplus or Shortage	15	(1)
Workforce Reductions and the WARN Act
Workforce Realignment
Assessing HR Effectiveness	16	(3)
HR Performance and Benchmarking
Human Resource Information Systems (HRIS)
Individual Performance and Retention	19	(16)
Individual Employee Performance	19	(2)
Individual Performance Factors
Individual Motivation
Management Implications for Motivating Individual Performance
Individual
Organizational Relationships	21	(1)
The Psychological Contract
Loyalty
Job Satisfaction and Organizational Commitment	22	(3)
Absenteeism
Turnover
Retention of Human Resources	25	(5)
Organizational Components
Organizational Career Opportunities
Rewards and Retention
Job Design and Work
Employee Relationships
The Retention Management Process	30	(5)
Retention Measurement and Assessment
Retention Interventions
Evaluation and Follow-Up
Equal Employment	35	(16)
Diversity, Equal Employment, and Affirmative Action	35	(4)
Managing Diversity
Equal Employment Opportunity
Affirmative Action
EEO Legal Requirements and Compliance	39	(5)
Civil Rights Act of 1964, Title VII
Civil Rights Act of 1991
Affirmative Action Regulations
EEO Enforcement Agencies
Uniform Guidelines on Employee Selection Procedures
Elements of EEO Compliance
Gender Discrimination and Sexual Harassment	44	(2)
Sexual Harassment
Pregnancy Discrimination
Equal Pay and Pay Equity
Glass Ceiling
Americans with Disabilities Act (ADA)	46	(1)
Who Is Disabled?
ADA and Job Requirements
Age, Race and Other Types of Discrimination	47	(4)
Age Discrimination
EEO Issues and Race, National Origin, and Citizenship
Other Types of Discrimination
Jobs	51	(14)
HR Management and Jobs	51	(4)
Workflow Analysis
Re-Engineering Business Processes
Job Design
Work Schedules and Locations
The Nature of Job Analysis	55	(4)
Approaches to Job Analysis
Job Analysis Methods
Behavioral Aspects of Job Analysis
Legal Aspects of Job Analysis
The Job Analysis Process	59	(6)
Planning the Job Analysis
Preparing and Introducing the Job Analysis
Conducting the Job Analysis
Developing Job Descriptions and Job Specifications
Maintaining and Updating Job Descriptions and Job Specifications
Staffing	65	(20)
Labor Markets and Recruiting Issues	65	(1)
Geographic Labor Markets
Industry and Occupational Labor Markets
Strategic Recruiting Decisions	66	(3)
Organizational-Based vs. Outsourcing
Regular vs. Flexible Staffing
Recruiting and EEO/Diversity Considerations
Recruiting Source Choices: Internal vs. External
Internal Recruiting Processes
Employee-Focused Recruiting
Internet Recruiting	69	(1)
E-Recruiting Methods
Advantages and Disadvantages of Internet Recruiting
External Recruiting	70	(3)
College and University Recruiting
School Recruiting
Employment Agencies and Search Firms
Competitive Sources
Media Sources
Job Fairs and Special Events
Creative Recruiting Methods
Selection and Placement	73	(1)
Placement
Criteria, Predictors, and Job Performance
The Selection Process	74	(3)
Legal Concerns in the Selection Process
Pre-Employment Screening
Application Forms
Selection Testing
Selection Interviewing and Background Investigators	77	(4)
Structured Interviews
Who Does Interviews?
Background Investigation
Medical Examinations and Inquiries
Making the Job Offer
Staffing Global Assignments	81	(4)
Types of Global Employees
Recruiting for Global Assignments
Selection for Global Assignments
Training, Careers, and HR Development	85	(20)
The Nature of Training	85	(1)
The Context of Training
Strategic Training	86	(1)
Linking Training to Business Strategies
The Training Process
Training Needs Assessment	86	(1)
Training Design	87	(3)
Learning: The Focus of Training
Learner Readiness
Learning Styles
Transfer of Training
Training Delivery	90	(3)
Internal Training
External Training
E-Learning: Training Online
Training Methods
Evaluation of Training	93	(2)
Levels of Evaluation
Cost-Benefit Analyses
Return on Investment (ROI)
Benchmarking Training
Careers	95	(1)
Organization-Centered Career Planning
Individual-Centered Career Planning
General Career Progression
Career Transitions and HR
Special Career Issues for Organizations and Employees	96	(1)
Career Plateaus
Technical and Professional Workers
Dual-Career Couples
Developing Human Resources	97	(2)
Make or Buy?
