Managing Human Resources in the 21st Century : From Core Concepts to Strategic Choice

by KOSSEK/BLOCK

• ISBN13: 9780324007534
• ISBN10: 0324007531
• Edition: 1st
• Format: Paperback
• Copyright: 1999-08-10
• Publisher: South-Western College Pub

Summary

This text uses a modular approach to lead the student to develop an understanding of the current theory, principles, policies, and practices associated with human resource management decision making and strategy. Students will learn to appreciate how the human resource function can contribute to organizational effectiveness and the achievement of strategic business objectives. The authors present a balanced approach by considering HR issues from both the employer (traditional) and employee (social) perspectives.

Table of Contents

OVERVIEW AND PREFACE	xvii
Origins of This Book	xvii	(1)
Features of This Book	xviii	(3)
Overview of Modules and Contributors	xxi	(9)
About the Editors	xxx	(1)
Acknowledgments	xxxi	(1)
Dedication	xxxi
PART 1 OVERARCHING EMPLOYER PRINCIPLES FOR MANAGING HUMAN RESOURCES
1 New Employment Relations: Challenges and Basic Assumptions	1.1
Ellen Ernst Kossek
Richard N. Block
MODULE OVERVIEW	1.4	(2)
Pressure on Human Resources to Demonstrate Value Added	1.4	(1)
Variation in Employment Strategies	1.5	(1)
OBJECTIVES	1.6	(1)
A FRAMEWORK FOR UNDERSTANDING HUMAN RESOURCE MANAGEMENT DECISION MAKING AND CAPABILITIES: STRATEGIC ROLES AND CHOICES	1.6	(7)
HR Roles: The Four "Ts"	1.8	(1)
Roles Delivered by Many Sources and Reflected in All Policy Domains	1.9	(1)
Managerial Discretion in HR Decision Making	1.10	(1)
Using the Framework as a Managerial Diagnostic Tool	1.11	(2)
CORE CONCEPTS IN NEW EMPLOYMENT RELATIONS	1.13	(11)
Historical Roots of Organizational Approaches to Managing Employment Relationship	1.14	(2)
Current Variation in Employment Relations	1.16	(1)
Workforce Commitment Employment Model	1.17	(3)
Labor Transactional Employment Model	1.20	(2)
Mixed Approach: Core-Noncore Workforce Model	1.22	(1)
Summary of Contrasting Approaches to Employment	1.23	(1)
STRATEGIC ISSUES IN NEW EMPLOYMENT RELATIONS	1.24	(1)
Determining a Firm's Place on the Transactional Continuum	1.24	(1)
Alignment Between Business and Human Resource Strategy	1.25	(1)
APPLICATION	1.25	(2)
Chainsaw A1 Dunlap at Scott Paper	1.25	(1)
High Commitment at Starbucks Coffee	1.26	(1)
IN CONCLUSION	1.27	(7)
Debrief	1.27	(1)
Suggested Readings	1.27	(1)
Relevant Web Sites	1.28	(1)
Critical Thinking Questions	1.28	(1)
Expanded Exercise	1.28	(2)
Exercise	1.30	(1)
References	1.31	(3)
INDEX	1.34
2 Human Resource Strategy: From Transactions to Transformation	2.1
Ellen Ernst Kossek
MODULE OVERVIEW	2.4	(1)
OBJECTIVES	2.5	(1)
RELATION TO THE FRAME	2.5	(2)
CORE CONCEPTS IN HUMAN RESOURCE NEW EMPLOYMENT RELATIONS	2.7	(24)
Organizational Strategy	2.7	(8)
Human Resource Strategy	2.15	(12)
Allocated Resources and Develop Processes and Systems to Support HR Delivery	2.27	(1)
Organizational Adaptation and Performance Outcomes	2.27	(1)
Alternative Strategic HR Perspectives	2.28	(3)
STRATEGIC ISSUES IN CREATING COMPETITIVE ADVANTAGE THROUGH PEOPLE	2.31	(1)
APPLICATION	2.31	(11)
Daehan Corporation	2.31	(6)
Company Background	2.37	(3)
The Staff Meeting	2.40
IN CONCLUSION	2.42
Debrief	2.42	(1)
Suggested Readings	2.42	(1)
Relevant Web Sites	2.42	(1)
Critical Thinking Questions	2.43	(1)
Exercises: Strategic HRM Vignettes	2.43	(5)
References	2.48	(4)
Index	2.52
3 Leadership by Human Resources: Organizational Roles and Choices	3.1
Ellen Ernst Kossek
Karen S. Markel
MODULE OVERVIEW	3.5	(1)
INTRODUCTION	3.6	(1)
OBJECTIVES	3.7	(1)
RELATION TO THE FRAME	3.8	(1)
