标题：人力资源管理（第11版）
图书信息
图书详细信息：ISBN：9787302229872定价：75元印次：1-5装帧：平装印刷日期：2012-10-16
图书简介
美国佛罗里达国际大学工商管理学院管理与国际商业系教授。著名的人力资源管理和组织管理专家，并担 任人事招聘、人事政策、雇员测评与甄选以及战略规划等领域的专业咨询顾问。 致力于人力资源管理和 组织管理领域的研究，在美国《管理学会杂志》（Academy of Management Journal）等著名刊物上发表了大量学术论文。撰写的《人力资源管理》教科书自面世以来，被翻译成十余种文字在许多国家和地区出版。加里·德斯勒教授撰写《人力资源管理》一书的目标一直是以易读、实用的方式，对基本的人力资源管理概念和人力资源管理技巧进行完整而全面的阐述。第11版依然保持了原有的实用性和可读性。本书分为五个部分：导论，员工招募与配置，培训与开发，薪酬管理，以及员工关系。本书提供了丰富的案例和练习，并以多种专栏的形式介绍了人力资源管理的最新实践。本书适用于人力资源管理、劳动和社会保障、劳动关系专业教学，也可供企业人力资源管理者以及各类组织中的相关人员学习参考。
图书前言
世纪之交，中国与世界的发展呈现最显著的两大趋势枣以网络为代表的信息技术的突飞猛进，以及经济全球化的激烈挑战。无论是无远弗界的因特网，还是日益密切的政治、经济、文化等方面的国际合作，都标示着21世纪的中国是一个更加开放的中国，也面临着一个更加开放的世界。 
教育，特别是管理教育总是扮演着学习与合作的先行者的角色。改革开放以来，尤其是20世纪90年代之后，为了探寻中国国情与国际上一切优秀的管理教育思想、方法和手段的完美结合，为了更好地培养高层次的“面向国际市场竞争、具备国际经营头脑”的管理者，我国的教育机构与美国、欧洲、澳洲以及亚洲一些国家和地区的大量的著名管理学院和顶尖跨国企业建立了长期密切的合作关系。以清华大学经济管理学院为例，2000年，学院顾问委员会成立，并于10月举行了第一次会议，2001年4月又举行了第二次会议。这个顾问委员会包括了世界上最大的一些跨国公司和中国几家顶尖企业的最高领导人，其阵容之大、层次之高，超过了世界上任何一所商学院。在这样高层次、多样化、重实效的管理教育国际合作中，教师和学生与国外的交流机会大幅度增加，越来越深刻地融入到全球性的教育、文化和思想观念的时代变革中，我们的管理教育工作者和经济管理学习者，更加真切地体验到这个世界正发生着深刻的变化，也更主动地探寻和把握着世界经济发展和跨国企业运作的脉搏。 
图书目录
B Introduction to Human Resource Management 1B Equal opportunity and the Law 31B Strategic Human Resource Management and the HR Scorecard 77Part 2 Recruitment and Placement 125O JobAnalysis 125B Personnel Planning and Recruiting 165D EmployeeT6sting and Selection 209B Interviewing Candidates 253Part 3 TFaininq and Development 291. and Development 291B Training and Developing Employees 291D Performance Management andAPPraisal 335T Managing Careers 377Part4 Compensation 421T Establishing Strategic Fay Plans 421T Pay for Performance and Financial incentives 471T Benefits and Services 509Part 5 Employee Relations 551T Ethics, Justice, and FairTreatment in HR Management 551in Labor Relations and Collective Bargaining 595to EmPloyee Safety and Health 637N Managinq Global Human Resources 693
x BRIEF CONTENTSAppendicesAppendix A Applying HR Content, Personal Competencies, and Business Knowledge fSupplementary Study and Discussion Assignments 737Appendix B Comprehensive Cases 745ppendix B Comprehensive Cases 745Glossary 761y 161Photo Credits 771Name and orqanization Index 773.anlzation Index 773Subject index 785J
CONTENTS
Freface xxvAcknowledqments xxix.ments xxixPart 1 Introduction 1
Chapter B Introduction to Human Resource Management 1Human Resource Manaqement at Work 2gement at Work 2What is Human Resource Management? 2Why is Human Resource Management Important to All Managers? 3J & portant to All Managers? 3Line and StaffAspects of Human Resource Management 3Line Managers' Human Resource Duties 45Human Resource Manager's Duties 4Cooperative Line and Staff HR Management' An Example 5From Line Manager to HR Manager 7The Changing Environment of Human Resource Management 8ging Environment of Human Resource Management 8Globalization Trends 8Technological Trends 10Trends in the Nature of Work 10WOrkforce Demographic Trends 11The Chanqing Role of Human Resource Management 12.lug Role of Human Resource Management 12RtrateZic Human Resource Manaaement 12strategic Human Resource Management 12Creating High-Performance Work Systems 13Measuring the Human Resource Management Team's Performance 15& [he Human Resource Management Team's Performance 15Managing with the HR Scorecard Process 17.lug with the HR Scorecard Process 17The Human Resource Manaqer's Proficiencies 17Her's Proficiencies 17Four Proficiencies 17HR Certification 18Managing within the Law 18&lug within the Law 18Managing Ethics 20The Plan of This Book 20The Basic Themes and Features 20Chapter Contents Overview 21Part I i Introduction ZIPart Zi Recruitment and Placement ZIPart 3t Training and Development 22Part 4f Compensation 22pensation 22Part sa EmploVee Relations 22ployee Relations 22The Topics Are interrelated 22CummarV 23summary 23Discussion Questions 24
- XII CONTENTSIndividual and GrouP Activities 24ExDeriential Exercise: HelDing "The Donald" 25periential Exercise: Helping "The Donald" 25APDlication Case: Jack Nelson 's Problem 25PPlication Case: Jack Nelson 's Problem 25Continuing Case: Carter Cleaning Company 26
