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Product Details:

  • ISBN-10 ‏ : ‎ 0133029697
  • ISBN-13 ‏ : ‎ 978-0133029697
  • Author: Gomez-Mejia

Managing Human Resources gives future managers a solid business understanding of human resource management skills. The approach used in this text makes human resources relevant to anyone who has to deal with HR issues in the workplace, even those who do not hold the title of manager. The Eighth Edition is updated to include new introductory vignettes, new case studies, and a focus on emerging trends in HR.

 

Table of Content:

  1. PART I Introduction
  2. CHAPTER 1 Meeting Present and Emerging Strategic Human Resource Challenges
  3. CHALLENGES
  4. Human Resource Management: The Challenges
  5. Environmental Challenges
  6. Rapid Change
  7. The Internet Revolution
  8. Workforce Diversity
  9. Globalization
  10. Legislation
  11. Evolving Work and Family Roles
  12. Skill Shortages and the Rise of the Service Sector
  13. Natural Disasters and Terrorism
  14. Organizational Challenges
  15. Competitive Position: Cost, Quality, or Distinctive Capabilities
  16. Decentralization
  17. Downsizing
  18. Organizational Restructuring
  19. Self-Managed Work Teams
  20. The Growth of Small Businesses
  21. Organizational Culture
  22. Technology
  23. Internal Security
  24. Data Security
  25. Outsourcing
  26. Product Integrity
  27. Individual Challenges
  28. Matching People and Organizations
  29. Ethics and Social Responsibility
  30. Productivity
  31. Empowerment
  32. Brain Drain
  33. Job Insecurity
  34. Planning and Implementing Strategic HR Policies
  35. The Benefits of Strategic HR Planning
  36. Encouragement of Proactive Rather than Reactive Behavior
  37. Explicit Communication of Company Goals
  38. Stimulation of Critical Thinking and Ongoing Examination of Assumptions
  39. Identification of Gaps between Current Situation and Future Vision
  40. Encouragement of Line Managers’ Participation
  41. Identification of HR Constraints and Opportunities
  42. Creation of Common Bonds
  43. The Challenges of Strategic HR Planning
  44. Maintaining a Competitive Advantage
  45. Reinforcing Overall Business Strategy
  46. Avoiding Excessive Concentration on Day-to-Day Problems
  47. Developing HR Strategies Suited to Unique Organizational Features
  48. Coping with the Environment
  49. Securing Management Commitment
  50. Translating the Strategic Plan into Action
  51. Combining Intended and Emergent Strategies
  52. Accommodating Change
  53. Strategic HR Choices
  54. Work Flows
  55. Staffing
  56. Employee Separations
  57. Performance Appraisal
  58. Training and Career Development
  59. Compensation
  60. Employee and Labor Relations
  61. Employee Rights
  62. International Management
  63. Selecting HR Strategies to Increase Firm Performance
  64. Fit with Organizational Strategies
  65. Corporate Strategies
  66. Porter’s Business Unit Strategies
  67. Miles and Snow’s Business Strategies
  68. Fit with the Environment
  69. Fit with Organizational Characteristics
  70. The Production Process for Converting Inputs into Output
  71. The Firm’s Market Posture
  72. The Firm’s Overall Managerial Philosophy
  73. The Firm’s Organizational Structure
  74. The Firm’s Organizational Culture
  75. Fit with Organizational Capabilities
  76. Choosing Consistent and Appropriate HR Tactics to Implement HR Strategies
  77. HR Best Practices
  78. The HR Department and Managers: An Important Partnership
  79. Specialization in Human Resource Management
  80. Summary and Conclusions
  81. Human Resource Management: The Challenges
  82. Planning and Implementing Strategic HR Policies
