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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

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

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

9780324007534

0324007531

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