FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENTPDF电子书下载

1 Managing Human Resources 1

Introduction 1

Human Resources and Company Performance 3

Responsibilities of Human Resource Departments 5

Analyzing and Designing Jobs 6

Recruiting and Hiring Employees 6

BEST PRACTICES 7

Success in Global Fast Food Depends on Good Selection for Overseas Assignments 7

Training and Developing Employees 8

Managing Performance 9

Planning and Administering Pay and Benefits 10

Maintaining Positive Employee Relations 11

Establishing and Administering Personnel Policies 11

Ensuring Compliance with Labor Laws 11

Supporting the Organization’s Strategy 13

Skills of HRM Professionals 13

HR HOW TO 14

Winning the War for Talent 14

Human Relations Skills 14

Decision-Making Skills 15

Leadership Skills 16

Technical Skills 16

HR Responsibilities of Supervisors 16

Ethics in Human Resource Management 17

Employee Rights 18

Standards for Ethical Behavior 19

Careers in Human Resource Management 20

Organization of This Book 21

Summary 23

Review and Discussion Questions 24

What’s Your HR IQ？ 25

BusinessWeek BusinessWeek Case 25

The Human Factor 25

Case：The Container Store：Human Resource Management Excellence Takes Different Forms 26

Notes 27

PART1 The Human Resource Environment 29

2 Trends in Human Resource Management 30

Introduction 30

Change in the Labor Force 32

An Aging Workforce 32

A Diverse Workforce 32

Skill Deficiencies of the Workforce 36

High-Performance Work Systems 36

HR HOW TO 37

Keeping Up with Change 37

Knowledge Workers 37

Employee Empowerment 40

Teamwork 40

BEST PRACTICES 41

Team Spirit Makes Winners of Whole Foods Employees 41

Focus on Strategy 42

High Quality Standards 43

Mergers and Acquisitions 44

Downsizing 44

Expanding into Global Markets 46

Reengineering 48

Outsourcing 49

Technological Change in HRM 49

A Changing Economy 50

Human Resources in E-Business 51

E-HRM Applications in Other Organizations 52

E-HRM 54

Help Yourself to HRM 54

Change in the Employment Relationship 55

A New Psychological Contract 55

Flexibility 56

Summary 58

Review and Discussion Questions 60

What’s Your HR IQ？ 60

BusinessWeek BusinessWeek Case 61

Click Here for HR 61

Case：HRM Flies through Turbulence at Delta Air Lines 62

Notes 63

3 Providing Equal Employment Opportunity and a Safe Workplace 66

Introduction 66

Regulation of Human Resource Management 68

Equal Employment Opportunity 68

Constitutional Amendments 69

Legislation 69

BEST PRACTICES 76

Blind Feeding the Blind 76

Executive Orders 77

The Government’s Role in Providing for Equal Employment Opportunity 77

Equal Employment Opportunity Commission （EEOC） 77

Office of Federal Contract Compliance Procedures （OFCCP） 81

Businesses’ Role in Providing for Equal Employment Opportunity 82

Avoiding Discrimination 82

Providing Reasonable Accommodation 85

Preventing Sexual Harassment 86

Valuing Diversity 87

Occupational Safety and Health Act （OSH Act） 88

General and Specific Duties 88

HR HOW TO 90

Off to a Safe Start 90

Enforcement of the OSH Act 91

Employee Rights and Responsibilities 92

Impact of the OSH Act 93

Employer-Sponsored Safety and Health Programs 94

Identifying and Communicating Job Hazards 94

Reinforcing Safe Practices 95

Promoting Safety Internationally 95

Summary 95

Review and Discussion Questions 96

What’s Your HR IQ？ 97

BusinessWeek BusinessWeek Case 97

Racism in the Workplace 97

Case：Home Depot’s Bumpy Road to Equality 98

Notes 99

4 Analyzing Work and Designing Jobs 101

Introduction 101

Work Flow in Organizations 102

Work Flow Analysis 102

Work Flow in Organizations 104