  83. Selecting HR Strategies to Increase Firm Performance
  84. The HR Department and Managers: An Important Partnership
  85. Key Terms
  86. Discussion Questions
  87. References
  88. PART II The Contexts of Human Resource Management
  89. CHAPTER 2 Managing Work Flows and Conducting Job Analysis
  90. CHALLENGES
  91. Work: The Organizational Perspective
  92. Strategy and Organizational Structure
  93. Designing the Organization
  94. Bureaucratic Organization
  95. Flat Organization
  96. Boundaryless Organization
  97. Work-Flow Analysis
  98. Business Process Reengineering
  99. Work: The Group Perspective
  100. Self-Managed Teams
  101. Other Types of Teams
  102. Work: The Individual Perspective
  103. Motivating Employees
  104. Two-Factor Theory
  105. Work Adjustment Theory
  106. Goal-Setting Theory
  107. Job Characteristics Theory
  108. Designing Jobs and Conducting Job Analysis
  109. Job Design
  110. Work Simplification
  111. Job Enlargement and Job Rotation
  112. Job Enrichment
  113. Team-Based Job Designs
  114. Job Analysis
  115. Who Performs Job Analysis?
  116. Methods of Gathering Job Information
  117. The Uses of Job Analysis
  118. The Techniques of Job Analysis
  119. Task Inventory Analysis
  120. Critical Incident Technique
  121. Position Analysis Questionnaire (PAQ)
  122. Functional Job Analysis
  123. Job Analysis and the Legal Environment
  124. Job Analysis and Organizational Flexibility
  125. Job Descriptions
  126. Elements of a Job Description
  127. Identification Information
  128. Job Summary
  129. Job Duties and Responsibilities
  130. Job Specifications and Minimum Qualifications
  131. Job or Work?
  132. The Flexible Workforce
  133. Contingent Workers
  134. Temporary Employees
  135. Part-Time Employees
  136. Outsourcing/Subcontracting
  137. Outsourcing Advantages
  138. Outsourcing Disadvantages
  139. Offshore Outsourcing
  140. Contract Workers
  141. College Interns
  142. Flexible Work Schedules
  143. Flexible Work Hours
  144. Compressed Workweeks
  145. Telecommuting
  146. The Mobile Workplace
  147. Human Resource Information Systems
  148. HRIS Applications
  149. HRIS Security and Privacy
  150. Summary and Conclusions
  151. Work: The Organizational Perspective
  152. Work: The Group Perspective
  153. Work: The Individual Perspective
  154. Designing Jobs and Conducting Job Analysis
  155. The Flexible Workforce
  156. Human Resource Information Systems
  157. Key Terms
  158. Discussion Questions
  159. CHAPTER 3 Understanding Equal Opportunity and the Legal Environment
  160. CHALLENGES
  161. Why Understanding the Legal Environment Is Important
  162. Doing the Right Thing
  163. Realizing the Limitations of the HR and Legal Departments
  164. Limiting Potential Liability
  165. Challenges to Legal Compliance
  166. A Dynamic Legal Landscape
  167. The Complexity of Laws
  168. Conflicting Strategies for Fair Employment
  169. Unintended Consequences
  170. Equal Employment Opportunity Laws
  171. The Equal Pay Act of 1963
  172. Title VII of the Civil Rights Act of 1964
  173. General Provisions
  174. Discrimination Defined
  175. Defense of Discrimination Charges
  176. Title VII and Pregnancy
  177. Sexual Harassment
  178. The Civil Rights Act of 1991
  179. Executive Order 11246
  180. The Age Discrimination in Employment Act of 1967
  181. The Americans with Disabilities Act of 1990
  182. Individuals with Disabilities
  183. Intellectual Disabilities
  184. Essential Functions
  185. Reasonable Accommodation
  186. The Vocational Rehabilitation Act of 1973
  187. The Vietnam ERA Veterans Readjustment Act of 1974
  188. EEO Enforcement and Compliance
  189. Regulatory Agencies