Developing Specific Capabilities
Lifelong Learning
Re-development
Development Needs Analyses	99	(1)
Assessment Centers
Psychological Testing
Performance Appraisals
Choosing a Development Approach	100	(1)
Management Development
Succession Planning	100	(5)
Managerial Modeling
Management Coaching
Mentoring
Women and Management Development
Executive Education
Problems with Management Development Efforts
Performance Management and Appraisal	105	(14)
Identifying and Measuring Employee Performance	105	(3)
Types of Performance Information
Relevance of Performance Criteria
Performance Standards
Nature of Performance Appraisals	108	(3)
Informal vs. Systematic Appraisal
Who Conducts Appraisals?
Supervisory Rating of Subordinates
Employee Rating of Managers
Team/Peer Ratings
Self-Ratings
Outside Raters
Multisource Rating/360° Feedback
Methods for Appraising Performance	111	(3)
Category Rating Methods
Comparative Methods
Narrative Methods
Behavioral/Objectives Methods
Management by Objectives
Rater Errors	114	(1)
Varying Standards
Recency/Primacy Effect
Central Tendency, Leniency, and Strictness Errors
Rater Bias
Halo Effect
Appraisal Feedback	115	(1)
Reactions of Managers and Employees
Legal and Effective Performance Appraisals	116	(3)
Performance Appraisals and the Law
Effective Performance Management
Compensation Strategies and Practices	119	(14)
Nature of Compensation	119	(1)
Base Pay
Variable Pay
Benefits
Strategic Compensation Design	120	(3)
Compensation Philosophies
Compensation Approaches
International Compensation
Legal Constraints on Pay Systems	123	(2)
Fair Labor Standards Act (FLSA)
Independent Contractor Regulations
Equal Pay and Pay Equity
Garnishment Laws
Development of a Base Pay System	125	(4)
Job Evaluation
Pay Surveys
Pay Structures
Individual Pay Issues
Executive Compensation	129	(4)
Elements of Executive Compensation
Executive Compensation and the Board of Directors
Debating the ``Reasonableness'' of Executive Compensation
Variable Pay and Benefits	133	(16)
Variable Pay: Incentives for Performance	133	(5)
Successes and Failures of Variable Pay Plans
Factors Affecting Successful Variable Pay Plans
Individual Incentives
Sales Compensation and Incentives
Group/Team-Based Variable Pay
Successful Team Incentives
Organizational Incentives
Benefits	138	(3)
Types of Benefits
Retirement Benefits
Health-Care Benefits	141	(2)
Managed Care
Health-Care Legislation
Other Benefits	143	(2)
Insurance Benefits
Educational Benefits
Family-Oriented Benefits
Time-Off Benefits
Benefits Administration	145	(4)
Benefits Communication
Flexible Benefits
Health, Safety, and Employee Rights	149	(14)
Nature of Health, Safety, and Security	149	(4)
Legal Requirements for Safety and Health
Occupational Safety and Health Act
Safety Management	153	(1)
Components of Effective Safety Management
Health	154	(1)
Health Promotion
Security	155	(2)
Workplace Violence
Security Management
Employee Rights and Responsibilities Issues	157	(3)
Employment-at-Will
Wrongful Discharge
Just Cause
Due Process
Alternative Dispute Resolutions (ADR) as Due Process
Rights Issues and Employee Records
Employees' Free Speech Rights
Workplace Performance Monitoring and Surveillance
Employee Substance Abuse and Employer Drug Testing
HR Policies, Procedures, and Rules	160	(3)
Employee Handbooks
Employee Discipline
Discharge: The Final Disciplinary Step
Labor Relations	163	(14)
Nature of Unions	163	(3)
Why Employees Unionize
Union Structure
Union Membership in the United States
The History of American Unions
Basic Labor Law: The ``National Labor Code''	166	(2)
Wagner Act (National Labor Relations Act)
Taft-Hartley Act (Labor-Management Relations Act)
Landrum-Griffin Act (Labor-Management Reporting and Disclosure Act)
Civil Service Reform Act of 1978
The Process of Unionizing	168	(3)
Organizing Campaign
Authorization Cards
Representation Election
Certification and Decertification
Contract Negotiation (Collective Bargaining)
The Bargaining Process	171	(2)
Preparation and Initial Demands
Continuing Negotiations
Settlement and Contract Agreement
Bargaining Impasse
Strikes and Lockouts
Union-Management Cooperation	173	(1)
Cooperation and Joint Efforts
Employee Involvement Program
Grievance Management	174	(3)
Grievance Procedures
Steps in a Grievance Procedure
Global Labor-Management Relations
Appendix A Human Resource Certification Institute Test Specifications	177	(6)
Appendix B Major Federal Equal Employment Opportunity Laws and Regulations	183	(2)
Appendix C Guidelines to Lawful and Unlawful Pre-Employment Inquiries	185	(2)
Appendix D Sample Job Description and Specifications	187	(2)
Glossary	189	(10)
Index	199