BEST PRACTICES 105

Team-Based Jobs Put the Focus on Patient Care 105

Job Analysis 105

HR HOW TO 106

Writing a Job Description 106

Job Descriptions 106

Job Specifications 108

Sources of Job Information 110

Position Analysis Questionnaire 111

Task Analysis Inventory 112

Fleishman Job Analysis System 112

Importance of Job Analysis 113

Trends in Job Analysis 115

Job Design 116

Designing Efficient Jobs 116

Designing Jobs That Motivate 117

Designing Ergonomic Jobs 122

Designing Jobs That Meet Mental Capabilities and Limitations 124

Summary 125

Review and Discussion Questions 126

What’s Your HR IQ？ 127

BusinessWeek BusinessWeek Case 127

The New Factory Worker 127

Case：From Big Blue to Efficient Blue 128

Notes 129

VDEO CASE 130

Southwest Airlines Competes by Putting People First 130

PART 2 Acquiring and Preparing Human Resources 133

5 Planning for and Recruiting Human Resources 134

Introduction 134

The Process of Human Resource Planning 135

Forecasting 136

Goal Setting and Strategic Planning 139

BEST PRACTICES 140

Just Enough People at ZF Micro Devices 140

HR HOW TO 143

Minimizing the Pain of Layoffs 143

Implementing and Evaluating the HR Plan 147

Applying HR Planning to Affirmative Action 148

Recruiting Human Resources 148

Personnel Policies 149

Internal versus External Recruiting 150

Lead-the-Market Pay Strategies 150

Employment-at-Will Policies 152

Image Advertising 152

Recruitment Sources 153

Internal Sources 153

External Sources 155

E-HRM 159

Web Opens the Door to a Global Labor Market 159

Evaluating the Quality of a Source 160

Recruiter Traits and Behaviors 161

Characteristics of the Recruiter 161

Behavior of the Recruiter 163

Enhancing the Recruiter’s Impact 163

Summary 164

Review and Discussion Questions 165

What’s Your HR IQ？ 165

BusinessWeek BusinessWeek Case 165

Forget the Huddled Masses：Send Nerds 165

Case：Southwest Airlines Focuses on Takeoffs，Not Layoffs 166

Notes 167

6 Selecting Employees and Placing Them in Jobs 170

Introduction 170

Selection Process 171

Reliability 172

Validity 173

Ability to Generalize 175

Practical Value 175

Legal Standards for Selection 176

Job Applications and Resumes 178

Application Forms 178

Resumes 180

References 180

Background Checks 181

Employment Tests and Work Samples 182

Physical Ability Tests 182

Cognitive Ability Tests 182

Job Performance Tests and Work Samples 184

Personality Inventories 184

Honesty Tests and Drug Tests 185

BEST PRACTICES 186

Impairment Tests：Ready or Not，Here They Come 186

Medical Examinations 187

Interviews 187

Interviewing Techniques 187

Advantages and Disadvantages of Interviewing 189

Preparing to Interview 189

HR HOW TO 190

Interviewing Effectively 190

Selection Decisions 191

How Organizations Select Employees 191

Communicating the Decision 192

Summary 193

Review and Discussion Questions 194

What’s Your HR IQ？ 194

BusinessWeek BusinessWeek Case 195

It’s Not Easy Making Pixie Dust 195

Case：Never Having to Say “You Never Know” 195

Notes 196

7 Training Employees 199

Introduction 199

Training Linked to Organizational Needs 200

Needs Assessment 201

Organization Analysis 202

Person Analysis 203

Task Analysis 203

Readiness for Training 205

Employee Readiness Characteristics 205

Work Environment 205

Planning the Training Program 206

Objectives of the Program 207

In-House or Contracted Out？ 207

HR HOW TO 209

Administering a Training Program 209

Choice of Training Methods 210

Training Methods 210

Classroom Instruction 210

Audiovisual Training 212

Computer-Based Training 212

BEST PRACTICES 214

Humanizing e-Learning 214

