前言 1
1 THE STRATEGIC ROLE OF HUMAN RESOURCE MANAGEMENT 1
Chapter 1 THE STRATEGIC ROLE OF HUMAN RESOURCE MANAGEMENT 1
■PartⅠIntroduction 1
Preface xxi 1
BRIEF 1
Preface xxiii 1
■PartⅠ INTRODUCTION 1
第1章 人力资源管理的战略作用 1
第1部分 导论 1
Human Resource Management at Work 2
What Is Human Resource Management? 2
Line and Staff Aspects of HRM 3
Line Versus Staff Authority 3
Line Managers＇Human Resource Management Respoosibilities 4
Human Resource Department＇s HR Management Responsibilities 4
Cooperative Line and Staff Human Resource Management：An Example 5
The Changing Environment of Human Resource Management 9
Globalization 9
Technological Advances 10
Deregulation 11
Trends in the Nature of Work 11
Workforce Diversity 12
Legal Trends Affecting Human Resource Management 13
Tomorrow＇s HR Today 13
New Management Practices 13
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better，Faster，More Competitive Organizations ThroughHR 15
The Changing Role of HR Management：People and Performance 16
HR and Employee Commitment 17
HR and Performance 18
HR and Corporate Strategy 19
Strategic Planning and HR Management 19
The Nature of Strategic Planning 19
Strategic Human Resource Management 21
HR＇s Role As a Strategic Partner 23
The Plan of This Book 26
Key Terms 28
Discussion Questions 28
EXPERIENTIAL EXERCISE HRM as a Strategic Partner in Strategic Planning 29
Individual and Group Activities 29
CASE APPLICATION Turnover in the Bank 30
CASE INCIDENT Jack Nelson＇s Problem 30
Notes 33
2 EQUAL OPPORTUNITY AND THE LAW 36
第2章 平等就业机会及相关法律 36
Chapter 2 EQUAL OPPORTUNTY AND THELAW 36
Introduction 37
Equal Employment Opportunity 1964-1991 37
Background 37
Title VII of the 1964 Civil Rights Act 37
Executive Orders 38
Equal Pay Act of 1963 38
Age Discrimination in Employment Act of 1967 38
Pregnancy Discrimination Act of 1978 39
Vocational Rehabilitation Act of 1973 39
Vietnam Era Veterans＇Readjustment Assistance Act of 1974 39
Federal Agency Guidelines 40
Sexual Harassment 40
Selected Early Court Decisions Regarding Equal Employment Opportunity 44
Equal Employment Opportunity 1989-1991：A Shifting Supreme Court 46
GLOBAL HEM Enferdng the 1991 Civil Rights Act Abreed 48
The Civil Rights Act of 1991 48
The Americans with Disabilities Act 48
Equal Employment Opportunity 1991-Present 48
What Is Adverse Impact？ 51
Defense Against Discrimination Allegations 51
State and Local Equal Employment Opportunity Laws 51
Summary 51
How Can Adverse Impact Be Proved？ 52
Bona Fide Occupational Qualification 54
Business Necessity 56
Other Considerations in Discriminatory Practice Defenses 56
Illustrative Discriminatory Employment Practices 57
A Note on What You Can and Cannot Do 57
Recruitment 57
Selection Standards 58
Sample Discriminatory Promotion，Transfer，and Layoff Practices 59
Processing a Charge 60
Conciliation Proceedings 60
The EEOC Enforcement Process 60
How to Respond to Employment Discrimination Charges 61
The EEOC＇s Determination and the Attempted Conciliation 63
Avoiding Discrimination Lawsuits Through Dispute Resolution 63
Mandatory Arbitration of Employment Discrimination Claims 64
Diversity Management and Affirmative Action Programs 64
▲THE HIGH-PERFORMANCE ORGANIZATION Boiling Better，Foster，More Competitive Organizations Through HR：A Paperless EEO Compliant Process 65
Managing Diversity 66
Boosting Workf orce Diversity 66
Equal Employment Opportunity Versus Affirmative Action 68
Steps in an Affirmative Action Program 68
