CourseSmart - 0077252640 - Human Resource Management, 6th Edition

Human Resource Management, 6th Edition

by Noe, Raymond; Hollenbeck, John; Gerhart, Barry; Wright, Patrick

Publisher: McGraw-Hill Higher Education

Publishing Date: 2008/02/29

eText ISBN-10

0-07-725264-0

eText ISBN-13

978-0-07-725264-9

Print ISBN-10

0-07-353020-4

Print ISBN-13

978-0-07-353020-8

Saleable Print ISBN-10

0-07-353020-4

Saleable Print ISBN-13

978-0-07-353020-8

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Human Resource Management, 6th Edition

by Noe, Raymond; Hollenbeck, John; Gerhart, Barry; Wright, Patrick

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Chapter 1. Human Resource...

Part 1. The Human Resourc...

Part 2. Acquisition and P...

Part 3. Assessment and De...

Part 4. Compensation of H...

Part 5. Special Topics in...

Appendix: Human Resource ...

Glossary, 735

Photo Credits, 745

Name and Company Index, 7...

Subject Index, 758

Chapter 1. Human Resource Management: Gaining a Competitive Advantage, 2

Enter the World of Business: Starbucks' HR Practices Ensure Its Brew Is a Winner, 3

Introduction, 4

What Responsibilities and Roles Do HR Departments Perform?, 5

What Competencies Do HRM Professionals Need?, 7

How Is the HRM Function Changing?, 9

The HRM Profession, 11

Competitive Challenges Influencing Human Resource Management, 13

The Sustainability Challenge, 13

Evidence-Based HR, 22

Competing through Sustainability Valero Energy Values Employees to Sustain Growth, 26

The Global Challenge, 39

Competing through Globalization Successful Management Requires International Experience, 41

The Technology Challenge, 43

Competing through Technology Gambling on Homegrown Human Resource Software Pays for Qualcomm, 50

Meeting Competitive Challenges through HRM Practices, 51

Organization of This Book, 54

A Look Back, 55

Summary, 55

Key Terms, 55

Discussion Questions, 56

Self-Assessment Exercise, 56

Exercising Strategy, 57

Managing People: From the Pages of BusinessWeek: An Extraordinary Stumble at Jet Blue, 57

Notes, 59

Part 1. The Human Resource Environment, 63

Chapter 2. Strategic Human Resource Management, 64

Enter the World of Business: Chrysler's Recovery and Transformation Plan, 65

Introduction, 66

What Is a Business Model?, 66

Competing through Technology Wal-Mart Leverages Technology to Lower Labor Costs, 68

What Is Strategic Management?, 68

Components of the Strategic Management Process, 69

Linkage between HRM and the Strategic Management Process, 71

Competing through Globalization Creating a “Buzz” in China, 72

Role of HRM in Strategy Formulation, 72

Strategy Formulation, 74

Strategy Implementation, 77

Competing through Sustainability Patagonia's Passion for the Planet Attracts Talent, 79

HRM Practices, 80

Strategic Types, 84

HRM Needs in Strategic Types, 85

Evidence-Based HR, 85

Directional Strategies, 86

Strategy Evaluation and Control, 90

The Role of Human Resources in Providing Strategic Competitive Advantage, 90

Emergent Strategies, 90

Enhancing Firm Competitiveness, 91

A Look Back, 92

Summary, 93

Key Terms, 93

Discussion Questions, 93

Self-Assessment Exercise, 94

Exercising Strategy, 94

Managing People: From the Pages of BusinessWeek: Is Dell Too Big for Michael Dell?, 95