CORE CONCEPTS IN HR LEADERSHIP ROLES AND CHOICES	3.9	(9)
What Is HRM? Responsibilities and Objectives	3.10	(8)
HUMAN RESOURCE ROLES: THE FOUR "TS"	3.18	(4)
The Transaction Role	3.18	(1)
The Translation Role	3.19	(1)
The Transition Role	3.20	(1)
The Transformation Role	3.21	(1)
Roles Occur in All HR Policy Domains	3.21	(1)
MANAGEMENT DECISION-MAKING CONSTRAINTS AND CHOICES	3.22	(2)
Unilateral	3.22	(1)
Negotiated	3.23	(1)
Imposed	3.23	(1)
DELIVERY OF HUMAN RESOURCE ROLES	3.24	(4)
Basic Organizational Criteria for Effective Role Delivery	3.24	(2)
Integrated Line-Staff Role Delivery	3.26	(1)
Reengineering the Mix and Structure of HR	3.26	(2)
Centralizing HR Role Delivery: Shared Services	3.28	(1)
Outsourcing	3.28	(1)
HUMAN RESOURCE EFFECTIVENESS: CONTRASTING APPROACHES	3.28	(2)
People Poll: How Do You Measure HR's Impact on the Bottom Line?	3.28	(1)
Stakeholder/Multiple Constituency	3.29	(1)
Business Consulting	3.29	(1)
Utility Approaches: Assessing Quantitative Value Added	3.30	(1)
STRATEGIC ISSUES IN HUMAN RESOURCE LEADERSHIP ROLES AND CHOICES	3.30	(2)
Strategic Challenges Across HR Policy Clusters	3.30	(1)
HR Roles: Strategic Issues	3.31	(1)
HR Outsourcing and Role Delivery	3.31	(1)
APPLICATION: AT&T CASE	3.32	(2)
Case Study Exercises	3.33	(1)
IN CONCLUSION	3.34	(10)
Debrief	3.34	(1)
Required Readings	3.34	(1)
Relevant Web Sites	3.34	(1)
Critical Thinking Questions	3.35	(1)
Exercises	3.35	(5)
References	3.40	(4)
INDEX	3.44
4 Managing Change: Scenario Planning and Other Tools	4.1
Steve S. Fitzgerald
MODULE OVERVIEW	4.4	(1)
RELATION TO THE FRAME	4.4	(1)
CORE CONCEPTS IN MANAGING CHANGE	4.5	(21)
The Pace and Impact of Rapid Change	4.6	(2)
Building the Change-Ready Culture	4.8	(4)
HR's Emerging Role in the Formulation and Execution of Strategy	4.12	(5)
Scenario Planning	4.17	(9)
IN CONCLUSION	4.26	(6)
Debrief	4.26	(1)
Suggested Readings	4.26	(1)
Relevant Web Sites and Other Resources	4.27	(1)
Critical Thinking Questions	4.27	(1)
Student Class Assignment	4.28	(1)
Consumer Lifestyle Worksheet	4.29	(2)
References	4.31	(1)
APPENDIX	4.32	(7)
Developing Scenarios for HR	4.32	(1)
How the Scenarios Were Created	4.32	(2)
The "Just Do It" World in 2020	4.34	(5)
INDEX	4.39
5 Mergers and Human Resources	5.1
Susan K. Graaff
William N. Case
MODULE OVERVIEW	5.4	(1)
OBJECTIVES	5.4	(1)
RELATION TO THE FRAME	5.4	(1)
CORE CONCEPTS IN MERGERS AND ACQUISITIONS	5.5	(7)
Key Distinctions between Mergers and Acquisitions	5.5	(1)
Mergers and Acquisitions: A Brief History	5.6	(1)
Relevant Legislation	5.7	(1)
General Categories of Mergers and Acquisitions	5.7	(1)
Characteristics of Merger and Acquisition Types	5.8	(1)
After the Financial and Legal Hurdles: The Integration of Multiple Organizations	5.9	(1)
The Role of the Human Resource Professional	5.10	(1)
Critical Tasks in Integrating Organizations	5.11	(1)
STRATEGIC ISSUES IN MERGERS AND ACQUISITIONS	5.12	(1)
The Process of Integration	5.12	(1)
Predictable Dynamics of Mergers and Acquisitions	5.12	(1)
APPLICATION	5.13	(5)
Failure Case Study: Great Southern Railroad	5.14	(1)
Task Force Integration Examples	5.15	(2)
Success Case Study: Star-Excel Building Corporation	5.17	(1)
IN CONCLUSION	5.18	(2)
Debrief	5.18	(1)
Suggested Readings	5.19	(1)
Critical Thinking Questions	5.19	(1)
Exercises	5.19	(1)
APPENDIX	5.20	(4)
Task Force Integration Application Case Forms	5.20	(4)
INDEX	5.24
6 Collective Bargaining, Industrial Relations, and Human Resource Systems: Managing in Environments	6.1
Richard N. Block
MODULE OVERVIEW	6.4	(1)
OBJECTIVES	6.4	(1)
RELATION TO THE FRAME	6.4	(1)
CORE CONCEPTS IN COLLECTIVE BARGAINING	6.5	(4)
Workplace Rules	6.5	(1)
Collective Bargaining	6.6	(1)