  190. Equal Employment Opportunity Commission (EEOC)
  191. Office of Federal Contract Compliance Programs (OFCCP)
  192. Affirmative Action Plans
  193. Utilization Analysis
  194. Goals and Timetables
  195. Action Plans
  196. Other Important Laws
  197. Avoiding Pitfalls in EEO
  198. Provide Training
  199. Establish a Complaint Resolution Process
  200. Document Decisions
  201. Be Honest
  202. Ask Only for Information You Need to Know
  203. Summary and Conclusions
  204. Why Understanding the Legal Environment Is Important
  205. Challenges to Legal Compliance
  206. Equal Employment Opportunity Laws
  207. EEO Enforcement and Compliance
  208. Other Important Laws
  209. Avoiding Pitfalls in EEO
  210. Key Terms
  211. Discussion Questions
  212. APPENDIX TO CHAPTER 3 Human Resource Legislation Discussed in This Text
  213. Laws discussed briefly :
  214. CHAPTER 4 Managing Diversity
  215. CHALLENGES
  216. What Is Diversity?
  217. Why Manage Employee Diversity?
  218. Affirmative Action Versus Managing Employee Diversity
  219. Demographic Trends
  220. Lexington Consulting, El Cajon, California (35 employees)
  221. Pursuit of Excellence (11 employees)
  222. A10 Clinical Solutions, Cary, North Carolina (17 employees)
  223. Zempleo, Lafayette, California (41 employees)
  224. Diversity as an Asset
  225. Marketing Concerns
  226. Diversity as Part of Corporate Strategy
  227. Challenges in Managing Employee Diversity
  228. Diversity Versus Inclusiveness
  229. Individual Versus Group Fairness
  230. Resistance to Change
  231. Group Cohesiveness and Interpersonal Conflict
  232. Segmented Communication Networks
  233. Resentment
  234. Retention
  235. Competition for Opportunities
  236. Diversity in Organizations
  237. African Americans
  238. Asian Americans
  239. People with Disabilities
  240. The Foreign Born
  241. Homosexuals
  242. Latinos (Hispanic Americans)
  243. Older Workers
  244. Religious Minorities
  245. Women
  246. Biological Constraints and Social Roles
  247. A Male-Dominated Corporate Culture
  248. Exclusionary Networks
  249. Sexual Harassment
  250. Improving the Management of Diversity
  251. Creating an Inclusive Organizational Culture
  252. Top-Management Commitment to Valuing Diversity
  253. Appraising and Rewarding Managers for Good Diversity Practices
  254. Diversity Training Programs
  255. Support Groups
  256. Accommodation of Family Needs
  257. Day Care
  258. Alternative Work Patterns
  259. Senior Mentoring Programs
  260. Apprenticeships
  261. Communication Standards
  262. Diversity Audits
  263. Management Responsibility and Accountability
  264. Some Warnings
  265. Avoiding the Appearance of “White Male Bashing”
  266. Avoiding the Promotion of Stereotypes
  267. Summary and Conclusions
  268. What Is Diversity?
  269. Challenges in Managing Employee Diversity
  270. Diversity in Organizations
  271. Improving the Management of Diversity
  272. Some Warnings
  273. Key Terms
  274. Discussion Questions
  275. PART III Staffing
  276. CHAPTER 5 Recruiting and Selecting Employees
  277. CHALLENGES
  278. Human Resource Supply and Demand
  279. A Simplified Example of Forecasting Labor Demand and Supply
  280. Forecasting Techniques
  281. The Hiring Process
  282. Challenges in the Hiring Process
  283. Determining Characteristics Important to Performance
  284. Measuring Characteristics That Determine Performance
  285. The Motivation Factor
  286. Who Should Make the Decision?
  287. Meeting the Challenge of Effective Staffing
  288. Recruitment
  289. Sources of Recruiting
  290. Nontraditional Recruiting
  291. External Versus Internal Candidates
  292. Recruiting Protected Classes