Affirmative Action：Two Basic Strategies 69
Summary 71
Key Terms 73
Discussion Questions 73
Individual and Group Activities 73
EXPERIENTIAL EXERCISE Too Informal？ 73
CASE INCIDENT A Case of Racial Discrimination？ 74
CASE APPLICATION All in the Family 75
Notes 78
VIDEO CASE-PART I：A CASE OF SEXUAL HARASSMENT 82
Chapter 3 JOB ANALYSIS 83
■Part Ⅱ RECRUTTMENT AND PLACEMENT 83
3 JOB ANALYSIS 83
第3章 工作分析 83
第2部分 招聘与配置 83
■PartⅡRecruitment and Placement 83
The Nature of Job Analysis 84
Job Analysis Defined 84
Uses of Job Analysis Information 84
Steps in Job Analysis 85
Methods of Collecting Job Analysis Information 87
Introduction 87
The Interview 87
Observation 91
Questionnaires 91
Participant Diaryl Logs 92
U．S．Civil Service Procedure 92
Quantitative Job Analysis Techniques 94
▲INFORMATION TECHMOLOGY AND HR 97
Getting Multiple Perspectives is Advisable 98
Writing Job Descriptions 98
Job Identification 99
Job Summary 99
Relationships 99
Standards of Performance 101
Responsibilities and Duties 101
Working Conditions and Physical Environment 102
Job Description Guidelines 102
▲SMALL BUSINESS APPLICATIONS A Proctical Job Analysis Approoch 103
Writing Job Specifications 107
Specifications for Trained Versus Untrained Personnel 107
Job Specifications Based on Judgment 107
Job Specifications Based on Statistical Analysis 109
Job Analysis in a“Jobless”World 109
Introduction 109
From Specialized to Enlarged Jobs 110
Why Companies Are Becoming De-jobbed：The Need for Competitiveness 110
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better，Faster，More Competitive Organizations Threvgh HR：Modern Job Analysis Metheds 112
Key Terms 114
Discussion Questions 114
Summary 114
Individual and Group Activities 115
EXPERIENTIAL EXERCISE 115
CASE INCIDENT Hurricane Bonnie 119
CASE APPLICATION Does Your Secretary Rank Higher Than Mine？ 119
Notes 120
第4章 人员计划及招聘 122
Chapter 4 PERSONNEL PLANNING AND RECRUITING 122
4 PERSONNEL PLANNING AND RECRUITING 122
The Recruitment and Selection Process 123
Employment Planning and Forecasting 123
How to Forecast Personnel Needs 124
Forecasting the Supply of Inside Candidates 126
Internal Sources of Candidates 131
Forecasting the Supply of Outside Candidates 133
Recruiting Job Candidates 134
Advertising as a Source of Candidates 135
Employment Agencies as a Source of Candidates 137
Alternative Staffing Techniques 145
Executive Recruiters as a Source of Candidates 147
▲SMALL BUSINESS APPLICATIONS 147
College Recruiting as a Source of Candidates 149
Referrals and Walk- Ins as s Source of Candidates 152
Recruiting on the Internet 153
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better，Faster，More Competitive Organizations Through HR：Recruiting Tech Workers 155
Recruiting a More Diverse Workforce 156
▲DIVERSITY COUNTS Recruiting Single Porents 156
Some Other Recruiting Sources 158
Recruiting Methods Used 159
▲GLOBAL HRM The Global Talent Search 159
Equal Opportunity and Application Forms 160
Purpose of Application Forms 160
Developing and Using Application Forms 160
Using Application Forms to Predict Job Performance 164
EXPERIENTIAL EXERCISE Forecasting Personndo Requirements 164
Summary 165
Key Terms 165
Discussion Questions 165
Individual and Group Activities 165
CASE INCIDENT A Tight Labor Marker for Cleaners 165
CASE APPLICATION Finding People Who Are Passionate About What They Do 166
Notes 167
第5章 雇员测试与甄选 172
Chapter 5 EMPLOYEE TESTING AND SELECTION 172
5 EMPLOYEE TESTING AND SELECTION 172
