This text seeks to help students understand the dynamic and exciting environment of human resources (HR) management and the complex decisions that all managers must make when managing employees.

Table of Contents:
CHAPTER 1 MANAGING EMPLOYEES FOR COMPETITIVE ADVANTAGE MANAGING EMPLOYEES   What's In a Name?   The Costs and Benefits of Managing HR FRAMEWORK FOR THE STRATEGIC MANAGEMENT OF EMPLOYEES PRIMARY HR ACTIVITIES Work Design and Workforce Planning Job Design Workforce Planning Managing Employee Competencies Recruitment Selection Training Managing Employee Attitudes and Behaviors Performance Management Compensation and Incentives Employee Benefits, Health, and Wellness HR Activities Alignment HR CHALLENGES Challenge 1 – Meeting Organizational Demands Strategy Company Characteristics Organizational Culture Employee Concerns Challenge 2 –Environmental Influences Labor Force Trends Technology Globalization Ethics and Social Responsibility Challenge 3 – Legal Compliance THE PLAN FOR THIS BOOK Part 1 – HR Challenges Part 2 –Work Design and Workforce Planning Part 3 – Managing Employee Competencies Part 4 – Managing Employee Attitudes and Behaviors Part 5 – Special Topics Summary Key Terms Discussion Questions Learning Exercise Case Study – The New Job   PART ONE: HR CHALLENGES CHAPTER 2 ORGANIZATIONAL DEMANDS AND ENVIRONMENTAL INFLUENCES THE IMPORTANCE OF CONTEXT MEETING ORGANIZATIONAL DEMANDS Strategy Low Cost Strategy and Managing Employees Differentiation Strategy and Managing Employees Company Characteristics Company Size Stage of Development Organizational Culture Employee Concerns         Work / Life Balance Justice ENVIRONMENTAL INFLUENCES Labor Force Trends The Aging Workforce Demographic Diversity Technology Globalization International Strategies          Global Factors     Implications of Global Factors on Managing Employees Ethics and Social Responsibility Summary Key Terms Discussion Questions Learning Exercise Case Study - Kay Johnson at Human Capital Consultants (HCC)   CHAPTER 3:  LEGAL COMPLIANCE EQUAL EMPLOYMENT OPPORTUNITY AND OTHER WORKPLACE LAWS INTRODUCTION TO EQUAL EMPLOYMENT OPPORTUNITY AND DISCRIMINATION     Protected Classification     Bona Fide Occupational Qualification and Business Necessity     Discriminatory Practices         Disparate Treatment         Disparate Impact     Harassment     Retaliation EQUAL EMPLOYMENT LEGISLATION     Equal Pay Act of 1963     Title VII of the Civil Rights Act of 1964         Race and Color Discrimination         Religious Discrimination         Gender Discrimination         National Origin Discrimination     Civil Rights Act of 1991     Age Discrimination in Employment Act of 1967     Americans with Disabilities Act of 1990     Pregnancy Discrimination Act of 1978 EEO RESPONSIBILITIES OF MULTINATIONAL EMPLOYERS FILING PROCESS FOR DISCRIMINATION CHARGES EXECUTIVE ORDERS AND AFFIRMATIVE ACTION     Executive Order 11246     Affirmative Action    RELATED EMPLOYMENT LEGISLATION     Immigration Reform and Control Act of 1986     Family and Medical Leave Act of 1993     Vietnam Era Veteran’s Readjustment Act of 1974     Uniformed Services Employment and Reemployment Act of 1994 FAIR EMPLOYMENT PRACTICES LEGAL COMPLIANCE AND COMPETITIVE ADVANTAGE Summary Key Terms Discussion Questions Learning Exercise Case Study PART TWO: WORK DESIGN AND WORKFORCE PLANNING CHAPTER 4 JOB DESIGN THE IMPORTANCE OF JOB DESIGN JOB DESIGN Efficiency Approaches to Job Design Motivational Approach to Job Design Changing Job Tasks Increasing Responsibility and Participation Employee Teams Which Approach to Use? Balancing Efficiency and Motivational Approaches JOB DESCRIPTIONS AND JOB SPECIFICATIONS JOB ANALYSIS Job Information Observations and Diaries Interviews Questionnaires Occupational Information Network (O*NET) Job Analysis Techniques JOB DESIGN IN PRACTICE: MEETING ORGANIZATIONAL DEMANDS Strategy and Job Design Structure of Jobs Tasks, Duties, and Responsibilities Needed Company Characteristics and Job Design Formalization of Job Design Breadth and Depth of Tasks Culture and Job Design Managerial choices of job design tactics Employee acceptance of job design decisions Employee Concerns and Job Design Perception of Fairness of Job Duties Need for Flexible Work Arrangements JOB DESIGN IN PRACTICE: ENVIRONMENTAL INFLUENCES Labor Force Trends and Job Design      Skill