  293. Planning the Recruitment Effort
  294. Planning Your Job Search
  295. Selection
  296. Reliability and Validity
  297. Selection Tools as Predictors of Job Performance
  298. Letters of Recommendation
  299. Application Forms
  300. Ability Tests
  301. Personality Tests
  302. Honesty Tests
  303. Interviews
  304. Assessment Centers
  305. Drug Tests
  306. Reference Checks
  307. Background Checks
  308. Handwriting Analysis
  309. Combining Predictors
  310. Selection and Person/Organization Fit
  311. Reactions to Selection Devices
  312. Legal Issues in Staffing
  313. Discrimination Laws
  314. Affirmative Action
  315. Negligent Hiring
  316. Summary and Conclusions
  317. Human Resource Supply and Demand
  318. The Hiring Process
  319. Challenges in the Hiring Process
  320. Meeting the Challenge of Effective Staffing
  321. Recruitment
  322. Selection
  323. Legal Issues in Staffing
  324. Key Terms
  325. Discussion Questions
  326. CHAPTER 6 Managing Employee Separations, Downsizing, and Outplacement
  327. CHALLENGES
  328. What Are Employee Separations?
  329. The Costs of Employee Separations
  330. Recruitment Costs
  331. Selection Costs
  332. Training Costs
  333. Separation Costs
  334. The Benefits of Employee Separations
  335. Reduced Labor Costs
  336. Replacement of Poor Performers
  337. Increased Innovation
  338. The Opportunity for Greater Diversity
  339. Types of Employee Separations
  340. Voluntary Separations
  341. Quits
  342. Retirements
  343. Involuntary Separations
  344. Discharges
  345. Layoffs
  346. Layoffs, Downsizing, and Rightsizing
  347. Managing Early Retirements
  348. The Features of Early Retirement Policies
  349. Avoiding Problems with Early Retirements
  350. Managing Layoffs
  351. Alternatives to Layoffs
  352. Employment Policies
  353. Changes in Job Design
  354. Pay and Benefits Policies
  355. Training
  356. Implementing a Layoff
  357. Notifying Employees
  358. Developing Layoff Criteria
  359. Communicating to Laid-Off Employees
  360. Coordinating Media Relations
  361. Maintaining Security
  362. Reassuring Survivors of the Layoff
  363. Outplacement
  364. The Goals of Outplacement
  365. Outplacement Services
  366. Emotional Support
  367. Job-Search Assistance
  368. Summary and Conclusions
  369. What Are Employee Separations?
  370. Types of Employee Separations
  371. Managing Early Retirements
  372. Managing Layoffs
  373. Outplacement
  374. Key Terms
  375. Discussion Questions
  376. PART IV Employee Development
  377. CHAPTER 7 Appraising and Managing Performance
  378. CHALLENGES
  379. What Is Performance Appraisal?
  380. The Uses of Performance Appraisal
  381. Identifying Performance Dimensions
  382. Measuring Performance
  383. Measurement Tools
  384. Relative and Absolute Judgments
  385. Trait, Behavioral, and Outcome Data
  386. Measurement Tools: Summary and Conclusions
  387. Challenges to Effective Performance Measurement
  388. Rater Errors and Bias
  389. The Influence of Liking
  390. Organizational Politics
  391. Individual or Group Focus
  392. Legal Issues
  393. Managing Performance
  394. The Appraisal Interview
  395. Performance Improvement
  396. Identifying the Causes of Performance Problems
  397. Developing an Action Plan and Empowering Workers to Reach a Solution
  398. Directing Communication at Performance
  399. Summary and Conclusions
  400. What Is Performance Appraisal?
  401. Identifying Performance Dimensions
  402. Measuring Performance
  403. Managing Performance
  404. Key Terms
  405. Discussion Questions
  406. APPENDIX TO Chapter 7The Critical-Incident Technique: A Method for Developing a Behaviorally Based Appraisal Instrument