The Selection Process 173
Why Careful Seletion Is Important 173
Basic Testing Concepts 174
Validity 174
Reliability 175
How to Validate a Test 175
Testing Guidelines 175
Ethical，Legal ，and Fairness Questions in Testing 179
Equal Employment Opportunity Aspects of Testing 179
Types of Tests 182
Tests of Cognitive Abilities 182
Using Tests at Work 182
Tests of Motor and Physical Abilities 183
Measuring Personality and Interests 184
▲INFORMATION TECHNOLOGY AND HR Computer-Interactive Perfermcmce Test 184
Achievement Tests 186
Work Samples and Simulations 186
Work Sampling for Employee Selection 186
Management Assessment Centers 187
Video-Based Situational Testing 188
The Miniature Job Training and Evaluation Approach 189
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better，Faster，More Competitive Organizations Threugh HR：Skills Testing 189
Other Selection Techniques 190
Background Investigations and Reference Chccks 190
The Polygraph and Honesty Testing 196
Graphology 200
Physical Examination 201
Drug Screening 201
Testing，Selection，and Organizational Performance 202
Complying with the Immigration Law 203
▲SMALL BUSINESS APPLICATIONS Small Busimess Testing and Reference Cheching 204
Summary 207
Key Terms 207
Discussion Questions 208
Individual and Group Activities 208
EXPERIENTIAL EXERCISES The Reference Check 208
Notes 208
CASE INCIDENT The Tough Screener 209
CASE APPLICATION Carter Cleaning Company 210
第6章 面试求职者 215
Chapter 6 INTERVIEWING CANDIDATES 215
6 INTERVIEWING CANDIDATES 215
Basic Features of Interviews 216
Types of Interviews 216
How Useful Are Interviews？ 223
▲INFORMATION TECHNOLOGY AND HR Cemputer Applicotians In Interviswing：The Computer-Aided Intervisw 223
Interviewing and the Law：Employment Discrmination“Testers” 224
What Factors Can Undermine An Interview＇s Usefulness 224
Snap Judgements 224
Negative Emphasis 225
Misunderstanding the Job 225
Influence of Nonverbal Behavior 226
Candidate-Order（Contrast）Error 226
Pressure to Hire 226
▲DIVERSTTY COUNTS Dressing for the Interview 227
Too Much/Too Little Talking 228
Playing District Attorney or Psychologist 228
Designing and Conducting the Effective Interview 228
Telegraphing 228
The Structured Interview 229
Guidelines for Conducting an Interview 230
▲SMALL BUSINESS APPLICATIONS Interview Procedures 235
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better，Faster，More Competitive Organizations Through HR：A Tetul Selectien Pregram 236
Summary 239
Key Terms 239
Discussion Questions 239
EXPERIENTIAL EXERCISE 240
Individual and Group Activities 240
CASE INCIDENT The Out-of-Control Interview 241
CASE APPLICATION The Lost Interview 241
APPENDLQ6-1 GUIDELINES FOR INTERVIEWEES 242
Notes 244
VIDEO CASE-PARTⅡ ：INTERVIEWING JOB CANDIDATES 247
Chapter 7 TRAINING AND DEVELOPING EMPLOYEES 248
第3部分 培训与开发 248
第7章 培训及开发雇员 248
■ Part Ⅲ Training and Development 248
7 TRAINING AND DEVELOPING EMPLOYEES 248
■PartⅢ TRAINING AND DEVELOPMENT 248
The Training Process 249
Orienting Employees 249
Introduction 249
The Five-Step Training and Development Process 251
Training and Learning 253
Training Needs Analysis 254
Legal Aspects of Training 254
Task Analysis：Assessing the Training Needs of New Employees 254
Performance Analysis：Determining the Training Needs of Current Employers 256
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better，Faster，More Competitive Organizations Threugh HR：An Employee Testing and Training Program 256
Training Techniques 257