On-the-Job Training 214

Simulations 216

Business Games and Case Studies 216

Behavior Modeling 217

Experiential Programs 217

Team Training 218

Action Learning 218

Implementing the Training Program：Principles of Learning 219

Measuring Results of Training 221

Evaluation Methods 222

Applying the Evaluation 223

Applications of Training 224

Orientation of New Employees 224

Diversity Training 225

E-HRM 226

Getting Oriented Online 226

Summary 227

Review and Discussion Questions 229

What’s Your HR IQ？ 229

BusinessWeek BusinessWeek Case 230

Look Who’s Building Online Classrooms 230

Case：Training Helps the Rubber Hit the Road at Tires Plus 231

Notes 232

VIDEO CASE 234

Developing a Diverse Workforce 234

PART 3 Assessing Performance and Developing Employees 237

8 Managing Employees’ Performance 238

Introduction 238

The Process of Performance Management 239

BEST PRACTICES 241

Managing Performance to Build Unity across Cultures and Jobs 241

Purposes of Performance Management 242

Criteria for Effective Performance Management 242

Methods for Measuring Performance 244

Making Comparisons 244

Rating Individuals 247

Measuring Results 253

Total Quality Management 254

Sources of Performance Information 255

Managers 255

E-HRM 256

Otis Elevator’s Appraisals Move Up，Down，and Sideways 256

Peers 257

Subordinates 257

Self 257

Customers 258

Errors in Performance Measurement 258

Types of Rating Errors 258

Ways to Reduce Errors 260

Political Behavior in Performance Appraisals 260

Giving Performance Feedback 260

Scheduling Performance Feedback 261

Preparing for a Feedback Session 261

HR HOW TO 262

Delivering Performance Feedback 262

Conducting the Feedback Session 263

Finding Solutions to Performance Problems 263

Legal and Ethical Issues in Performance Management 264

Legal Requirements for Performance Management 265

Electronic Monitoring and Employee Privacy 266

Summary 266

Review and Discussion Questions 268

What’s Your HR IQ？ 269

BusinessWeek BusinessWeek Case 269

Focusing on the Softer Side of Managing 269

Case：The Trials and Tribulations of Performance Management at Ford 270

Notes 271

9 Developing Employees for Future Success 273

Introduction 273

Training，Development，and Career Management 274

Development and Training 274

Development for Careers 275

Approaches to Employee Development 276

Formal Education 277

E-HRM 278

E-Learning Helps Build Management Talent at IBM 278

Assessment 279

Job Experiences 285

Interpersonal Relationships 289

HR HOW TO 290

Setting Up a Mentoring Program 290

Systems for Career Management 291

Self-Assessment 292

Reality Check 293

Goal Setting 294

Action Planning 294

Development-Related Challenges 296

The Glass Ceiling 296

BEST PRACTICES 297

Procter ＆ Gamble Selling Women on Careers 297

Succession Planning 298

Dysfunctional Managers 299

Summary 301

Review and Discussion Questions 302

What’s Your HR IQ？ 303

BusinessWeek BusinessWeek Case 303

Basic Training for CEOs 303

Case：Developing Employees Reduces Risk for First USA Bank 304

Notes 305

10 Separating and Retaining Employees 308

Introduction 308

Managing Voluntary and Involuntary Turnover 309

Employee Separation 310

Principles of Justice 310

Legal Requirements 312

Progressive Discipline 315

Alternative Dispute Resolution 318

Employee Assistance Programs 319

Outplacement Counseling 320

Job Withdrawal 320

Job Dissatisfaction 321

Behavior Change 323

Physical Job Withdrawal 324

Psychological Withdrawal 324

Job Satisfaction 324

Personal Dispositions 325

Tasks and Roles 326

BEST PRACTICES 327

Attracting Workers with Technology 327

Supervisors and Coworkers 328