availability to perform tasks The aging labor force Technology and Job Design Telecommuting Virtual Teams  Globalization and Job Design Need to Address Cross-Cultural Issues Relevant Labor Market Ethics and Job Design Concerns about Types of Tasks Required Attitudes Toward Physical Conditions of Job Design JOB DESIGN IN PRACTICE: LEGAL COMPLIANCE Importance of Identifying Essential and Non-Essential Job Duties Attending to how job design may impact employee safety Summary Key Terms Discussion Questions Learning Exercise Case Study Appendix to Chapter 4 – Standardized and Customized Approaches to Job Analysis STANDARDIZED APPROACHES TO JOB ANALYSIS Functional Job Analysis (FJA) Position Analysis Questionnaire (PAQ) CUSTOMIZED APPROACHES TO JOB ANALYSIS Critical Incidents  Task Inventories Job Element Approach   CHAPTER 5 WORKFORCE PLANNING PURPOSE OF WORKFORCE PLANNING FORECASTING LABOR SUPPLY AND LABOR DEMAND Internal Considerations Turnover Promotions, Transfers, and Demotions) Employee Productivity Company Performance Strategic Direction External Considerations Local Labor Market Economic Conditions Industry Trends TACTICS TO BALANCE SUPPLY AND DEMAND Labor Shortage Tactics Employee Overtime Contingent Labor Employee Retention Promotions, Transfers and Demotions New Hires Labor Surplus Tactics Layoffs Attrition and Hiring Freezes Early Retirement Promotions, Transfers and Demotions WORKFORCE PLANNING IN PRACTICE: ORGANIZATIONAL DEMANDS Strategy Speed to deal with shortages and surpluses Criticality of employee groups Company Characteristics Amount of labor slack The relative impact of labor shortages or surpluses Who performs workforce planning Culture Likelihood of using different tactics Employee reactions to workforce planning tactics Employee Concerns Stress & Work/Life Balance Perceptions of procedural and distributive justice WORKFORCE PLANNING IN PRACTICE: ENVIRONMENTAL INFLUENCES Labor Force Trends Availability of internal/external workers Which tactics to use Technology Whether or not employees are need The Types of workers that are needed The quality of workforce planning forecasts Globalization Where the workers are Which workforce planning tactics to use Ethics Community Reactions to workforce planning tactics Helping employees cope WORKFORCE PLANNING IN PRACTICE: LEGAL COMPLIANCE Requirements for mass layoffs and plant closings Temporary employees Summary Discussion Questions Learning Exercise Case Study   PART THREE: MANAGING EMPLOYEE COMPETENCIES CHAPTER 6 RECRUITMENT PURPOSE OF RECRUITMENT RECRUITMENT PROCESS INTERNAL RECRUITMENT     Internal Recruitment Methods     Advantages and Disadvantages of Internal Recruitment EXTERNAL RECRUITMENT         Advertising         Educational Institutions          Employment Agencies and Employee Search Firms     Professional Associations     Temporary Employees     Employee Referrals     Sourcing Applicants     Re-recruiting     Advantages and Disadvantages of External Recruitment MAXIMIZING RECRUITMENT EFFECTIVENESS     Preparing the Recruitment Advertisements     Developing a Recruitment Value Proposition     Writing the Recruitment Message     Recruiters     Realistic Job Previews     Recruitment Follow-Up     Recruitment Effectiveness RECRUITMENT IN PRACTICE:  ORGANIZATIONAL DEMANDS     Strategy and Recruitment         Content of Recruitment Message         Choice of Recruitment Methods     Company Characteristics and Recruitment         Use of Internal vs. External Recruiting         Who Manages Recruitment     Culture and Recruitment         Recruitment Value Proposition         Balance of Internal vs. External Recruiting     Employee Concerns and Recruitment         Appraisal of Recruitment Message         Perception of Fairness of Process RECRUITMENT IN PRACTICE:  ENVIRONMENTAL INFLUENCES     Labor Force and Recruitment         Who is Targeted for Recruitment         How Much Recruitment is Needed     Technology and Recruitment         How Recruitment is Managed         Skills Recruited     Globalization and Recruitment         Recruiting Strategy         How Recruiting is Done     Ethics, Corporate Social Responsibility, and Recruitment         Value Proposition Offered         Target of Recruitment RECRUITMENT AND THE LAW     Content of Recruitment Message     Recruiter Words and Actions     Recordkeeping Summary Key Terms Discussion Questions