Chapter. Equal opportunity and the Law 31Equal Employment Opportunity 196-1991 32Title Vll of the 1964 Civil Rights Act 32Executive Orders 33Equal Pay Act of 1963 33Age Discrimination in Employment Act of 1967 33a ploymentAct of 1967 33Vocational Rehabilitation Act of 1973 33Pregnancy Discrimination Act of 1978 33Federal Agency Guidelines 34Early Court Decisions Regarding Equal Employment Opportunity 34; .arding Equal Employment Opportunity 34Equal Employment Opportunity 1990--91--Present 3SThe Civil Rights Act of 1991 35The Americans with Disabilities Act 36state and Local Eoual Emrilollmgnrit ODstate and Local Equal Employment Opportunity Laws 41Q I acrossment 41sexual Harassment 41. The New Workforce: Enforcing Equal Employment Laws withInternational Employees 47Defenses Against Discrimination Allegations 48gainst Discrimination Allegations 48Adverse Impact 49Bona Fide Occupational Qualification 50Business Necessity slJ 31Other Considerations in Discriminatory Practice Defenses 52; Practice Defenses 52Illustrative DiscriminatorV Employment Practices SZy Employment Practices SZA Note on What YOu Can and Cannot Do 52Recruitment 53Q~lection Standards 53selection Standards 53cqmrile Discriminator' Promotion. Transfersample Discriminatory Promotion, Transfer, and Layoff Practices 54The EEOC Enforcement Process SSVoluntary Mediation 57J idediation 57Mandatory Arbitration of Discrimination Claims 58; Arbitration of Discrimination Claims 58Management Guidelines for Addressing EEOC Claims 58. When YOu're on YOur Own: Dealing with Discrimination Issues1and the EEOC 60Diversity Manaaement and Affirmative Action Proqrams 60y Management and Affirmative Action Programs 60Managing Diversity 61WOrkforce Diversity in Practice 62J in Practice 62DiversitV's Benefits 62; a Benefits 62Equal Employment Opportunity Versus Affirmative Action 63steps in an Affirmative Action ProZrqm 63steps in an Affirmative Action Program 63Improving Productivity Through HRIS: Measuring Diversity 64Recruiting Minorities Online 64a ldinorities Online 64Reverse Discrimination 64VummarV 65oummarV 65y ofDiscussion Questions 66Individual and GrouD Activities o7f
CONTENTS xiiiExperiential Exercise: "SPace Cadet" or Victim? 67ADDlication Case: A Case of Racial Discrimination.? 68PPlication Case: A Case of Racial Discrimination.? 68Continuing Case: Carter Cleaning Company 69
Chapter & strategic Human Resource ManagementI. I I I Dand the HR Scorecard 77The Strateqic Management Process 78gic Management Process 78steps in StfateQic Management 78steps in Strategic Management 78TVves of Strategies 82; pos of Strategies 82. When YOu're on YOur Own: Using Computerized BusinessPlanning Software 83Achieving Strategic Fit 83Human Resource Management'S Role in Creatinggement'S Role in CreatingCompetitive Advantage SS. The New WOrkforce: Longo Toyota 85strategic Human Resource Management 86strategic Human Resource Management 86ctrqteZic Human Resource Challenges 87strategic Human Resource Challenges 87Human Resource Manaaement'S Strateqic Roles 88gement'S Strategic Roles 88The Strategy Execution Role 89The Strategy Formulation Role 90Creatinq the Strategic Human Resource Management System 91H the Strategic Human Resource Management System 91The High-Performance Work System 92.if-Performance Work System 92Translating Strategy into Human Resource Policy and Practice 94Translating Strategy into Human Resource Policies and Practices:An Example 95c" m msummary 97Discussion Questions 98Individual and GrouP Activities 98Experiential Exercise: Developing an HR Strategy for Starbucks 99Application Case: Siemens Builds a Strategy-Oriented HR System 99PPlication Case: Siemens Builds a Strategy-Oriented HR System 99Continuing Case: The Carter Cleaning COmpany: The High-Peghrmance Work System 100APPendixAfor Chapter 3: Using the HR Scorecard Process 102PPendixAfor Chapter 3: Using the HR Scorecard Process 102APPendix Bfor Chapter 3: Establishing and Computerizing Human Resource Systems 114PPendix Bfor Chapter 3: Establishing and Computerizing Human Resource Systems 114Part I Wdeo Cases APPendix 123PPendix 123Part 2 Recruitment and Placement 125