On-the-Job Training 257
Job Instruction Training 259
Informal Learning 259
Apprenticeship Training 259
Lectures 260
Programmed Learning 261
Audiovisual Techniques 261
Vestibule or Simulated Training 263
Computer-Based Training 263
Training Via CD-ROM and the Internet 263
▲SMALL BUSINESS APPLICATIONS Training 266
Training for Special Purposes 268
Literacy Training Techniques 268
AIDS Education 268
▲GLOBAL HRM Traiaing for International Busimess 269
Diversity Training 270
Customer Service Training 270
Training for Teamwork and Empowerment 270
Providing Employees with Lifelong Learning 270
Managerial Development and Training Techniques 272
What Is Management Development？ 272
Managerial on-the-Job Training 272
▲DIVERSITY COUNTS De Women Make Better Managers 274
▲DIVERSITY COVNTS DO Women Make Beffe 274
Managerial off-the-Job Training and Development Techniques 275
Managers Evaluating the Training Effort 280
Training Effects to Measare 281
Summary 283
Key Terms 283
Discussion Questions 283
Individual and Group Activities 284
EXPERIENTIAL EXERCISE 284
CASE INCIDENT Reinventing the Wheel at Apex Door Company 285
CASE OPPLICATION A Training and Development Problem at Sumerson Manufacturing 286
Notes 287
第8章 组织的吐故纳新 291
Chapter 8 MANAGING ORGANIZATIONAL RENEWAL 291
8 MANAGING ORGANIZATIONAL RENEWAL 291
Managing Organizational Change and Development 292
What to Change？HR＇s Role 292
A10-Step Process for Leading Organizational Change 293
Using Organizational Development to Change Organizations 296
Instituting Total Quality Management Programs 299
What Is Quality？ 299
Total Quality Management Programs 300
Human Resource Management and the Quality Improvement Effort 301
The Nature of Self-Directed Teams and Worker Empowerment 303
Creating Team-Based Organizations 303
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better，Faster，More Competitive Organizations Through HR：Product Improvement Teams 304
▲GLOBAL HRM Extending Partkipative Dedsien Making Abrsod 306
How HR Helps to Build Productive Teams 307
HR＇s Role as a Strategic Partner in Creating Teams：An Example 307
HR and Business Process Reengineering 309
What Is Business Process Reengineering？ 309
Instituting Flexible Work Arrangements 310
HR＇s Role in Reengineering Processes 310
Flextime 311
Three-and Four-Day Workweeks 312
Other Flexible Work Arrangements 312
Summary 313
Key Terms 314
Discussion Questions 314
Individual and Group Activities 314
EXPERIENTIAL EXERCISE Unfreezing an Organization 314
CASE INCIDENT“We＇re Getting Nowhere Fast” 315
CASE APPLICATION Is the Honeymoon Over at Flat Rock？ 316
Notes 317
第9章 绩效考核 320
9 APPRAISING PERFORMANCE 320
Chapter 9 APPRAISING PERFORMANCE 320
The Appraisal Process 321
The Supervisor s Role in Appraisal 322
Steps in Appraising Performance 322
How to Clarify What Performance You Expect 323
Appraisal Methods 323
Graphic Rating Scale Method 323
Alternation Ranking Method 323
Paired Comparison Method 327
Forced Distribution Method 327
Critical Incident Method 329
Narrative Forms 329
Behaviorally Anchored Rating Scales 331
The Management by Objectives(MBO)Method 333
Mixing the Methods 334
▲INFORMATION TECHNOLOGY AND HR Computerized Performance Appraisals Eloctronic Porformance Monitoring 336
Appraising Performance: Problems and Solutions 337
Dealing with Rating Scale Appraisal Problems 337
How to Avoid Appraisal Problems 340
Legal and Ethical Issues in Performance Appraisal 342
Who Should Do the Appraising 343