Labor Unions	6.7	(2)
Multiple Perspectives on the Employment Relationship	6.9	(1)
STRATEGIC ISSUES IN COLLECTIVE BARGAINING	6.9	(3)
Institutionalized Adversarialism Through the 1970s	6.9	(2)
Collective Bargaining Since the 1970s	6.11	(1)
FIRM CHOICES IN LABOR RELATIONS	6.12	(2)
Deunionization	6.12	(1)
Cooperation	6.13	(1)
Traditional Adversarialism	6.14	(1)
APPLICATION 1	6.14	(2)
Deunionization Strategy in Labor Relations: The Case of Phelps Dodge and the United Steelworkers of America	6.14	(1)
Other Examples of Conflict	6.15	(1)
Deunionization in the Rubber Tire Industry	6.16	(1)
APPLICATION 2	6.16	(2)
Traditional Adversarialism in Labor Relations: The Case of United Parcel Service and the International Brotherhood of Teamsters	6.16	(2)
APPLICATION 3	6.18	(1)
Cooperation in Collective Bargaining: Ford and the UAW	6.18	(1)
IN CONCLUSION	6.19	(3)
Debrief	6.19	(1)
Suggested Readings	6.19	(1)
Critical Thinking Questions	6.19	(1)
Exercise	6.20	(1)
Reference	6.20	(2)
INDEX	6.22
7 Human Resource Information Systems	7.1
Brian T. Pentland
MODULE OVERVIEW	7.4	(1)
OBJECTIVES	7.4	(1)
RELATION TO THE FRAME	7.4	(1)
CORE CONCEPTS IN HUMAN RESOURCE INFORMATION SYSTEMS	7.5	(13)
Kinds of Systems in the HR Function	7.6	(4)
Storing and Retrieving Information: Relational Database Technology	7.10	(4)
Distributing Information: Network Technology	7.14	(2)
Implementing and Maintaining Systems: The Software Life Cycle	7.16	(1)
Requirements	7.16	(2)
STRATEGIC ISSUES IN HUMAN RESOURCE INFORMATION SYSTEMS	7.18	(1)
Organizational Design and System Design	7.19	(1)
APPLICATION: WEB-BASED RECRUITING	7.19	(4)
IN CONCLUSION	7.23	(3)
Debrief	7.23	(1)
Suggested Readings	7.23	(1)
Relevant Web Sites	7.24	(1)
Critical Thinking Questions	7.24	(1)
Exercises	7.24	(1)
Endnote	7.25	(1)
INDEX	7.26
PART 2 BUILDING THE HUMAN RESOURCE BASE: RECRUITMENT AND SELECTION STRATEGIES AND LEGAL CONCERNS IN CONSTRUCTING THE WORKFORCE
8 EEO in the Workplace: Employment Law Challenges	8.1
Ben Wolkinson
MODULE OVERVIEW	8.4	(1)
OBJECTIVES	8.4	(1)
RELATION TO THE FRAME	8.4	(1)
CORE CONCEPTS IN EQUAL EMPLOYMENT OPPORTUNITY	8.5	(14)
Who Is Covered Under Title VII	8.5	(1)
Prohibited Acts of Discrimination	8.6	(1)
Administration and Enforcement of Title VII	8.6	(1)
Remedies	8.7	(1)
Evidence and Proof in Equal Employment Opportunity Cases	8.8	(5)
Affirmative Action	8.13	(1)
Religious Discrimination	8.13	(2)
Sex Discrimination	8.15	(1)
Sexual Harassment	8.16	(2)
National Origin Discrimination	8.18	(1)
APPLICATION	8.19	(1)
IN CONCLUSION	8.20	(4)
Debrief	8.20	(1)
Suggested Readings	8.20	(1)
Critical Thinking Questions	8.20	(1)
Exercises	8.21	(1)
References	8.21	(3)
INDEX	8.24
9 Managing Diversity: Human Resource Issues	9.1
Stella M. Nkomo
Ellen Ernst Kossek
MODULE OVERVIEW	9.4	(1)
RELATION TO THE FRAME	9.4	(3)
External Environmental Forces Contributing to a Diverse Workplace	9.5	(2)
Why Employers Seek to Manage Diversity	9.7	(1)
CORE CONCEPTS IN MANAGING DIVERSITY	9.7	(6)
Primary and Secondary Dimensions of Diversity	9.7	(1)
Identity	9.8	(1)
How Managing Diversity Differs from AA/EEO	9.9	(1)
Multiculturalism	9.10	(1)
Managing Diversity Paradigms	9.10	(2)
Diversity Processes	9.12	(1)
STRATEGIC ISSUES IN MANAGING DIVERSITY	9.13	(1)
APPLICATION	9.14	(1)
IN CONCLUSION	9.15	(6)
Debrief	9.15	(1)
Suggested Readings	9.15	(1)
Relevant Web Sites	9.16	(1)
Critical Thinking Questions	9.16	(1)
Exercises	9.16	(3)
References	9.19	(2)
INDEX	9.21
10 Administering the Family Medical Leave Act	10.1
Tina M. Riley
MODULE OVERVIEW	10.4	(1)
OBJECTIVES	10.4	(1)
RELATION TO THE FRAME	10.4	(1)
CORE CONCEPTS IN ADMINISTERING THE FAMILY AND MEDICAL LEAVE ACT	10.5	(7)