Pay and Benefits 330

Monitoring Job Satisfaction 330

HR HOW TO 331

Measuring Employee Satisfaction 331

Summary 333

Review and Discussion Questions 334

What’s Your HR IQ？ 334

BusinessWeek BusinessWeek Case 334

Low-Wage Lessons 334

Case：Feeling Insecure about Airline Security 336

Notes 336

VIDEO CASE 340

Creative Staffing Solutions Pairs Workers with Employers 340

PART 4 Compensating Human Resources 343

11 Establishing a Pay Structure 344

Introduction 344

Decisions about Pay 345

Legal Requirements for Pay 346

Equal Employment Opportunity 346

Minimum Wage 347

Overtime Pay 348

Child Labor 349

Prevailing Wages 349

Economic Influences on Pay 350

Product Markets 350

Labor Markets 350

Pay Level：Deciding What to Pay 351

Gathering Information about Market Pay 352

HR HOW TO 353

Gathering Wage Data at the BLS Website 353

Employee Judgments about Pay Fairness 354

Judging Fairness 354

Communicating Fairness 355

BEST PRACTICES 355

No More Secrets at Two Financial Companies 355

Job Structure：Relative Value of Jobs 356

Pay Structure：Putting It All Together 358

Pay Rates 358

Pay Grades 359

Pay Ranges 360

Pay Differentials 361

Alternatives to Job-Based Pay 362

Pay Structure and Actual Pay 363

Current Issues Involving Pay Structure 364

Pay during Military Duty 365

Pay for Executives 365

Summary 367

Review and Discussion Questions 369

What’s Your HR IQ？ 369

BusinessWeek BusinessWeek Case 369

Revenge of the “Managers” 369

Case：Corning Hopes Pay Structure Can Make It Nimble 370

Notes 371

12 Recognizing Employee Contributions 373

with Pay 373

Introduction 373

Incentive Pay 374

Pay for Individual Performance 376

Piecework Rates 376

Standard Hour Plans 378

Merit Pay 378

Performance Bonuses 379

HR HOW TO 381

Using Incentives to Motivate Salespeople 381

Sales Commissions 381

Pay for Group Performance 382

Gainsharing 382

Group Bonuses and Team Awards 385

Pay for Organizational Performance 385

Profit Sharing 386

BEST PRACTICES 387

Incentives for Tough Times 387

Stock Ownership 388

Balanced Scorecard 391

Processes That Make Incentives Work 392

Participation in Decisions 393

Communication 393

Incentive Pay for Executives 393

Performance Measures for Executives 394

Ethical Issues 395

Summary 396

Review and Discussion Questions 397

What’s Your HR IQ？ 398

BusinessWeek BusinessWeek Case 398

A Little Less in the Envelope This Week 398

Case：Paying for Good Employee Relations 399

Notes 400

13 Providing Employee Benefits 402

Introduction 402

The Role of Employee Benefits 403

Benefits Required by Law 404

Social Security 405

Unemployment Insurance 406

Workers’ Compensation 407

Unpaid Family and Medical Leave 407

Optional Benefits Programs 408

Paid Leave 408

Group Insurance 410

BEST PRACTICES 412

Giving Employees the Health Care Benefits They Want 412

Retirement Plans 415

“Family-Friendly”Benefits 420

Other Benefits 422

Selecting Employee Benefits 422

Organization’s Objectives 423

Employees’ Expectations and Values 424

Benefits’ Costs 425

HR HOW TO 426

Controlling the Cost of Benefits 426

Legal Requirements for Employee Benefits 427

Tax Treatment of Benefits 427

Antidiscrimination Laws 428

E-H RM 429

Tapping into Benefits Online 429

Accounting Requirements 430

Communicating Benefits to Employees 430

Summary 431

Review and Discussion Questions 432

What’s Your HR IQ？ 433

BusinessWeek BusinessWeek Case 433

Dr.Goodnight’s Company Town 433

Case：Is Retirement a Luxury？ 434

Notes 435

VIDEO CASE 437

Compensating Workers through Pay and Benefits 437

PART 5 Meeting Other HR Goals 439

14 Collective Bargaining and Labor Relations 440