The Appraisal Interview 346
Types of Interviews 346
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better,Faster,More Competitive Organizations Through HR: 360---Degree Performance Management System 346
How to Prepare for the Appraisal Interview 347
How to Conduct the Interview 347
Performance Appraisal in Practice 349
The Role of Appraisals in Managing Performance 350
Do Appraisals Really Help to Improve Performance 350
TQM-Based Appraisals for Managing Performance 351
Summary 354
Discussion Questions 355
Individual and Group Activities 355
EXPERIENTIAL EXERCISE 355
Key Terms 355
CASE INCIDENT Back with a Vengeance 356
CASE APPLICATION Appraising the Secretaries at Sweetwater U 357
Notes 358
第10章 职业管理及公平对待 362
Chapter 10 MANAGING CAREERS AND FAIR TREATMENT 362
10 MANAGING CAREERS AND FAIR TREATMENT 362
Roles in Career Development 363
The Basics of Career Management 363
Managing Promotions and Transfers 366
Making Promotion Decisions 366
▲DIVERSITY COUNTS In Promotion and Career Management 368
Handling Transfers 369
Career Management and Commitment 370
Managing Fair Treatment 374
Introduction : The Building Blocks of Fairness 374
Build Two-Way Communications 374
Emphasize Fairness in Discipline 375
▲THE HIGH-PERFORMANCE ORGANIZTION Building Better,Faster,More Competitive Organizations Through HR: Communications 375
Manage Employee Privacy 377
Managing Dismissals 378
Grounds for Dismissal 379
Avoiding Wrongful Discharge Suits 380
The Termination Interview 382
Layoffs and the Plant Closing Law 383
Adjusting in Downsizings and Mergers 385
Retirement 386
Summary 387
Key Terms 387
Discussion Questions 388
Individual and Group Activities 388
EXPERIENTIAL EXERCISE 388
CASE INCIDENT Job Insecurity at IBM 389
CASE APPLICATION The Mentor Relationship Turns Upside Down 390
Notes 391
VIDEO CASE-PART III: APPRAISING PERFORMANCE 394
11 ESTABLISHING PAY PLANS 395
Chapter 11 ESTABLISHING PAY PLANS 395
第4部分 薪酬 395
·Part IV COMPENSATION 395
■Part Ⅳ Compensation 395
第11章 建立报酬计划 395
Basic Aspects of Compensation 396
Compensation at Work 396
Basic Factors in Determining Pay Rates 396
Legal Considerations in Compensation 396
Union Influences on Compensation Decisions 399
Compensation Policies 399
Equity and Its Impact on Pay Rates 399
Establishing Pay Rates 400
Step 1. Conduct the Salary Survey 400
Step 2. Determine the Worth of Each Job : Job Evaluation 403
Step 3. Group Similar Jobs into Pay Grades 408
Step 4. Price Each Pay Grade-Wage Curves 408
Step 5. Fine-Tune Pay Rates 408
Current Trends in Compensation 411
Skill-Based Pay 411
Broadbanding 413
▲INFORMATION TECHNOLOGY AND HR Web sites for Compensation Management 415
Why Job Evaluation Plans Are Still Widely Used 415
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better,Fester,More Competitive Organizations Through HR: Strafegic Compensation Management 416
A Glimpse Into the Future-The New Pay 418
Pricing Managerial and Professional Jobs 419
Compensating Managers 419
Compensating Professional Employees 421
Current Issues in Compensation Management 421
The Issue of Comparable Worth 421
The Issue of Cost-of-Living Differentials 423
The Issue of Salary Compression 423
▲GLOBAL ISSUES IN HR The Issue of Compensating Expatriate Employees 424
▲SMALL BUSINESS APPLICATIONS Developing a Pay Plan 425
Summary 428
Key Terms 428
Discussion Questions 429
Individual and Group Activities 429
EXPERIENTIAL EXERCISE 429
CASE INCIDENT Salary Inequities at Acme Manufacturing 430