Enforcement	10.5	(1)
Covered Employers	10.5	(1)
Joint Employment	10.6	(1)
Eligible Employees	10.6	(1)
Continuation of Benefits	10.6	(1)
Job Restoration	10.6	(1)
Leave Entitlement	10.7	(1)
Determining the Amount of Leave Used	10.7	(1)
Limitations and Exceptions	10.7	(1)
Serious Health Condition	10.7	(1)
Intermittent or Reduced Schedule Leave	10.8	(1)
Obligations and Policy Issues	10.8	(2)
Defining the "12-Month Period"	10.10	(2)
Substitution of Paid Leave	10.12	(1)
Coordination with Other Statutes	10.12	(1)
STRATEGIC ISSUES IN ADMINISTERING THE FAMILY AND MEDICAL LEAVE ACT	10.12	(1)
APPLICATION	10.13	(1)
IN CONCLUSION	10.14	(2)
Debrief	10.14	(1)
Suggested Readings	10.14	(1)
Critical Thinking Questions	10.14	(1)
Exercises	10.14	(1)
References	10.15	(1)
INDEX	10.16
11 Support of Work/Life Integration: Cultural Issues Facing the Employer	11.1
Ellen Ernst Kossek
MODULE OVERVIEW	11.4	(1)
OBJECTIVES	11.5	(1)
RELATION TO THE FRAME	11.6	(1)
CORE CONCEPTS IN MANAGING CULTURAL SUPPORT OF WORK/LIFE POLICIES	11.7	(8)
Traditional U.S. Business Cultural Assumptions Regarding the Integration of Work and the Family	11.7	(1)
Common U.S. Cultural Assumptions Regarding Work and Family	11.8	(1)
Stages in the Organizational Development of Work/Life Programs	11.9	(1)
Cultural Assumptions Regarding Work and Family Integration Outside of the United States	11.10	(1)
Alternative Organizational Approaches for Managing Employer Involvement in Employees' Personal Lives: Competing Values	11.10	(4)
Importance of Encouraging Employee Self-Reflection on Work/Life Integration Preferences	11.14	(1)
STRATEGIC ISSUES IN MANAGING CULTURAL SUPPORT OF WORK/LIFE POLICIES	11.15	(1)
Work/Life Responsiveness Is a Critical Management Challenge	11.15	(1)
Employer-Concern for Personal Needs On and Off the Job: A Strategic Investment in Human and Social Capital and High-Performance Work Systems?	11.15	(1)
APPLICATION	11.16	(1)
IN CONCLUSION	11.17	(4)
Debrief	11.17	(1)
Suggested Readings	11.17	(1)
Critical Thinking Questions	11.18	(1)
Exercises	11.18	(1)
References	11.19	(2)
INDEX	11.21
12 Workforce Planning for Flexibility: Staffing with Temporary Employees	12.1
Karen Roberts
Sandra E. Gleason
MODULE OVERVIEW	12.4	(1)
OBJECTIVES	12.4	(1)
RELATION TO THE FRAME	12.4	(1)
CORE CONCEPTS IN WORKFORCE PLANNING	12.5	(6)
What Is Contingent Work? Types of Alternative Employment Arrangements	12.5	(1)
Who Are Contingent Workers? Characteristics of the Workforce in Alternative Employment Arrangements	12.6	(4)
How to Use Alternative Work Arrangements to Advance Organizational Strategic Goals	12.10	(1)
STRATEGIC ISSUES IN WORKFORCE PLANNING	12.11	(2)
Contingent Workers as Strategic Response	12.12	(1)
APPLICATION	12.13	(7)
Step 1: Calculate the Costs of Using Core (Core Cost) and Temporary (Contingent) Workers (Temp Cost)	12.16	(1)
Step 2: Calculate Per-Unit-of-Time Productivity for Core Workers (Core Productivity)	12.16	(1)
Step 3: Calculate the Productivity Needed from Contingent Workers	12.17	(2)
Step 4: Calculate the Cost of Training Contingent Workers	12.19	(1)
Step 5: Calculate How Long It Will Take to Recover Training Costs	12.19	(1)
IN CONCLUSION	12.20	(3)
Debrief	12.20	(1)
Suggested Readings	12.21	(1)
Relevant Web Sites	12.21	(1)
Critical Thinking Questions	12.22	(1)
INDEX	12.23
13 Recruitment and Selections: Hiring for the Job or the Organization?	13.1
Mark L. Lengnick-Hall
MODULE OVERVIEW	13.4	(1)
OBJECTIVES	13.4	(1)
RELATION TO THE FRAME	13.4	(1)
CORE CONCEPTS IN RECRUITMENT AND SELECTION	13.5	(20)
Staffing Matches Individual and Organizational Needs	13.5	(2)
Recruitment and Selection Are Processes	13.7	(2)