Introduction 440

Role of Unions and Labor Relations 441

National and International Unions 442

Local Unions 444

Trends in Union Membership 444

E-HRM 446

Will Unions Play a Role in High-Tech Industries？ 446

Unions in Government 448

Impact of Unions on Company Performance 448

Goals of Each Group 449

Goals of Management 449

Goals of Labor Unions 450

Goals of Society 451

Laws and Regulations Affecting Labor Relations 451

National Labor Relations Act （NLRA） 451

HR HOW TO 453

Avoiding Unfair Labor Practices 453

Laws Amending the NLRA 453

National Labor Relations Board （NLRB） 454

Union Organizing 456

The Process of Organizing 456

Management Strategies 457

Union Strategies 459

Decertifying a Union 460

Collective Bargaining 460

Bargaining over New Contracts 462

When Bargaining Breaks Down 463

Contract Administration 465

Labor-Management Cooperation 467

BEST PRACTICES 468

Brass Factory Polishes Employees’ Understanding—And Morale，Too 468

Summary 470

Review and Discussion Questions 471

What’s Your HR IQ？ 471

BusinessWeek BusinessWeek Case 472

A World of Sweatshops 472

Case：Verizon Strikes Out against Unions 473

Notes 474

15 Managing Human Resources Globally 477

Introduction 477

HRM in a Global Environment 478

Employees in an International Workforce 479

Employers in the Global Marketplace 479

Factors Affecting HRM in International Markets 481

Culture 481

Education and Skill Levels 484

Economic System 484

Political-Legal System 486

Human Resource Planning in a Global Economy 486

Selecting Employees in a Global Labor Market 487

Training and Developing a Global Workforce 489

Training Programs for an International Workforce 489

Cross-Cultural Preparation 491

Global Employee Development 491

BEST PRACTICES 492

Deloitte Develops a Global Workforce 492

Performance Management across National Boundaries 492

Compensating an International Workforce 493

Pay Structure 493

Incentive Pay 495

Employee Benefits 495

International Labor Relations 496

Managing Expatriates 497

Selecting Expatriate Managers 497

Preparing Expatriates 500

Compensating Expatriates 501

HR HOW TO 502

Communicating across Language Barriers 502

Helping Expatriates Return Home 504

Summary 506

Review and Discussion Questions 507

What’s Your HR IQ？ 508

BusinessWeek BusinessWeek Case 508

The High Cost of France’s Aversion to Layoffs 508

Case：Human Resource Management in a World with Terrorism 509

Notes 510

16 Creating and Maintaining High-Performance Organizations 513

Introduction 513

High-Performance Work Systems 514

Elements of a High-Performance Work System 515

Outcomes of a High-Performance Work System 516

Conditions That Contribute to High Performance 517

Teamwork and Empowerment 518

Knowledge Sharing 518

Job Satisfaction 520

Ethics 521

HRM’s Contribution to High Performance 522

Job Design 522

BEST PRACTICES 523

HR Policies Deliver High Performance for FedEx 523

Recruitment and Selection 524

Training and Development 524

Performance Management 525

Compensation 526

HRM Technology 527

HR HOW TO 527

Using Information Systems in a Learning Organization 527

E-HRM 530

Oracle Spells Human Resource Management “B2E” 530

Effectiveness of Human Resource Management 531

Human Resource Management Audits 532

Analyzing the Effect of HRM Programs 534

Summary 534

Review and Discussion Questions 535

What’s Your HR IQ？ 536

BusinessWeek BusinessWeek Case 536

From Devastation to High Performance 536

Case：A Giant Falls 537

Notes 538

VIDEO CASE 540

Workplace Ergonomics Is Good Business 540

Glossary 542

Photo Credits 553

Name and Company Index 555

Subject Index 561