Chapter U JobAnalysis 125The Basics of Job Analysis 126ysls 126Uses of Job AnalVsis information 126; als information 126ateds in Job Analllsis 127steps in Job Analysis 127ps in Job Analysis 127Methods for Collecting Job Analysis Information 129c TobAnal\rsis Guidelines 129Dome Job Analysis Guidelines 129JThe interview 129Questionnaires 133Observation 133Participant Diary/Logs 136Quantitative Job Analysis Techniques 137
xIV CONTENTSInternet-Based Job AnalVsis 140y6ls 140A Final Point: Use Multiple Sources to Collect the Data 140pie Sources to Collect the Data 140Writinq JOb Descriptions 141s Job Descriptions 141Job identification 144Job Summary 1447 144Relationships 145Responsibilities and Duties 145standards of Performance and Working Conditions 145standards of Performance and Working Conditions 145
. Know YOur Employment Law: Writing Job Descriptions That Comply.with the ADA 146Duty: AccuratelV Posting Accounts Payable 146J y Posting Accounts Payable 146Duty: Meeting Daily Production Schedule 147j: iAeeting Daily Production Schedule 147Using the internet for Writing Job Descriptions 147Writing Job Specifications 1489 Job Specifications 148Rrionifications for Trained Versus Untrained Personnel 148specifications for Trained Versus Untrained Personnel 148RDecifications Based on Judamont 148specifications Based on Judgment 148. When YOu're on YOur Own: Using O*NET 150Job Specifications Based on Statistical AnalVsis 153pecifications Based on Statistical Analysis 153Job Analysis in a "Jobless" World IS3ysis in a "Jobless" World IS3A (Very) Brief History: From Specialized to Enlarged Jobs 153f rhe New Workforce: Global Job Analysis Applications 154y .is Applications 154WhV Managers Are "De jobbing" Their Companies 154y idanagers Are "De jobbing" Their Companies 154Competency-Based Job Analysis 155An Example: BP's Matrices 158V"mmary 159summary 159Discussion Questions 159Individual and GrouP Activities 160Experiential Exercise: The instructor's Job Description 160ADDlication Case: TroDical Storm Wilma 161PPlication Case: Tropical Storm Wilma 161Continuing Case: Carter Cleaning Company 161Translating Strategy into HR Policies and Practices Case: The HOtel Paris 162
Chapter U Personnel Planning and Recruiting 165The Recruitment and Selection Process 166Planninq and Forecasting 166H and Forecasting 166Forecasting Personnel Needs 167Forecasting the Supply of inside Candidates 169e Lhe Supply of inside Candidates 169Forecasting the Supply of Outside Candidates 171Effective Recruitinq 1729 172Why Recruiting is Important 172; Recruiting is Important 172Recruiting's Complexities 172
. Know YOur Employment Law: PreemploymentActivities 173Organizing the Recruitment Function 174Measuring Recruiting Effectiveness 174The Recruiting Yield Pyramid 176Internal Sources of candidates 176Internal Sources: Pros and Cons 176Finding internal Candidates 177Rehiring 177
CONTENTS xvQ.lccession PlanninZ 177succession Planning 177Improving Productivity Through HRIS: Succession Planning Systems 178Outside Sources of candidates 178Recruiting via the internet 178Advertising 182EmDloVment Agencies 183ployment Agencies 183Temp Agencies and Alternative Staffing 185. Know YOur Employment Law: Contingent WOrkers 186Off shoring/Outsourcing White-Collar and Other Jobs 187Executive Recruiters 188. When YOu're on YOur Own: Recruiting 101 189On Demand Recruiting Services 190College Recruiting 190Referrals and Walk-Ins 191Recruiting Source Use and Effectiveness 192o source Use and Effectiveness 192Improving Productivity Through HRIS. An integrated TechnologyApproach to Recruiting 194Recruitinq a More Diverse Workforce 194s a More Diverse Workforce 194finale Parents 194jingle Parents 194Older Workers 195Recruiting Minorities and WOmen 195. The New Workforce: Supervising Older Workers 196Welfare-to-WOrk 197The Disabled 197Developing and Using Application Forms 197Purnose of Application Forms 197pose of Application Forms 197Application Forms and the Law 198. Know YOur Employment Law: Mandatory Arbitration 200Using Application Forms to Predict Job Performance 200C"mmary 200summary 200Discussion Questions 201Individual and GrouP Activities 201Experiential Exercise: The Nursing Shortage 202ADplication Case: Finding People Who Are Passionate About What They Do 202PPlication Case: Finding People Who Are Passionate About What They Do 202COntinuing Case: Carter Cleaning COmpany 203Translating Strategy into HR Policies and Practices Case: The Hotel Paris 204