  407. CIT Steps
  408. CHAPTER 8 Training the Workforce
  409. CHALLENGES
  410. Key Training Issues
  411. Training Versus Development
  412. Challenges in Training
  413. Is Training the Solution?
  414. Are the Goals Clear and Realistic?
  415. Is Training a Good Investment?
  416. Will Training Work?
  417. Managing the Training Process
  418. The Needs Assessment Phase
  419. The Levels of Needs Assessment
  420. Clarifying the Objectives of Training
  421. The Training and Conduct Phase
  422. Location Options
  423. Presentation Options
  424. Slides and Videotapes
  425. Teletraining
  426. Computers
  427. Simulations
  428. Virtual Reality
  429. Classroom Instruction and Role-Plays
  430. Types of Training
  431. Skills Training
  432. Retraining
  433. Cross-Functional Training
  434. Team Training
  435. Creativity Training
  436. Literacy Training
  437. Diversity Training
  438. Crisis Training
  439. Ethics Training
  440. Customer Service Training
  441. The Evaluation Phase
  442. Legal Issues and Training
  443. A Special Case: Orientation and Socialization
  444. Summary and Conclusions
  445. Training Versus Development
  446. Challenges in Training
  447. Managing the Training Process
  448. A Special Case: Orientation and Socialization
  449. Key Terms
  450. Discussion Questions
  451. CHAPTER 9 Developing Careers
  452. CHALLENGES
  453. What Is Career Development?
  454. Challenges in Career Development
  455. Who Will Be Responsible?
  456. How Much Emphasis Is Appropriate?
  457. How Will the Needs of a Diverse Workforce Be Met?
  458. Meeting the Challenges of Effective Development
  459. The Assessment Phase
  460. Self-Assessment
  461. Basic Management Implications for Each Career Anchor
  462. Organizational Assessment
  463. The Direction Phase
  464. Individual Career Counseling
  465. Information Services
  466. The Development Phase
  467. Mentoring
  468. Coaching
  469. Job Rotation
  470. Tuition Assistance Programs
  471. Self-Development
  472. Money
  473. Work
  474. Life
  475. Development Suggestions
  476. Advancement Suggestions
  477. Summary and Conclusions
  478. What Is Career Development?
  479. Challenges in Career Development
  480. Meeting the Challenges of Effective Development
  481. Self-Development
  482. Key Terms
  483. Discussion Questions
  484. PART V Compensation
  485. CHAPTER 10 Managing Compensation
  486. CHALLENGES
  487. What Is Compensation?
  488. Designing a Compensation System
  489. Internal Versus External Equity
  490. The Distributive Justice Model
  491. The Labor Market Model
  492. Balancing Equity
  493. Fixed Versus Variable Pay
  494. Shift to Variable Pay Plans Continues
  495. Race to the Bottom: Mexico Lowers Wages to Snare International Auto Production
  496. Making Wage Concessions at Airlines
  497. Pensions Going Up in Smoke
  498. Medical Doctors Being Squeezed
  499. Documenting Pay Cuts Around the World
  500. Performance Versus Membership
  501. Job Versus Individual Pay
  502. Elitism Versus Egalitarianism
  503. Below-Market Versus Above-Market Compensation
  504. Monetary Versus Nonmonetary Rewards
  505. Open Versus Secret Pay
  506. Centralization Versus Decentralization of Pay Decisions
  507. Summary
  508. Compensation Tools
  509. Job-Based Compensation Plans
  510. Achieving Internal Equity: Job Evaluation
  511. Step 1: Conduct Job Analysis
  512. Step 2: Write Job Descriptions
  513. Step 3: Determine Job Specifications
  514. Step 4: Rate Worth of All Jobs Using a Predetermined System
  515. Step 5: Create a Job Hierarchy
  516. Step 6: Classify Jobs by Grade Levels
  517. Achieving External Equity: Market Surveys
  518. Comp Quest Online ( www.towerswatson.com )
  519. Global Directory of Salary Surveys (http://jobmob.co.il)
  520. Survey Finder (hrcom.salary.com)
  521. Step 1: Identify Benchmark or Key Jobs
  522. Step 2: Establish a Pay Policy
  523. Achieving Individual Equity: Within-Pay-Range Positioning Criteria
  524. Evaluating Job-Based Compensation Plans
  525. Suggestions for Practice
  526. Skill-Based Compensation Plans
  527. Special Compensation Issues in Small Firms
  528. The Legal Environment and Pay System Governance
  529. The Fair Labor Standards Act
  530. Minimum Wages
  531. Overtime
  532. The Equal Pay Act
  533. Comparable Worth
  534. Role of the Office of Federal Contract Compliance Programs (OFCCP)
  535. The Internal Revenue Code