Organization and Job Analyses Are Prerequisites to the Recruitment and Selection Process	13.9	(3)
Hiring for the Job Requires Person-Job Fit	13.12	(1)
Hiring for the Organization Requires Person-Organization Fit	13.13	(4)
Recruiting Involves Identifying and Attracting Applicants	13.17	(3)
Selecting Involves Assessing and Evaluating Applicants	13.20	(4)
The Legal Environment Constrains Recruitment and Selection	13.24	(1)
STRATEGIC ISSUES IN RECRUITMENT AND SELECTION	13.25	(4)
The Strategic Impact of Human Resources	13.25	(1)
Traditional Approaches	13.25	(1)
Staffing as Strategy Implementation	13.25	(1)
Staffing as Strategy Formation	13.26	(1)
Melding the Three Strategic Approaches	13.27	(1)
Make vs. Buy Human Resources	13.27	(2)
Summary	13.29	(1)
APPLICATION	13.29	(1)
Preparing for Class Discussion	13.29	(1)
IN CONCLUSION	13.30
Debrief	13.30	(1)
Suggested Readings	13.31	(1)
Critical Thinking Questions	13.31	(1)
Exercises	13.32	(1)
References	13.33
14 Selecting Employees Today: What Managers Need to Know	14.1
Sandra L. Fisher
Michael E. Wasserman
MODULE OVERVIEW	14.4	(1)
OBJECTIVES	14.4	(1)
RELATION TO THE FRAME	14.4	(1)
CORE CONCEPTS IN SELECTION SYSTEMS	14.5	(10)
Traditional Core Concepts	14.6	(6)
Emerging Core Concepts	14.12	(3)
STRATEGIC ISSUES IN SELECTION SYSTEMS	14.15	(1)
Selection for Competitive Advantage: Developing Organizational Capabilities	14.15	(1)
APPLICATION	14.16	(2)
Selecting for Information Technology Jobs	14.16	(1)
Developing "Internal" Selection Systems	14.17	(1)
Adaptability in the Army	14.17	(1)
IN CONCLUSION	14.18	(5)
Debrief	14.18	(1)
Suggested Readings	14.18	(3)
Critical Thinking Questions	14.21	(1)
Exercises	14.21	(2)
INDEX	14.23
PART 3 SOCIALIZING, MOTIVATING, AND DEVELOPING EMPLOYEES TO COMPETE
15 Moving from Performance Appraisal to Performance Management	15.1
Theodore H. Curry II
MODULE OVERVIEW	15.4	(1)
OBJECTIVES	15.4	(1)
RELATION TO THE FRAME	15.4	(1)
CORE CONCEPTS IN MOVING FROM PERFORMANCE APPRAISAL TO PERFORMANCE MANAGEMENT	15.5	(11)
Performance Appraisal and Performance Management Defined	15.5	(1)
Principal Goals of Performance Management	15.5	(2)
Legal Issues in Performance Management	15.7	(1)
The Performance Management Cycle	15.8	(6)
New Developments in Employee Performance Management	15.14	(2)
STRATEGIC ISSUES IN MOVING FROM PERFORMANCE APPRAISAL TO PERFORMANCE MANAGEMENT	15.16	(3)
Involvement of Users in Development	15.16	(1)
Alternative Implementation Models	15.17	(2)
IN CONCLUSION	15.19	(2)
Debrief	15.19	(1)
Suggested Readings	15.19	(1)
Critical Thinking Questions	15.19	(1)
Exercises	15.20	(1)
References	15.20	(1)
INDEX	15.21
16 Compensation Fundamentals and Linkage to Organizational Performance	16.1
Michael L. Moore
MODULE OVERVIEW	16.4	(1)
OBJECTIVES	16.4	(1)
RELATION TO THE FRAME	16.4	(2)
MODELS OF BEST PRACTICES IN PAY SYSTEM DESIGN	16.6	(2)
CORE CONCEPTS IN COMPENSATING EMPLOYEES	16.8	(2)
Types of Pay	16.8	(1)
Direct Pay Components: Basic Elements of the Work-Reward Exchange	16.8	(1)
Indirect Pay Elements	16.9	(1)
STRATEGIC ISSUES OF JOB-BASED PAY COMPARED TO SKILL/COMPETENCY-BASED PAY	16.10	(10)
Internal Equity Tools	16.11	(1)
Job Evaluation Methods for Internal Equity	16.12	(4)
Person-Based Pay Methods for Internal Equity	16.16	(1)
External Equity Issues	16.16	(2)
Individual Equity	16.18	(1)
Disadvantages of Each System	16.19	(1)
Balance of Pay Elements Over the Organization's Life Cycle	16.19	(1)
Tangibles and Intangibles	16.20	(1)
IN CONCLUSION	16.20	(3)
Debrief	16.20	(1)
Suggested Readings	16.20	(1)
Relevant Web Sites	16.20	(1)
Critical Thinking Questions	16.21	(1)
Exercises	16.21	(1)
Application Exercises	16.21	(1)
References	16.21	(2)
INDEX	16.23