Learning Exercise Case Study Appendix to Chapter 5:  Evaluating Recruiting Effectiveness   CHAPTER 7 SELECTION SELECTION AND FIRM PERFORMANCE     Selection Defined     Selection and Firm Performance PERSON-JOB FIT STANDARDS FOR EFFECTIVE SELECTION     Reliability     Validity     Bias         Personal Characteristics         Contrast Effect         Halo/Devil’s Horns Effect         Impression Management SELECTION METHODS: INITIAL SCREENING        Applications and Résumés     Screening Interview     Reference Checks, Credit Reports, Background Checks, and Honesty Tests    SELECTION METHODS:  FINAL SCREENING     Employment Tests         Ability Tests         Achievement/Competency Tests         Personality Inventories         When to Use Employment Tests     Interviews         Unstructured Interviews         Structured Interviews         Interview Process and Outcomes     Assessment Centers     Biodata     Drug and Alcohol Tests     Medical Exams MAKING THE FINAL DECISION     Compensatory Approach     Multiple Hurdle Approach     Multiple Cutoff Approach     Choice of Method SELECTION IN PRACTICE:  ORGANIZATIONAL DEMANDS     Strategy and Selection         Core Competencies                Criteria for Person-Job Fit         Methods of Selection     Company Characteristics and Selection         Degree of Structure         Substance and Form of Process     Culture and Selection         Person-Organization Fit         Promotion from Within Policy         Who Participates in the Selection Process     Employee Concerns and Selection         Fair and Equal Treatment         Impact of Job on Family Life SELECTION IN PRACTICE:  ENVIRONMENTAL INFLUENCES     Labor Market         Types of Applicants Available         Willingness of Applicants to Accept Jobs     Technology and Selection         Process of Selection         Verification of Credentials     Globalization and Selection         Labor market at home         Labor market abroad     Ethics and Selection         Concerns about Privacy         Amount and Type of Information for Applicants SELECTION IN PRACTICE:  THE LAW     Procedures for Using Selection Measures     Definition of Applicant Summary Key Terms Discussion Questions Learning Exercise Case Study Appendix to Chapter 7:  Reliability and Validity   CHAPTER 8 TRAINING AND DEVELOPMENT PURPOSE OF TRAINING AND DEVELOPMENT      Training and Development Defined DESIGNING AN EFFECTIVE TRAINING PROCESS  Part 1: Needs Assessment  Organization Analysis  Task Analysis  Person Analysis      Part 2: Design          Instructional Objectives          Lesson Planning          Principles of Learning              Learning Styles              Learning Agility              Self-efficacy              Interest in training program          Location      Part 3: Implementation          Training Methods              On-the-job training              Operations and procedures manuals              Classroom              E-learning              Audiovisual              Simulations              Blended Learning              Coaching and Mentoring          Types of Training              Compliance training                  Legal compliance                  Diversity training              Knowledge training              Skills training              Behavioral training              Employee orientation              Onboarding      Part 4: Evaluation          Level 1: Reaction          Level 2: Learning          Level 3: Behavior          Level 4: Results  TRAINING AND DEVELOPMENT IN PRACTICE: ORGANIZATIONAL DEMANDS      Strategy and Training          Level of Investment          Emphasis of Investment      Company Characteristics and Training          Where Training is Done          Who Does the Training          Type of Training          How Training is Provided      Culture and Training          Focus of Training          Employee Willingness to Participate      Employee Concerns and Training          Fairness and Equity          Work/Life Balance  TRAINING AND DEVELOPMENT IN PRACTICE: ENVIRONMENTAL INFLUENCES      Labor Market          Who needs training          Type of training      Technology          Skills Inventories          Method of Delivery          Communication of Options      Globalization and Training          Where Training will be offered          When Training will be offered          How Training will be offered          What Training will be offered      Ethics and Training          Obligation to Train          Content of Training          Use of Training to Change Behavior  TRAINING, DEVELOPMENT, AND THE LAW      Accessibility of Training and Employee Development Opportunities      Type of Training Needed Summary Key Terms Discussion Questions Learning Exercise Case Study PART FOUR: MANAGING EMPLOYEE ATTITUDES AND BEHAVIORS CHAPTER 9 - PERFORMANCE MANAGEMENT PURPOSES OF PERFORMANCE MANAGEMENT     Administrative     Developmental     Strategic Alignment WHAT IS EVALUATED?     