  536. Summary and Conclusions
  537. What Is Compensation?
  538. Designing a Compensation System
  539. Compensation Tools
  540. The Legal Environment and Pay System Governance
  541. Key Terms
  542. Discussion Questions
  543. CHAPTER 11 Rewarding Performance
  544. CHALLENGES
  545. Pay for Performance: The Challenges
  546. The “Do Only What You Get Paid For” Syndrome
  547. Unethical Behaviors
  548. Negative Effects on the Spirit of Cooperation
  549. Lack of Control
  550. Rewarding Hospitals for Quality Care
  551. Gainsharing for Doctors
  552. Doctors Paid to Prescribe Generic Pills
  553. Report Cards for Surgeons
  554. What the Doctor’s Aren’t Disclosing
  555. Use of Orthopedic Devices
  556. Difficulties in Measuring Performance
  557. Psychological Contracts
  558. The Credibility Gap
  559. Job Dissatisfaction and Stress
  560. Potential Reduction of Intrinsic Drives
  561. Meeting the Challenges of Pay-for-Performance Systems
  562. Develop a Complementary Relationship Between Extrinsic and Intrinsic Rewards
  563. Link Pay and Performance Appropriately
  564. Use Pay for Performance as Part of a Broader HRM System
  565. Build Employee Trust
  566. Promote the Belief That Performance Makes a Difference
  567. Use Multiple Layers of Rewards
  568. Increase Employee Involvement
  569. Stress the Importance of Acting Ethically
  570. Use Motivation and Nonfinancial Incentives
  571. Types of Pay-for-Performance Plans
  572. Individual-Based Plans
  573. Advantages of Individual-Based Pay-for-Performance Plans
  574. Disadvantages of Individual-Based Pay-for-Performance Plans
  575. When are Individual-Based Plans Most Likely to Succeed?
  576. Team-Based Plans
  577. Advantages of Team-Based Pay-for-Performance Plans
  578. Disadvantages of Team-Based Pay-for-Performance Plans
  579. Under Which Conditions are Team-Based Plans Most Likely to Succeed?
  580. Plantwide Plans
  581. Advantages of Plantwide Pay-for-Performance Plans
  582. Disadvantages of Plantwide Pay-for-Performance Plans
  583. Conditions Favoring Plantwide Plans
  584. Corporatewide Plans
  585. Advantages of Corporatewide Pay-for-Performance Plans
  586. Disadvantages of Corporatewide Pay-for-Performance Plans
  587. Conditions Favoring Corporatewide Plans
  588. Designing Pay-for-Performance Plans for Executives and Salespeople
  589. Executives
  590. Salary and Short-Term Incentives
  591. Long-Term Incentives
  592. Golden Parachutes
  593. Rewards for Social Responsibility
  594. Perks
  595. Directors and Shareholders as Equity Partners
  596. Salespeople
  597. Rewarding Excellence in Customer Service
  598. Pay-For-Performance Programs in Small Firms
  599. Summary and Conclusions
  600. Pay-for-Performance: The Challenges
  601. Meeting the Challenges of Pay-for-Performance Systems
  602. Types of Pay-for-Performance Plans
  603. Designing Pay-for-Performance Plans for Executives and Salespeople
  604. Designing Pay-for-Performance Plans in Small Firms
  605. Key Terms
  606. Discussion Questions
  607. References
  608. CHAPTER 12 Designing and Administering Benefits
  609. CHALLENGES
  610. An Overview of Benefits
  611. Basic Terminology
  612. The Cost of Benefits in the United States
  613. Federal Tax Policy
  614. Federal Legislation
  615. Union Influence
  616. Cost Savings of Group Plans
  617. Types of Benefits
  618. The Benefits Strategy
  619. The Benefits Mix
  620. Benefits Amount
  621. Flexibility of Benefits
  622. Legally Required Benefits
  623. Social Security
  624. Retirement Income
  625. Disability Income
  626. Medicare
  627. Survivor Benefits
  628. Workers’ Compensation
  629. Unemployment Insurance
  630. Unpaid Leave
  631. Voluntary Benefits
  632. Health Insurance
  633. Traditional Health Insurance
  634. Health Maintenance Organizations (HMOs)
  635. Preferred Provider Organizations (PPOs)
  636. Health Insurance Coverage of Employees’ Partners
  637. Health Savings Accounts
  638. Health Care Cost Containment
  639. Retirement Benefits
  640. ERISA
  641. Defined Benefit Plans
  642. Defined Contribution Plans
  643. 401(k) Plan
  644. IRA
  645. SEP
  646. Profit-Sharing Keogh Plan
  647. Hybrid Pension Plans
  648. Insurance Plans
  649. Life Insurance
  650. Long-Term Disability Insurance
  651. Paid Time Off
  652. Sick Leave
  653. Vacations
  654. Severance Pay
  655. Paid Parental Leave
  656. Holidays and Other Paid Time Off
  657. Employee Services