17 Pay and Incentive Systems: Transitional, Transformational, and Nontraditional	17.1
Edilberto F. Montemayor
MODULE OVERVIEW	17.4	(1)
OBJECTIVES	17.4	(1)
RELATION TO THE FRAME	17.4	(1)
CORE CONCEPTS BEHIND THE USE OF GROUP INCENTIVES	17.5	(4)
The Nature of Group Incentives	17.5	(2)
A Taxonomy for Group Incentive Plans	17.7	(2)
STRATEGIC ISSUES IN DEPLOYING GROUP INCENTIVES	17.9	(12)
Need for Alignment with Business Strategy	17.10	(1)
Group Incentives as an Organizational Change/Development Intervention	17.10	(11)
IN CONCLUSION	17.21	(3)
Debrief	17.21	(1)
Suggested Readings	17.21	(1)
Critical Thinking Questions	17.21	(1)
Exercises	17.22	(1)
References	17.22	(2)
INDEX	17.24
18 Benefits: Current Challenges in Providing Cost-Effective Employee Supports	18.1
MaryAnne M. Hyland
MODULE OVERVIEW	18.4	(1)
RELATION TO THE FRAME	18.4	(1)
CORE CONCEPTS IN EMPLOYEE BENEFITS	18.5	(16)
Benefit Basics	18.5	(2)
The Regulatory Environment	18.7	(2)
Social Insurance Programs	18.9	(2)
Retirement Benefits	18.11	(2)
Health and Welfare Benefits	18.13	(4)
Work/Life and Miscellaneous Benefits	18.17	(1)
Design	18.18	(1)
Funding	18.19	(1)
Administration	18.20	(1)
STRATEGIC ISSUES IN EMPLOYEE BENEFITS	18.21	(1)
APPLICATION	18.22	(1)
IN CONCLUSION	18.22	(3)
Debrief	18.22	(1)
Suggested Readings	18.23	(1)
Critical Thinking Questions	18.23	(1)
Exercise	18.23	(1)
References	18.23	(1)
Endnotes	18.24	(1)
INDEX	18.25
19 Training and Employee Development	19.1
Laura L. Bierema
MODULE OVERVIEW	19.4	(1)
OBJECTIVES	19.4	(1)
RELATION TO THE FRAME	19.5	(1)
SETTING THE CONTEXT FOR ORGANIZATIONAL LEARNING IN A NEW MILLENNIUM	19.6	(1)
CORE CONCEPTS IN TRAINING AND EMPLOYEE DEVELOPMENT	19.7	(19)
Making the Decision to Train	19.8	(1)
Models of Training Planning and Design	19.9	(5)
The Role of Adult Learning in Training and Employee Development	19.14	(1)
Adult Learning: Establishing Goals for Learning and Respecting Diverse Learning Styles	19.15	(2)
The Nuts and Bolts of Delivering Training	19.17	(3)
Effective Training Facilitation Strategies	19.20	(3)
Facilitating Training Transfer	19.23	(1)
Evaluating Training	19.24	(2)
STRATEGIC ISSUES IN TRAINING AND EMPLOYEE DEVELOPMENT	19.26	(3)
Linking Training to Organizational Strategy	19.26	(1)
The Shift from Training to Learning	19.26	(1)
The Learning Organization	19.26	(1)
Action Learning: Real Learning in Real Time	19.27	(1)
The Emergence of the "Learning Executive"	19.27	(1)
On-the-Job Training	19.28	(1)
Responding to a Rapidly Changing Environment	19.28	(1)
Deciding When to Hire a Consultant	19.28	(1)
Adopting a Customer Focus	19.28	(1)
Ethical Issues in Employee Training and Development	19.29	(1)
APPLICATION	19.29	(1)
IN CONCLUSION	19.29	(4)
Debrief	19.29	(1)
Suggested Readings	19.30	(1)
Relevant Web Sites	19.30	(1)
Critical Thinking Questions	19.30	(1)
Exercises	19.31	(1)
References	19.31	(2)
INDEX	19.33
20 Using the Internet for Training and Development	20.1
Linda A. Jackson
MODULE OVERVIEW	20.4	(1)
OBJECTIVES	20.4	(1)
RELATION TO THE FRAME	20.4	(1)
CORE CONCEPTS IN INTERNET TRAINING	20.5	(12)
What Is the Internet?	20.5	(2)
What Is Internet-Based Training?	20.7	(1)
Components of Internet-Based Training	20.7	(5)
Theories of Learning and Internet-Based Training	20.12	(2)
"Good" Internet-Based Training: Key Elements	20.14	(1)
Implementing Internet-Based Training	20.15	(2)
STRATEGIC ISSUES IN INTERNET-BASED TRAINING	20.17	(3)
Why Choose Internet-Based Training?	20.17	(1)
Why Not Choose Internet-Based Training?	20.17	(1)
What Type of Internet-Based Training?	20.18	(1)
Critical Issues for the Future of Internet-Based Training	20.19	(1)
APPLICATION	20.20	(1)
IN CONCLUSION	20.21	(9)