Notes, 96

Chapter 3. The Legal Environment: Equal Employment Opportunity and Safety, 98

Enter the World of Business: Problems at Boeing, 99

Introduction, 100

The Legal System in the United States, 100

Legislative Branch, 100

Competing through Globalization Blind Feeding the Blind, 101

Executive Branch, 101

Judicial Branch, 102

Equal Employment Opportunity, 103

Constitutional Amendments, 103

Congressional Legislation, 105

Executive Orders, 109

Enforcement of Equal Employment Opportunity, 109

Equal Employment Opportunity Commission (EEOC), 110

Office of Federal Contract Compliance Programs (OFCCP), 111

Types of Discrimination, 112

Disparate Treatment, 113

Competing through Globalization Seeking Diversity in France, 114

Disparate Impact, 116

Reasonable Accommodation, 119

Competing through Technology Nontraditional Solutions to a Traditional Employment Problem, 121

Evidence-Based HR, 122

Retaliation for Participation and Opposition, 122

Current Issues Regarding Diversity and Equal Employment Opportunity, 123

Sexual Harassment, 123

Affirmative Action and Reverse Discrimination, 126

Outcomes of the Americans with Disabilities Act, 127

Employee Safety, 129

The Occupational Safety and Health Act (OSHA), 129

Safety Awareness Programs, 132

Competing through Sustainability The Gap Hopes Honesty Pays Off, 134

A Look Back, 135

Summary, 136

Key Terms, 136

Discussion Questions, 136

Self-Assessment Exercise, 137

Exercising Strategy, 137

Managing People: From the Pages of BusinessWeek: Brown v. Board of Education: A Bittersweet Birthday, 138

Notes, 140

Chapter 4. The Analysis and Design of Work, 142

Enter the World of Business: Designed to Be Number 1: Toyota and BMW, 143

Introduction, 144

Work-Flow Analysis and Organization Structure, 145

Work-Flow Analysis, 146

Competing through Technology Getting Outside the Office—For Good, 149

Organization Structure, 150

Competing through Globalization Coordinating Work across Countries: How the Wires Get Crossed, 151

Job Analysis, 158

The Importance of Job Analysis to HR Managers, 158

The Importance of Job Analysis to Line Managers, 159

Job Analysis Information, 159

Job Analysis Methods, 161

Dynamic Elements of Job Analysis, 165

Job Design, 165

Evidence-Based HR, 166

Mechanistic Approach, 167

Competing through Sustainability A Flawed System for Finding Bad Apples, 168

Motivational Approach, 169

Biological Approach, 170

Perceptual–Motor Approach, 171

Trade-Offs among Different Approaches to Job Design, 172

A Look Back, 173

Summary, 174

Key Terms, 174

Discussion Questions, 174

Self-Assessment Exercise, 174

Exercising Strategy, 175

Managing People: From the Pages of BusinessWeek: Giving the Boss the Big Picture, 175

Notes, 178

Part 2. Acquisition and Preparation of Human Resources, 181

Chapter 5. Human Resource Planning and Recruitment, 182

Enter the World of Business: HR Recruiters at the Front Line of the Immigration Battle, 183

Introduction, 184

The Human Resource Planning Process, 185

Forecasting, 186

Evidence-Based HR, 187

Goal Setting and Strategic Planning, 190

Competing through Sustainability First Mover Advantage in Recruiting: Hiring Them in High School, 191

Program Implementation and Evaluation, 199

Competing through Globalization Why Labor Shortages Do Not Seem to Affect “The China Price”, 200

The Special Case of Affirmative Action Planning, 201

The Human Resource Recruitment Process, 202

Personnel Policies, 203

Recruitment Sources, 206

Competing through Technology The Next Generation of Web-Based Recruiting Tools, 211

Discussion Questions, 217

Self-Assessment Exercise, 217

Exercising Strategy, 217

Managing People: From the Pages of BusinessWeek: What's Really Propping Up the Economy, 218

Notes, 221

Chapter 6. Selection and Placement, 224

Enter the World of Business: Hiring Decisions: What You Don't Know Can Surely Hurt You, 225