  658. Administering Benefits
  659. Flexible Benefits
  660. Types of Flexible Benefits Plans
  661. Challenges With Flexible Benefits
  662. Benefits Communication
  663. Summary and Conclusions
  664. An Overview of Benefits
  665. The Benefits Strategy
  666. Legally Required Benefits
  667. Voluntary Benefits
  668. Administering Benefits
  669. Key Terms
  670. Discussion Questions
  671. PART VI Governance
  672. CHAPTER 13 Developing Employee Relations
  673. CHALLENGES
  674. The Roles of the Manager and the Employee Relations Specialist
  675. Developing Employee Communications
  676. Types of Information
  677. How Communication Works
  678. Downward and Upward Communication
  679. Encouraging Effective Communications
  680. Information Dissemination Programs
  681. The Employee Handbook
  682. Written Communications: Memos, Financial Statements, Newsletters, and Bulletin Boards
  683. Audiovisual Communications
  684. Electronic Communications
  685. Meetings
  686. Retreats
  687. Informal Communications
  688. Employee Feedback Programs
  689. Employee Attitude Surveys
  690. Appeals Procedures
  691. Employee Assistance Programs
  692. Employee Recognition Programs
  693. Suggestion Systems
  694. Recognition Awards
  695. Summary and Conclusions
  696. The Roles of the Manager and the Employee Relations Specialist
  697. Developing Employee Communications
  698. Encouraging Effective Communications
  699. Employee Recognition Programs
  700. Key Terms
  701. Discussion Questions
  702. CHAPTER 14 Respecting Employee Rights and Managing Discipline
  703. CHALLENGES
  704. Employee Rights
  705. Statutory Rights
  706. Contractual Rights
  707. Other Rights
  708. Right to Ethical Treatment
  709. Limited Right to Privacy
  710. Limited Right to Free Speech
  711. Management Rights
  712. Employment at Will
  713. Legal Limitations to Employment at Will
  714. Public Policy Exceptions
  715. Implied Contracts
  716. Lack of Good Faith and Fair Dealing
  717. Employee Rights Challenges: A Balancing Act
  718. Random Drug Testing
  719. Electronic Monitoring
  720. Whistle-Blowing
  721. Restrictions on Moonlighting
  722. Restrictions on Office Romance
  723. Disciplining Employees
  724. Progressive Discipline
  725. Positive Discipline
  726. Administering and Managing Discipline
  727. The Just Cause Standard of Discipline
  728. The Right to Appeal Discipline
  729. Managing Difficult Employees
  730. Poor Attendance
  731. Poor Performance
  732. Insubordination
  733. Workplace Bullying
  734. Alcohol-Related Misconduct
  735. Illegal Drug Use and Abuse
  736. Preventing the Need for Discipline with Human Resource Management
  737. Recruitment and Selection
  738. Training and Development
  739. Human Resource Planning
  740. Performance Appraisal
  741. Compensation
  742. Summary and Conclusions
  743. Employee Rights
  744. Management Rights
  745. Employee Rights Challenges: A Balancing Act
  746. Disciplining Employees
  747. Administering and Managing Discipline
  748. Managing Difficult Employees
  749. Preventing the Need for Discipline with Human Resource Management
  750. Key Terms
  751. Discussion Questions
  752. CHAPTER 15 Working with Organized Labor
  753. CHALLENGES
  754. Why Do Employees Join Unions?
  755. The Origins of U.S. Labor Unions
  756. The Role of the Manager in Labor Relations
  757. Labor Relations and the Legal Environment
  758. The Wagner Act
  759. The Taft-Hartley Act
  760. The Landrum-Griffin Act
  761. Labor Relations in the United States
  762. Business Unionism
  763. Unions Structured by Type of Job
  764. Focus on Collective Bargaining
  765. Labor Contracts
  766. The Adversarial Nature of Labor–Management Relations and Shrinking Union Membership
  767. The Growth of Unions in the Public Sector
  768. Labor Relations in Other Countries
  769. How Unions Differ Internationally
  770. Labor Relations in Germany
  771. Labor Relations in Japan
  772. Labor Relations Strategy
  773. Union Acceptance Strategy
  774. Union Avoidance Strategy
  775. Union Substitution
  776. Union Suppression
  777. Managing the Labor Relations Process
  778. Union Organizing
  779. Union Solicitation
  780. Preelection Conduct
  781. Certification Election
  782. Collective Bargaining
  783. Bargaining Behavior
  784. Bargaining Power
  785. Distributive Bargaining
  786. Integrative Bargaining
  787. Bargaining Topics
  788. Impasses in Bargaining