Reliability     Validity     Specificity PERFORMANCE EVALUATION APPROACHES Individual Comparisons Ranking Bell-Curve / Forced Distribution     Forced Choice Absolute Approaches – Measuring traits and Behaviors     Graphic Rating Scales Mixed Standards Critical Incidents    Behavioral Observation Scale     Behavioral-Anchored Rating Scales Assessment Centers Results Based     Direct Measures Management by Objectives / Goal Setting SOURCES OF PERFORMANCE DATA     360 Degree Performance Evaluation     Self Evaluations MINIMIZING RATER ERRORS     Psychological Errors Distributional Errors PROVIDING PERFORMANCE FEEDBACK Conducting the Performance Appraisal meeting Improving Performance     Employee Development Plans     Coaching PERFORMANCE MANAGEMENT IN PRACTICE: ORGANIZATIONAL DEMANDS     Strategy Criteria used for performance management Extent of use of performance management     Company Characteristics Formalization of process Nature of process (e.g., dynamic or static) Culture Focus on process or outcomes How process is perceived Employee Concerns Procedural and distributive justice Signals from process about work/life balance Confidentiality of information PERFORMANCE MANAGEMENT IN PRACTICE: ENVIRONMENTAL INFLUENCES     Labor Force Expectations of feedback Format for feedback Need for feedback Technology Process of appraisal Availability and ease of monitoring employees Globalization Content of performance appraisal Who manages process Criteria for evaluation Ethics/Social Responsibility    Relationship between performance management and rewards Nature of grievance process PERFORMANCE MANAGEMENT IN PRACTICE: LEGAL COMPLIANCE Need for eliminating bias in performance management Quality of performance management Summary Key Terms Discussion Questions Learning Exercise Case Study   CHAPTER 10 - COMPENSATION EQUITY AND WAGE THEORY REGULATION OF COMPENSATION     Fair Labor Standards Act             Minimum Wage         Exempt versus Non-Exempt Status         Child Labor Regulations         Overtime     Davis-Bacon Act     Walsh-Healy Act     FMLA PAY STRUCTURES Job Based Pay Structures Internal Equity     Job Evaluation Approaches         Job Ranking         Job Classification         Point System         Factor Comparison External Equity – matching the market     Identifying Key Jobs     Collecting Market Survey Data     Pricing Jobs Establishing Pay Policy Line     Pay Ranges     Pay Grades Administration     Communication     Evaluation Skill Based Pay Structures Competency Based Pay Structures Broadbanding Salary Compression EXECUTIVE COMPENSATION     Strategies     Compensation Committees COMPENSATION IN PRACTICE: ORGANIZATIONAL DEMANDS Strategy What is rewarded Frequency of rewards Nature of rewards Company Characteristics Ability to provide rewards Levels of rewards provided Form of rewards Culture Expectations about rewards Attitudes toward rewards Employee Concerns Equity versus equality Fairness of rewards Appropriateness of rewards COMPENSATION IN PRACTICE: ENVIRONMENTAL INFLUENCES Labor Force Levels of compensation expected Types of compensation desired Market wages Technology Pay structure How pay is delivered Globalization Basis for compensation Acceptableness of compensation Ethics/Social Responsibility Willingness to provide compensation Focus of compensation Attitudes toward living wage, comparable worth, etc. COMPENSATION IN PRACTICE: LEGAL COMPLIANCE Required compensation Who must be compensated Summary Key Terms Discussion Questions Learning Exercise Case Study   CHAPTER 11- INCENTIVES AND REWARDS EXPECTANCY THEORY TYPES OF INCENTIVE PLANS Individual Incentives Merit Raises Piece Rate System Standard Hour Plan Bonuses Sales Incentives Group/Organizational Incentives Team Incentives Profit Sharing Plans Gainsharing Plans Employee