Debrief	20.21	(2)
Suggested Readings	20.23	(3)
Critical Thinking Questions	20.26	(1)
Exercises	20.26	(1)
References	20.27	(3)
INDEX	20.30
PART 4 CONTINUOUS IMPROVEMENT OF ORGANIZATIONAL PROCESSES AND WORK RELATIONSHIPS
21 Systems Approaches to Human Resource Management: New Assumptions	21.1
Mary Jenkins
Tom Coens
MODULE OVERVIEW	21.4	(1)
OBJECTIVES	21.4	(1)
RELATION TO THE FRAME	21.5	(2)
CORE CONCEPTS IN HUMAN RESOURCES SYSTEMS, POLICIES, AND PRACTICES	21.7	(7)
Systems	21.7	(2)
Assumptions	21.9	(1)
Building HR Systems Based on a New Set of Assumptions	21.10	(2)
Management Is Prediction	21.12	(2)
STRATEGIC ISSUES IN REDESIGNING HR SYSTEMS	21.14	(1)
Stage 1: Inquiry and Reflection	21.14	(1)
Stage 2: Critical Questions	21.14	(1)
Stage 3: Unearthing Assumptions	21.15	(1)
Stage 4: Applying Change Theory	21.15	(1)
APPLICATION OF THE DESIGN METHOD	21.15	(6)
GM-Powertrain	21.15	(3)
Placon Corporation	21.18	(2)
Falk Corporation	21.20	(1)
IN CONCLUSION	21.21	(3)
Debrief	21.21	(1)
Suggested Readings	21.21	(1)
Critical Thinking Questions	21.22	(1)
Exercises	21.22	(1)
References	21.22	(2)
INDEX	21.24
22 Organizational Development and Change: The Role of Human Resources	22.1
Ben B. Benson
Angela Endres
MODULE OVERVIEW	22.4	(1)
RELATION TO THE FRAME	22.4	(1)
CORE CONCEPTS IN HUMAN RESOURCES' ROLE IN ORGANIZATIONAL DEVELOPMENT AND CHANGE	22.5	(2)
The State of Human Resources	22.5	(1)
Toward a New HR Framework	22.6	(1)
HR Membership and Guerrilla Warfare	22.6	(1)
STRATEGIC ISSUES IN HUMAN RESOURCES' ROLE IN ORGANIZATIONAL DEVELOPMENT AND CHANGE	22.7	(12)
Restructure to Adequately Assess Needs	22.7	(1)
Radical Reengineering to Operate as a Team Member	22.8	(1)
Clear Deliverables, Not Paradigms and Models	22.9	(1)
Mitigating Common Errors of Winging It, Antagonizing, and Dropping the Ball	22.9	(2)
Responses Using Best Practices, Key Performance Indicators, and Value Analysis	22.11	(1)
HR and Change Management: The Chrysler Finance Example	22.12	(1)
A Clear Change Model	22.13	(3)
The Modified HR Organization	22.16	(1)
Change Management and Human Resources	22.17	(1)
The HRD Landscape	22.18	(1)
APPLICATION 1	22.19	(1)
Ford Motor Manufacturing Education, Training, and Development Case Study	22.19	(1)
APPLICATION 2	22.20	(2)
IN CONCLUSION	22.22	(1)
Debrief	22.22	(1)
Suggested Readings and Resources	22.22	(1)
Critical Thinking Questions	22.22	(1)
INDEX	22.23
23 Employee Safety and Health	23.1
Scott H. Tobey
MODULE OVERVIEW	23.4	(1)
OBJECTIVES	23.4	(1)
RELATION TO THE FRAME	23.4	(1)
CORE CONCEPTS IN EMPLOYEE SAFETY AND HEALTH	23.5	(6)
The Extent of Occupational Injuries and Illnesses	23.5	(2)
Accident Causation	23.7	(2)
The Regulatory Framework for Employee Safety and Health	23.9	(2)
STRATEGIC ISSUES IN EMPLOYEE SAFETY AND HEALTH	23.11	(6)
Building Organizational Effectiveness Related to Safety and Health	23.11	(2)
Implementing Safety and Health Controls	23.13	(2)
Utilizing a Joint Employee/Employer Approach	23.15	(1)
Devising Training Strategies	23.15	(2)
APPLICATION	23.17	(1)
Preparing for Class Discussion and Case Analysis	23.17	(1)
IN CONCLUSION	23.17	(3)
Debrief	23.17	(1)
Suggested Readings and References	23.18	(1)
Relevant Web Sites	23.18	(1)
Critical Thinking Questions	23.18	(1)
Exercises	23.19	(1)
INDEX	23.20
24 Managing Careers	24.1
Carrie R. Leana
Daniel C. Feldman
MODULE OVERVIEW	24.4	(1)
OBJECTIVES	24.4	(1)
RELATION TO THE FRAME	24.4	(1)
CORE CONCEPTS IN MANAGING CAREERS	24.5	(5)
Career Stages	24.5	(2)
Life Stages	24.7	(1)
The Formation of Stable Career Interests	24.7	(3)
MAJOR CAREER TRANSITIONS	24.10	(4)
Organizational Entry and Socialization	24.10	(2)
Transfers, Promotions, and Relocation	24.12	(1)