  789. Contract Administration
  790. Steps in the Grievance Procedure
  791. Types of Grievances
  792. Benefits of Union Grievance Procedures
  793. The Impact of Unions on Human Resource Management
  794. Staffing
  795. Employee Development
  796. Compensation
  797. Employee Relations
  798. Summary and Conclusions
  799. Why Do Employees Join Unions?
  800. Labor Relations and the Legal Environment
  801. Labor Relations in the United States
  802. Labor Relations in Other Countries
  803. Labor Relations Strategy
  804. Managing the Labor Relations Process
  805. The Impact of Unions on Human Resource Management
  806. Key Terms
  807. Discussion Questions
  808. CHAPTER 16 Managing Workplace Safety and Health
  809. CHALLENGES
  810. Workplace Safety and the Law
  811. Workers’ Compensation
  812. The Benefits of Workers’ Compensation
  813. The Costs of Workers’ Compensation
  814. The Occupational Safety and Health Act (OSHA)
  815. OSHA’s Provisions
  816. The Occupational Safety and Health Administration
  817. The Occupational Safety and Health Review Commission (OSHRC)
  818. The National Institute for Occupational Safety and Health (NIOSH)
  819. State Programs
  820. The Effectiveness of OSHA
  821. Managing Contemporary Safety, Health, and Behavioral Issues
  822. AIDS
  823. OSHA
  824. ADA and the Manager’s Role
  825. Violence in the Workplace
  826. Reducing Assaults and Threats
  827. Reducing Threats from Sabotage
  828. Cumulative Trauma Disorders
  829. Hearing Impairment
  830. Fetal Protection, Hazardous Chemicals, and Genetic Testing
  831. Hazardous Chemicals
  832. Genetic Testing
  833. Safety and Health Programs
  834. Safety Programs
  835. Employee Assistance Programs (EAPs)
  836. Wellness Programs
  837. The Rewards of Good Health Habits
  838. Summary and Conclusions
  839. Workplace Safety and the Law
  840. Managing Contemporary Safety, Health, and Behavioral Issues
  841. Safety and Health Programs
  842. Key Terms
  843. Discussion Questions
  844. CHAPTER 17 International HRM Challenge
  845. CHALLENGES
  846. The Stages of International Involvement
  847. The Rise of Outsourcing
  848. Falling Barriers
  849. Small- and Medium-Size Enterprises Are Also Going Global
  850. The Global Manager
  851. Determining the Mix of Host-Country and Expatriate Employees
  852. The Challenges of Expatriate Assignments
  853. Why International Assignments End in Failure
  854. Career Blockage
  855. Culture Shock
  856. Lack of Predeparture Cross-Cultural Training
  857. Overemphasis on Technical Qualifications
  858. Getting Rid of a Troublesome Employee
  859. Family Problems
  860. Difficulties on Return
  861. Lack of Respect for Acquired Skills
  862. Loss of Status
  863. Poor Planning for Return Position
  864. Reverse Culture Shock
  865. Effectively Managing Expatriate Assignments with HRM Policies and Practices
  866. Selection
  867. Training
  868. Career Development
  869. Compensation
  870. Role of HR Department
  871. Women and International Assignments
  872. Developing HRM Policies in a Global Context
  873. National Culture, Organizational Characteristics, and HRM Practices
  874. EEO in the International Context
  875. Important Caveats
  876. Human Resources Management and Exporting Firms
  877. Ethics and Social Responsibility
  878. Dealing with Political Risks
  879. Summary and Conclusions
  880. The Stages of International Involvement
  881. Determining the Mix of Host-Country and Expatriate Employees
  882. The Challenges of Expatriate Assignments
  883. Enhancing the Effectiveness of Expatriate Assignments
  884. Developing HRM Policies in a Global Context
  885. Human Resource Management and Exporting Firms
  886. Key Terms
  887. Discussion Questions
  888. Appendix
  889. HRM and Business Periodicals
  890. Concise Dictionary of HR Terminology
  891. Company, Name, and Product Index
  892. A
  893. B
  894. C
  895. D
  896. E
  897. F
  898. G
  899. H
  900. I
  901. J
  902. K
  903. L
  904. M
  905. N
  906. O
  907. P
  908. Q
  909. R
  910. S
  911. T
  912. U
  913. V
  914. W
  915. X
  916. Y
  917. Z
  918. Subject Index
  919. A
  920. B
  921. C
  922. D
  923. E
  924. F
  925. G
  926. H
  927. I
  928. J
  929. K
  930. L
  931. M
  932. N
  933. O
  934. P
  935. Q
  936. R
  937. S
  938. T
  939. U
  940. V
  941. W
  942. Y
  943. Pearson’s MyLab™

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