CASE APPLICATION Salary Administration in the Engineering Department 431
Notes 434
Chapter 12 PAY-FOR-PERFORMANCE AND FINANCIAL INCENTIVES 438
12 PAY-FOR-PERFORMANCE AND FINANCIAL INCENTIVES 438
第12章 按绩效付酬及经济激励 438
Money and Motivation : Background 439
Performance and Pay 439
Types of Incentive Plans 440
Incentives for Operations Employees 441
Piecework Plans 441
Team or Group Variable Pay Incentive Plans 442
Standard Hour Plan 442
Incentives for Managers and Executives 443
Short-Term Incentives : The Annual Bonus 443
Long-Term Incentives 445
Incentives for Salespeople 449
Salary Plan 450
Commission Plan 450
Combination Plan 451
Merit Pay As an Incentive 452
Incentives for Other Professionals and Employees 452
Organization Variable Pay Plans 454
Profit-Sharing Plans 454
Incentives for Professional Employees 454
Employee Stock Ownership Plan (ESOP) 455
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better,Faster,More Competitive Organizations Through HR: Sharing the Wealth 456
Scanlon Plan 457
Gainsharing Plans 457
At-Risk Variable Pay Plans 460
Developing More Effective Incentive Plans 460
When to Use Incentives 460
How to Implement Incentive Plans 460
Why Incentive Plans Don t Work 460
▲SMALL BUSINESS APPUCATIONS 463
Incentive Plans in Practice 464
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better,Faster,More Competitive Organizations Through HR: Incentive Pans 465
Summary 467
Key Terms 467
Discusiion Questions 467
Individual and Group Activities 468
EXPERIENTIAL EXERCISE Analyze a Compensation System 468
CASE INCIDENT Distributing the Raise Pool 469
CASE APPLICATION Bringing the Team Concept into Compensation ---or Not 470
Notes 470
Chapter 13 BENEFITS AND SERVICES 475
第13章 福利与服务 475
13 BENEFITS AND SERVICES 475
The Benefits Picture Today 476
Unemployment Insurance 477
Pay for Time Not Worked 477
Vacations and Holidays 480
Sick Leave 481
Severance Pay 483
Supplemental Unemployment Benefits 483
Insurance Benefits 485
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better,Faster,More Competitive Orgonizations Through HR: Worker s Compersation 485
Worker s Compensation 485
Life Insurance 487
Hospitalization, Medical, and Disability Insurance 487
Retirement Benefits 491
Social Security 491
Pension Plans 491
Pensions and the Law 493
Benefits Trends 494
Employee Services Benefits 495
Personal Services Benefits 495
Job-Related Services Benefits 496
Executive Perquisites 500
Flexible Benefits Programs 500
Employee Preferences for Various Benefits 500
The Cafeteria Approach 501
▲INFORMATION AND HR TECHNOLOGY Computers and Benefits 502
How DO Your Benefits Stack Up? 503
▲SMALL BUSINESS APPLICATIONS Benefits and Employees Leasing 503
Summary 506
Key Terms 507
Discussion Questions 507
Individual and Group Activities 507
EXPERIENTIAL EXERCISE 508
CASE INCIDENT Benefits? Who Needs Benefits? 508
CASE APPLICATION Family Values or Abuse of Benefits? 509
Notes 510
VIDEO CASE---PARTIV: ESTABLISHING PAY PLANS 515
·Part V LABOR RELATIONS AND EMPLOYEE SECURITY 516
14 LABOR RELAWIONS AND COLLECTIVE BARGAINING 516
第5部分 劳资关系及员工安全 516
第14章 劳资关系及集体谈判 516
Chapter 14 LABOR RELATIONS AND COLLECTIVE BARGAINING 516
■Part ⅤLabor Relations and Employee Security 516
Introduction: The Labor Movement 517
A Brief History of the American Union Movement 517
Why Do Workers Orgarize? 518
The AFL-CIO 520
What Do Unions Want? 520
Unions and the Law 521
Background 521
Period of Strong Encouragement: The Norris-LaQuardia Act(1932)and the National Labor Relations or Wagner Act (1935) 521