Introduction, 226

Selection Method Standards, 227

Reliability, 227

Validity, 231

Generalizability, 235

Utility, 236

Legality, 237

Competing through Sustainability The Y2Gray Crisis: Making Sure It Won't Happen, 239

Types of Selection Methods, 241

Interviews, 241

References, Biographical Data, and Application Blanks, 243

Physical Ability Tests, 244

Competing through Technology Managing Your Digital Identity: “Dooce” and Don'ts, 245

Cognitive Ability Tests, 246

Personality Inventories, 248

Evidence-Based HR, 250

Work Samples, 251

Competing through Globalization International Programming Competitions: Just Fun and Games?, 252

Honesty Tests and Drug Tests, 253

A Look Back, 254

Summary, 256

Key Terms, 256

Discussion Questions, 256

Self-Assessment Exercise, 256

Exercising Strategy, 257

Managing People: From the Pages of BusinessWeek: White Men Can't Help It, 258

Notes, 259

Chapter 7. Training, 264

Enter the World of Business: Learning Isn't Perishable at Wegmans Food Markets, 265

Introduction, 266

High-Leverage Training Strategy: A Systematic Approach, 267

Designing Effective Training Activities, 269

Needs Assessment, 270

Organizational Analysis, 272

Person Analysis, 275

Task Analysis, 277

Ensuring Employees' Readiness for Training, 279

Competing through Sustainability Capitalizing on Local Talent, 283

Creating a Learning Environment, 283

Ensuring Transfer of Training, 285

Manager Support, 286

Selecting Training Methods, 290

On-the-Job Training (OJT), 294

Competing through Technology A Blended Approach to Learning May Be Most Beneficial, 304

Advice for Choosing a Training Method, 308

Evaluating Training Programs, 309

Evidence-Based HR, 313

Special Training Issues, 314

Cross-Cultural Preparation, 314

Competing through Globalization Language Training Helps World Business, 316

Managing Workforce Diversity, 319

Characteristics of Successful Diversity Efforts, 322

Socialization and Orientation, 326

Socialization, Orientation, and Onboarding Programs, 327

A Look Back, 330

Summary, 330

Key Terms, 330

Discussion Questions, 331

Self-Assessment Exercise, 332

Exercising Strategy, 332

Managing People: From the Pages of BusinessWeek: On-the-Job Video Gaming, 332

Notes, 333

Part 3. Assessment and Development of HRM, 339

Chapter 8. Performance Management, 340

Enter the World of Business: Lions … Tigers … and Bears … and Performance Management, 341

Introduction, 342

The Practice of Performance Management, 343

An Organizational Model of Performance Management, 344

Purposes of Performance Management, 346

Strategic Purpose, 346

Administrative Purpose, 347

Competing through Globalization Going Global Requires a New Performance Management System, 348

Developmental Purpose, 348

Performance Measures Criteria, 351

Strategic Congruence, 351

Competing through Sustainability Strict Emphasis on Short-Term Goals Jeopardizes Long-Term Company Health, 355

Approaches to Measuring Performance, 355

The Comparative Approach, 356

The Attribute Approach, 359

The Behavioral Approach, 362

The Results Approach, 367

Evidence-Based HR, 370

The Quality Approach, 370

Choosing a Source for Performance Information, 375

Competing through Technology Going Paperless Increases the Effectiveness of Performance Management, 380

Rater Errors in Performance Measurement, 381

Reducing Rater Errors, 382

Appraisal Politics, 382

Performance Feedback, 383

The Manager's Role in an Effective Performance Feedback Process, 383

What Managers Can Do to Diagnose Performance Problems and Manage Employees' Performance, 385

Diagnosing the Causes of Poor Performance, 385

Actions for Managing Employees' Performance, 387

Developing and Implementing a System That Follows Legal Guidelines, 388

Use of Technology for Performance Management: Electronic Monitoring, 389

A Look Back, 390

Summary, 391

Key Terms, 391

Discussion Questions, 391

Self-Assessment Exercise, 391

Exercising Strategy, 392

Managing People: From the Pages of BusinessWeek: Cracking the Whip at Wyeth, 392

Notes, 395

Chapter 9. Employee Development, 398

Enter the World of Business: Grit, Sweat, Heavy Equipment, and Employee Development Needed to Finish Projects on Time, 399