Downsizings and Layoffs	24.13	(1)
STRATEGIC ISSUES IN MANAGING CAREERS	24.14	(2)
Individual Strategies for Managing Careers	24.14	(2)
Organizational Strategies for Developing Employees' Careers	24.16	(1)
IN CONCLUSION	24.16	(3)
Debrief	24.16	(1)
Suggested Readings	24.17	(1)
Relevant Web Sites	24.18	(1)
Critical Thinking Questions	24.18	(1)
Exercises	24.18	(1)
INDEX	24.19
PART 5 GROWING HUMAN RESOURCE CHALLENGES FOR THE MILLENNIUM AND BEYOND
25 Globally Managing Human Resources	25.1
Jennifer Palthe
MODULE OVERVIEW	25.4	(1)
OBJECTIVES	25.4	(1)
RELATION TO THE FRAME	25.4	(1)
CORE CONCEPTS IN GLOBALLY MANAGING HUMAN RESOURCES	25.5	(8)
Global Megatrends Impacting HR Management	25.5	(1)
The Difference Between Global and Domestic HR	25.6	(2)
Global Corporate Evolution	25.8	(1)
Implications of Globalization for the HR Function	25.9	(4)
Competencies Necessary for Success as a Global Manager	25.13	(1)
STRATEGIC ISSUES IN GLOBALLY MANAGING HUMAN RESOURCES	25.13	(2)
Global Strategic Options: Creating Synergy Amongst Diverse Cultures	25.14	(1)
Global Strategic HR Orientations: Managing Integration and Differentiation	25.15	(1)
APPLICATION	25.15	(1)
IN CONCLUSION	25.16	(3)
Debrief	25.16	(1)
Suggested Readings	25.16	(1)
Relevant Web Sites	25.17	(1)
Critical Thinking Questions	25.18	(1)
Exercises	25.18	(1)
Optional Exercises	25.18	(1)
APPENDIX	25.19	(10)
Case Study Exercises	25.27	(1)
Notes	25.28	(1)
References	25.28	(1)
INDEX	25.29
26 Comparative Industrial Relations	26.1
Peter Berg
Eunmi Chang
MODULE OVERVIEW	26.4	(1)
RELATION TO THE FRAME	26.4	(1)
CORE CONCEPTS IN COMPARATIVE EMPLOYMENT RELATIONS	26.5	(5)
Employees and Labor Unions	26.5	(2)
Employers and Their Associations	26.7	(1)
Government	26.7	(1)
Collective Bargaining	26.8	(1)
Culture	26.9	(1)
STRATEGIC ISSUES IN COMPARATIVE EMPLOYMENT RELATIONS	26.10	(2)
APPLICATION	26.12	(5)
The Case of Korea	26.12	(2)
The Case of Germany	26.14	(3)
IN CONCLUSION	26.17	(1)
Debrief	26.17	(1)
Suggested Readings	26.18	(1)
Critical Thinking Questions	26.18	(1)
References	26.18
INDEX	26.17
27 Ethical Perspectives in Employment Relations and Human Resources	27.1
John L. Revitte
Jerry C. Lazar
MODULE OVERVIEW	27.4	(1)
OBJECTIVES	27.4	(1)
RELATION TO THE FRAME	27.4	(2)
CORE CONCEPTS IN WORKPLACE ETHICS	27.6	(3)
Ethics, Morals, and Philosophy	27.6	(1)
Law and Legality	27.6	(1)
Political Correctness	27.7	(1)
Good Manners, Etiquette, and Civility	27.7	(1)
Western Traditions and Judeo-Christian Values	27.7	(1)
Gender Differences and Ethical Systems	27.8	(1)
Conflicts at Work Regarding What Is and Is Not Ethical	27.8	(1)
Intergroup Conflicts	27.8	(1)
Intragroup Conflicts	27.9	(1)
STRATEGIC ISSUES IN WORKPLACE ETHICS	27.9	(9)
Selection and Promotion of Employees and Supervisors	27.10	(1)
Rights to Collect Information Versus Rights of Privacy	27.10	(1)
Income Differentials within Workplaces and in Society	27.11	(1)
Punishments, Progressivity, and "Just Cause" in Discipline Cases	27.12	(1)
Occupational Health and Safety	27.13	(1)
Employee Involvement and Quality of Worklife Enhancement	27.14	(1)
Labor-Management Relations	27.14	(2)
Affirmative Action Programs Versus Seniority and Other Systems	27.16	(1)
Workforce Reductions Versus Job Creation Efforts	27.16	(2)
APPLICATIONS	27.18	(1)
Application 1: Light Versus Regular Duty Work	27.18	(1)
Questions for Group Discussion	27.18	(1)
Application 2: Work-Family Conflicts	27.19	(1)
Questions for Group Discussion	27.19	(1)
IN CONCLUSION	27.19	(3)
Debrief	27.19	(1)
Suggested Readings	27.20	(1)
Critical Thinking Questions	27.20	(1)
Exercises	27.21	(1)
References	27.21	(1)
INDEX	27.22
GENERAL INDEX	I.1