Period of Modified Encouragement Coupled with Regulation : The Taft-Hartley Act(1947) 521
Period of Detailed Regulation of Internal Union Affairs : The Landrum-Griffin Act(1959) 522
Labor Law Today 526
The Union Drive and Election 527
Step 1.Initial Contact 527
▲GLOBAL HRM Unions Go Global 527
Step 2.Obtaining Authorization Cards 529
Step 3.Hold a Hearing 530
Step 4.The Campaign 533
Step 5.The Election 533
How to Lose an NLRB Election 534
The Supervisor s Role 535
Rules Regarding Literature and Solicitations 535
Guidelines for Employers Wishing to Stay Union-Free 536
Decertification Elections : When Employees Want to Oust Their Union 537
The Collective Bargaining Process 538
What Is Collective Bargaining? 538
What Is Good Faith? 538
The Negotiating Team 539
Bargaining Items 540
Bargaining Stages 540
Impasses, Mediation, and Strikes 541
Changes to Expect After Being Unionized 544
The Contract Agreement Itself 544
Contract Administration : Grievances 545
The Important Role of Contract Administration 545
What Are the Sources of Grievances? 545
The Grievance Procedure 546
Guidelines for Handling Grievances 546
▲DIVERSITY COUNTS Gender Differences in Disputes and Dispute Resolution 546
The Future of Unionism 548
Unions Fall on Hard Times 548
What s Next for Unions 549
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better,Faster,More Competitive or Organization Through HR: Union-Management Relations 550
Unions and Employee Participation Program 550
Are Employee Participation Programs Unfair Labor Practices? 551
Summary 552
Key Terms 554
Discussion Questions 554
Individual and Group Activities 554
EXPERIENTIAL EXERCISE 554
CASE INCIDENT Disciplinary Action 555
CASE APPLICATION Empowerment Through Assignment Flexibility 556
Notes 558
Chapter 15 EMPLOYEE SAFETY AND HEALTH 562
15 EMPLOYEE SAFETY AND HEALTH 562
第15章 雇员安全与健康 562
Why Employee Safely and Health Are Important 563
Basic Facts About Occupational Safely Law 563
Purpose 563
OSHA Standards 563
OSHA Recordkeeping Procedures 564
Inspections and Citations 564
Responsibilities and Rights of Employers and Employees 568
The Changing Nature of OSHA 569
Top Management Commitment 570
▲SMALL BUSINESS APPLICATIONS OSHA and the Small Business 570
The Role of Management Commitment to Safety 570
What Causes Accidents? 571
The Three Basic Causes of Accidents 571
Unsafe Conditions and Other Work-Related Accident-Causing Factors 571
What Causes Unsafe Acts(A Second Basic Course of Accidents) 573
How to Prevent Accidents 575
Reducing Unsafe Acts Through Selection and Placement 575
Reducing Unsafe Conditions 575
Reducing Unsafe Acts Through Posters and Other Propaganda 577
Reducing Unsafe Acts Through Training 578
Reducing Unsafe Acts Through Incentive Programs and Positive Reinforcement 578
Reducing Unsafe Acts Through Top-Management Commitment 579
Reducing Unsafe Acts by Emphasizing Safety 579
Reducing Unsafe Acts by Establishing a Safety Policy 579
Reducing Unsafe Acts by Setting Specific Loss Controls Goals 580
Reducing Unsafe Acts by Conducting Safety and Health Inspections 580
Reducing Unsafe Acts by Monitoring Work Overload and Stress 580
Safety Beyond the Plant Gate 580
▲GLOBAL HRM Safety at Soudi Petrol Chemical 581
▲THE HIGH-PERFORMANCE ORGANIZATION Building Better,Faster ,High Competitive Organizations Through HR: Safety Programs 582
Controlling Worker s Compensation Costs 582
Employee Health: Problems and Remedies 583