Introduction, 400

The Relationship between Development, Training, and Careers, 400

Development and Training, 400

Development and Careers, 401

Approaches to Employee Development, 403

Formal Education, 404

Competing through Technology E-Learning Helps Build Management Talent, 408

Evidence-Based HR, 409

Assessment, 409

Job Experiences, 417

Competing Through Globalization Going around the World Develops Leadership Skills, 424

Interpersonal Relationships, 424

Competing through Sustainability Mentoring Programs Have Potential to Pay Individual, Corporate, and Societal Dividends, 428

Career Management and Development Planning Systems, 429

Special Issues in Employee Development, 433

Melting the Glass Ceiling, 433

Succession Planning, 436

Helping Managers with Dysfunctional Behaviors, 438

A Look Back, 439

Summary, 439

Key Terms, 440

Discussion Questions, 440

Self-Assessment Exercise, 440

Exercising Strategy, 441

Managing People: From the Pages of BusinessWeek: How to Groom the Next Boss, 441

Notes, 442

Chapter 10. Employee Separation and Retention, 446

Enter the World of Business: Is Employee Privacy Going Up in Smoke?, 447

Introduction, 448

Managing Involuntary Turnover, 449

Competing through Sustainability Laws with Unintended Consequences: Is It Legal to Fire Anyone?, 451

Principles of Justice, 453

Progressive Discipline and Alternative Dispute Resolution, 454

Employee Assistance and Wellness Programs, 455

Outplacement Counseling, 456

Competing through Globalization Reclaiming the Lost Generation, 457

Managing Voluntary Turnover, 458

Process of Job Withdrawal, 459

Job Satisfaction and Job Withdrawal, 461

Sources of Job Dissatisfaction, 462

Competing through Technology Best Buy Breaks the Clock, 466

Measuring and Monitoring Job Satisfaction, 470

Survey-Feedback Interventions, 471

A Look Back, 475

Summary, 475

Key Terms, 476

Discussion Questions, 476

Self-Assessment Exercise, 476

Exercising Strategy, 477

Managing People: From the Pages of BusinessWeek: Getting Out of Dodge, 478

Notes, 479

Part 4. Compensation of Human Resources, 483

Chapter 11. Pay Structure Decisions, 484

Enter the World of Business: Toyota Sweats U.S. Labor Cost, 485

Introduction, 486

Equity Theory and Fairness, 487

Developing Pay Levels, 488

Market Pressures, 488

Employees as a Resource, 490

Deciding What to Pay, 490

Market Pay Surveys, 490

Developing a Job Structure, 492

Developing a Pay Structure, 493

Conflicts between Market Pay Surveys and Job Evaluation, 496

Monitoring Compensation Costs, 497

Globalization, Geographic Region, and Pay Structures, 498

Evidence-Based HR, 499

The Importance of Process: Participation and Communication, 500

Participation, 501

Communication, 501

Competing through Technology UW Salary Data Taken Offline, 502

Current Challenges, 502

Problems with Job-Based Pay Structures, 502

Responses to Problems with Job-Based Pay Structures, 503

Can the U.S. Labor Force Compete?, 505

Competing through Globalization Big Blue Shift: IBM Documents Give Rare Look at Sensitive Plans on “Offshoring”, 507

Executive Pay, 509

Competing through Sustainability No Hair Shirts, but Still …, 510

Government Regulation of Employee Compensation, 512

Equal Employment Opportunity, 512

Minimum Wage, Overtime, and Prevailing Wage Laws, 515

A Look Back, 516

Summary, 516

Key Terms, 517

Discussion Questions, 517

Self-Assessment Exercise, 517

Exercising Strategy, 518

Managing People: From the Pages of BusinessWeek: How Rising Wages Are Changing the Game in China, 518