Ownership Plans Executive Incentives Advantages and Disadvantages of different incentive plans INCENTIVES AND REWARDS IN PRACTICE: ORGANIZATIONAL DEMANDS Strategy Percent of variable pay vs. fixed pay What is incentivized and rewarded Value placed on incentives & rewards Level for rewards (individual, team, etc.) Company Characteristics Ability to provide incentives Acceptableness of incentives Role of incentives in total rewards plan Culture What incentives signal Expectations about incentives Employee Concerns Fairness What is being signaled INCENTIVES AND REWARDS IN PRACTICE: ENVIRONMENTAL INFLUENCES Labor Force Desirability of types of rewards Whether more or less pay is acceptable Technology Tracking of performance Employee access to rewards information and policies Globalization Form of incentive Acceptability of incentives Ethics/Social Responsibility Attitudes toward system design Concern over wage gaps INCENTIVES AND REWARDS IN PRACTICE: LEGAL COMPLIANCE How incentives are taxed Non-discrimination practices Summary Key Terms Discussion Questions Learning Exercise Case Study CHAPTER 12:  EMPLOYEE BENEFITS, HEALTH AND WELLNESS ROLE OF BENEFITS MANDATORY BENEFITS     Social Security     Unemployment Insurance     Workers Compensation Insurance     Consolidated Omnibus Budget Reconciliation Act (COBRA)     Family Medical Leave Act     Older Workers' Benefit Protection Act VOLUNTARY BENEFITS     Health Care         Insurance         Wellness programs             Prevention             Health Promotion             Employee Assistance             Disease/Case Management     Life Insurance     Unemployment Insurance     Retirement     Paid Time Off Flex Benefits Programs     Flex Accounts     Cafeteria Plans EMPLOYEE BENEFITS, HEALTH AND WELLNESS IN PRACTICE: ORGANIZATIONAL DEMANDS Strategy Role of benefits in total rewards package Funds available for benefits Company Characteristics Standardization of benefits Types of benefits offered Culture         Who gets nonmandated benefits Employee Concerns Desirability of benefits Whether needs for benefits are met EMPLOYEE BENEFITS, HEALTH AND WELLNESS IN PRACTICE: ENVIRONMENTAL INFLUENCES Labor Force What benefits are needed to attract workers What benefits need to be offered Technology How benefits information is delivered Employee access to their benefit information Globalization Types of benefits offered Policies about benefits equalization Ethics/Social Responsibility         Focus of benefits on issues such as stress reduction EMPLOYEE BENEFITS, HEALTH AND WELLNESS IN PRACTICE: LEGAL COMPLIANCE Which benefits must be offered How changes in benefits have to be handled (e.g., early retirement) Information companies can collect on employees Summary Key Terms Discussion Questions Learning Exercise Case Study   PART FIVE: SPECIAL TOPICS CHAPTER 13 - LABOR UNIONS AND EMPLOYEE MANAGEMENT WHY DO WORKERS ORGANIZE? TYPES OF UNIONS National and International Unions Types of Unions     Local Unions     Closed Shop     Open Shop     Union Shop     Agency Shop GOVERNMENT REGULATION OF LABOR UNIONS The Norris-LaGuardia Act of 1932 The Wagner Act of 1935     The National Labor Relations Board Unfair Employer Labor Practices     The Taft-Hartley Act of 1947         Unfair Union Labor Practices The Landrum-Griffin Act of 1959     Rights of Union Members UNION ORGANIZING CAMPAIGNS COLLECTIVE BARGAINING Good faith bargaining Bargaining power Bargaining Topics Impasses Impasse Resolution GRIEVANCE PROCEDURES AND DISPUTE RESOLUTIONS Summary Key Terms Discussion Questions Learning Exercise Case Study   CHAPTER 14 – CREATING HIGH PERFORMANCE ORGANIZATIONS ALIGNMENT AMONG HR ACTIVITIES     HR systems versus HR practices        Types of HR systems         Commitment         Control         Quality ALIGNMENT OF HR ACTIVITIES WITH HR CHALLENGES     Strategies and HR systems     Creating the culture with HR activities Aligning HR systems with Employee Contributions Core knowledge employees Job-based employees Contingent workers External Partners and Consultants MEASURING HR SYSTEM EFFECTIVENESS     Balanced Scorecard Summary Key Terms Discussion Questions Learning Exercise Case Study APPENDICES Appendix A:    Integrative Cases Appendix B:    Careers in Human Resource Management Appendix C:    Planning Your Career Appendix D:    Resources for Research on Employee Management Issues Glossary