Alcoholism and Substance Abuse 583
The Problems of Job Stress and Burnout 586
Burnout 588
Asbestos Exposure at Work 589
Video Display Health Problems and How to Avoid Them 589
AIDS and the Workplace 590
Workplace Smoking 592
Dealing with Violence at Work 593
▲DIVERSITY COUNTS In Oaupational Safety and Health 596
Summary 598
Key Terms 599
Discussion Questions 599
EXPERIENTIAL EXERCISE 600
CASE INCIDENT The New Safety Program 600
Individual and Group Activities 600
CASE APPLICATION Introducing Ergonomics : What Went Wrong? 601
APPENDIX 15-1 SELF-INSPECTION SAFETY AND HEALTH CHECKLIST 603
Notes 606
VIDEO CASE-PARTV: LABOR RELATIONS 612
Chapter 16 MANAGING HUMAN RESOURCES IN AN INTERNATIONAL BUSINESS 613
第6部分 国际人力资源管理 613
16 MANAGING HUMAN RESOURCES IN AN INTERNATIONAL BUSINESS 613
·Part VI INTERNATIONAL HRM 613
■Part Ⅵ International HRM 613
第16章 在国际商业活动中的人力资源管理 613
The Internationalization of Business 614
The Growth of International Business 614
HR and the International Business Challenge 614
How Intercountry Differences Affect HRM 614
Improving International Assignments Through Selection 620
Why International Assignments Fail 620
International Staffing : Sources of Managers 621
International Staffing Policy 622
Selecting International Managers 623
▲DIVERSITY COUNTS Sending Women Managers Abroad 626
Training and Maintaining International Employees 626
Orienting and Training Employees for International Assignments 626
International Compensation 627
Performance Appraisal of International Managers 629
International Labor Relations 630
Safety and Fair Treatment Abroad 631
Repatriation : Problems and Solutions 632
Summary 633
Discussion Questions 634
Individual and Group Activities 634
EXPERIENTIAL EXERCISE Compensation Incentives for Expatriate Employees 635
CASE INCIDENT Boss, I Think We Have a Problem 636
CASE APPLICATION Taking a Fast Boat to Nowhere 636
APPENDIX 16-1 TOWARD AN HR RHILOSOPHY AND AUDITING THE HRM FUNCTION 638
Notes 641
VIDEO CASE-PART VI: Managing Human Resources in an International Business 644
附录A：人力资源系统的建立及其计算机化 645
Appendix A ESTABLISHING AND COMPUTERIZING HUMAN RESOURCE SYSTEMS 645
APPENDIX A ESTABLISHING AND COMPUTERIZING HUMAN RESOURCE SYSTEMS 645
Introduction 645
Basic Components of Manual HR Systems 645
Automating Individual HR Tasks 648
Establishing Human Resource Information Systems (HRIS) 648
Why an HRIS? 648
HRIS in Action 649
HRIS Vendors 650
Internets,Intranets,and HRM 650
HR and the Internet 650
HR and Intranets 651
Notes 652
附录B：管理你的职业生涯 653
Appendix B MANAGING YOUR CAREER 653
APPENDIX B MANAGING YOUR CAREER 653
Factors That Affect Career Choices 653
Identify Occupational Orientation 653
Identify Career Directions 654
Identify Skills 654
Identify Career Anchors 657
What Do You Want To Do? 659
Identify High-Potential Occupations 659
Finding the Right Job 660
Helping You Get the Right Job 660
Job Search Techniques 661
Finding a Job on the Internet 662
Writing Your Résumé 662
Information Technology and HR 662
Handling the Interview 665
Notes 666
APPENDIX C QUANTITATIVE JOB EV ALUATION METHODS 667
The Factor Comparison Job Evaluation Method 667
附录C：定量的职位评价方法 669
Appendix C QUANTTTATIVE JOB EVALUATION METHODS 669
The Point Method of Job Evaluation 673
Notes 674
术语表 675
Glossary 675
Glossary 675
Pholo Credits 683
图片索引 683
Photo Credits 683
人名与组织索引 685
Name and Organization Index 685
Name and Organization Index 685
Subject Index 689
Subject Index 689
主题索引 689