Notes, 520

Chapter 12. Recognizing Employee Contributions with Pay, 522

Enter the World of Business: Employers Increasingly Favor Bonuses to Raises, 523

Introduction, 524

How Does Pay Influence Individual Employees?, 524

Reinforcement Theory, 525

Expectancy Theory, 525

Agency Theory, 525

Competing through Globalization SAP Dangles a Big, Fat Carrot, 527

How Does Pay Influence Labor Force Composition?, 528

Programs, 528

Merit Pay, 530

Evidence-Based HR, 534

Individual Incentives, 536

Profit Sharing and Ownership, 536

Competing through Sustainability Tech Companies Give Stock-Options Value, and Actually Survive, 537

Gainsharing, Group Incentives, and Team Awards, 541

Balanced Scorecard, 543

Managerial and Executive Pay, 544

Process and Context Issues, 546

Employee Participation in Decision Making, 546

Communication, 547

Pay and Process: Intertwined Effects, 547

Organization Strategy and Compensation Strategy: A Question of Fit, 548

Competing through Technology Google Will Let Employees Sell Vested Options, 549

A Look Back, 550

Summary, 550

Key Terms, 551

Discussion Questions, 551

Self-Assessment Exercise, 551

Exercising Strategy, 551

Managing People: From the Pages of BusinessWeek: The Art of Motivation, 552

Notes, 555

Chapter 13. Employee Benefits, 558

Enter the World of Business: The Boss Taketh Away and the Boss Giveth, 559

Introduction, 560

Reasons for Benefits Growth, 561

Benefits Programs, 564

Social Insurance (Legally Required), 565

Private Group Insurance, 567

Competing through Technology To Retain Valued Women Employees, Companies Pitch Flextime as Macho, 568

Evidence-Based HR, 570

Retirement, 572

Competing through Sustainability A Passion for the Planet, 573

Pay for Time Not Worked, 579

Competing Through Globalization Multicountry Benefits Require Delicate Touch: Understanding Local Differences Is Critical, 580

Family-Friendly Policies, 582

Managing Benefits: Employer Objectives and Strategies, 583

Surveys and Benchmarking, 583

Cost Control, 584

Nature of the Workforce, 590

Communicating with Employees, 590

General Regulatory Issues, 594

Nondiscrimination Rules and Qualified Plans, 594

Sex, Age, and Disability, 594

Monitoring Future Benefits Obligations, 595

A Look Back, 595

Summary, 596

Key Terms, 596

Discussion Questions, 596

Self-Assessment Exercise, 597

Exercising Strategy, 597

Managing People: From the Pages of BusinessWeek: Get Healthy—Or Else: Inside One Company's All-Out Attack on Medical Costs, 598

Notes, 601

Part 5. Special Topics in Human Resource Management, 603

Chapter 14. Collective Bargaining and Labor Relations, 604

Enter the World of Business: Streamlined Model: Engine of Change, 605

Introduction, 607

The Labor Relations Framework, 607

Evidence-Based HR, 609

Goals and Strategies, 611

Society, 611

Management, 612

Labor Unions, 613

Union Structure, Administration, and Membership, 614

National and International Unions, 614

Local Unions, 614

American Federation of Labor and Congress of Industrial Organizations (AFL-CIO), 616

Union Security, 616

Union Membership and Bargaining Power, 618

Legal Framework, 622

Unfair Labor Practices—Employers, 623

Unfair Labor Practices—Labor Unions, 624

Enforcement, 624

Competing through Technology A Whole New Game Ball?, 625

Union and Management Interactions: Organizing, 626

Why Do Employees Join Unions?, 626

The Process and Legal Framework of Organizing, 627

Union and Management Interactions: Contract Negotiation, 632

The Negotiation Process, 632

Management's Preparation for Negotiations, 633

Negotiation Stages and Tactics, 634

Bargaining Power, Impasses, and Impasse Resolution, 635

Management's Willingness to Take a Strike, 635

Impasse Resolution Procedures: Alternatives to Strikes, 636

Union and Management Interactions: Contract Administration, 637

Grievance Procedure, 637

Competing through Globalization Rumbles over Labor Reform: Beijing's Proposed Worker Protections Are Giving Multinationals the Jitters, 638

New Labor–Management Strategies, 640

Labor Relations Outcomes, 643

Strikes, 643

Wages and Benefits, 644

Productivity, 644

Competing through Sustainability Model Partnership: Automakers, Labor Could Learn from Harley-Davidson's Kansas City Operation, 645

Profits and Stock Performance, 646

The International Context, 647

The Public Sector, 648

A Look Back, 649

Summary, 650

Key Terms, 650

Discussion Questions, 650

Self-Assessment Exercise, 650

Exercising Strategy, 651

Managing People: From the Pages of BusinessWeek: Twilight of the UAW, 652

Notes, 653

Chapter 15. Managing Human Resources Globally, 656

Enter the World of Business: Global Sourcing of Talent: IBM's Dilemma, 657

Introduction, 658

Current Global Changes, 659

European Economic Community, 659

North American Free Trade Agreement (NAFTA), 660

The Growth of Asia, 660

General Agreement on Tariffs and Trade (GATT), 660

Factors Affecting HRM in Global Markets, 661

Culture, 662

Evidence-Based HR, 666

Education–Human Capital, 666

Political–Legal System, 667

Economic System, 668

Competing through Globalization VW's 28-Hour Work Week Goes Kaput, 669

Managing Employees in a Global Context, 670

Types of International Employees, 670

Levels of Global Participation, 670

Competing through Sustainability CEOs Begin to Embrace Sustainability, 673

Managing Expatriates in Global Markets, 674

Competing through Technology IBM Leverages Technology to Match Employees to Projects, 678

A Look Back, 686

Summary, 686

Key Terms, 687

Discussion Questions, 687

Self-Assessment Exercise, 687

Exercising Strategy, 688

Managing People: From the Pages of BusinessWeek: The Toyota Way to No. 1, 688

Notes, 690

Chapter 16. Strategically Managing the HRM Function, 692

Enter the World of Business: IBM's HR Function Restructures to Support the Business, 693

Introduction, 694

Activities of HRM, 694

Strategic Management of the HRM Function, 694

Building an HR Strategy, 697

The Basic Process, 697

Involving Line Executives, 699

Characterizing HR Strategies, 699

Competing through Globalization Citigroup Matches Human Capital to Revenues, 700

Measuring HRM Effectiveness, 700

Approaches for Evaluating Effectiveness, 701

Improving HRM Effectiveness, 706

Restructuring to Improve HRM Effectiveness, 706

Outsourcing to Improve HRM Effectiveness, 708

Improving HRM Effectiveness through Process Redesign, 709

Competing through Technology CIGNA's HR Uses Technology and Outsourcing to Deliver, 710

Improving HRM Effectiveness through Using New Technologies—HRM Information Systems, 712

Software Applications for HRM, 717

Improving HRM Effectiveness through New Technologies—E-HRM, 717

Competing through Sustainability Tech Companies Go Green, 721

The Future for HR Professionals, 721

A Look Back, 722

Summary, 723

Key Terms, 723

Discussion Questions, 724

Self-Assessment Exercise, 724

Exercising Strategy, 725

Managing People: From the Pages of BusinessWeek: Saving Starbucks' Soul, 726

Notes, 728

Appendix: Human Resource Certification Institute PHR/SPHR Test Specifications, 729

Glossary, 735

Photo Credits, 745

Name and Company Index, 746

Subject Index, 758

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