Chapter g EmployeeTesting and Selection 209Why Careful Selection is Important 210y Careful Selection is Important 210Basic T6stinq Conceots 211s Concepts 211ReIiatiiIitV ZII, - I IValidity ZII7 - 11How to Validate a Test 213Test Takers' Individual Rights and Test Security 216. Know YOur Employment Law: Equal Employment OpportunityAspects of Testing 217Using Tests at Work 218. The New Workforce. Gender Issues in Testing 219Computerized and Online Testing 220
.xvi CONTENTSTypes of T6sts 221ypes of T6sts 221Tests of Cognitive Abilities 221Tests of Motor and Physical Abilities 222chical Abilities 222Measuring Personality and interests 222Achievement Tests 224Work Samples and Simulations 224WOrk Sampling for Employee Selection 225Management Assessment Centers 225Video-Based Situational Testing 226The Miniature Job Training and Evaluation Approach 227Realistic Job Previews 228. When YOu're on YOur Own: Employee Testing and Selection 228Summas'~gQsummary 2297Background Investigations and Other Selection Methods 229around Investigations and Other Selection Methods 229Background investigations and Reference Checks 229Using Preemployment information Services 234The PolVgraph and Honesty Testing 235ygraph and Honesty Testing 235Graphology 238Physical Exams 238; aleal Exams 238substance Abuse ScreeninZ 91Rsubstance Abuse Screening 238Complying with Immigration Law 240ImDroving Productivity Through HRIS: Comprehensive Automated Applicantproving Productivity Through HRIS: Comprehensive Automated ApplicantTracking and Screening Systems 241c"mmary 242summary 242Discussion Questions 242Individual and GrouP Activities 243ExDeriential Exercise: A Test for a Reservation Clerk 243periential Exercise: A Test for a Reservation Clerk 243ADplication Case: Where's My Czar.? 244.plication Case: Where's My Czar.? 244Continuing Case: HOnesty Testing at Carter Cleaning COmpany 245Translating Strategy intO HR Policies and Practices Case: The Hotel Paris 246
Chapter U Interviewing Candidates 253Basic Features of interviews 254TVves of interviews 254:pos of interviews 254ctrilctured Versus Unstructured interviews 254structured Versus Unstructured interviews 254. Know YOur Employment Law: Interviewing Candidates 255Interview Content (Types of Questions) 258Administering the interview 259Computerized interviews 260putenzed interviews 260Are interviews Useful? 262What can Undermine an interview'S Usefulness? 262First Impressions (Snap Judgments) 262pressions (Snap Judgments) 262Misunderstanding the Job 263& the Job 263Candidate-Order (Contrast) Error and Pressure to Hire 263Nonverbal Behavior and Impression Management 264Effect of Personal Characteristics: Attractiveness, Gendef, Race 264. [he New WOrkforce: Applicant Disability and the Employment interview 265Interviewer Behavior 266Designing and Conducting an Effective Interview 266suing and Conducting an Effective Interview 266The Structured Situational interview 266How to Conduct a More Effective interview 268
CONTENTS xvii. When YOu're on YOur Own: Employment interviewing 272summary 275summary 275Discussion Questions 275Individual and GrouP Activities 276Experiential Exercise: The Most Important Person You 'if Ever Hire 277APPlication Case: The Out-of-COntrol interview 277PPlication Case: The Out-of-COntrol interview 277Continuing Case: Carter Cleaning Company 278Translating Strategy intO HR Policies and Practice Case: The Hotel Paris 279APPendix for Chapter 7: Guidelinesfor interviewees 284PPendixfor Chapter 7: Guidelinesfor interviewees 284Part H Wdeo Cases APPendix 289Part 3 TFaininq and Development 291s and Development 291
Chapter g Training and Developing Employees 291Orienting Employees 292H Employees 292Purpose of Orientation 292The Orientation Process 292The Traininq Process 294u Process 294Training's Strategic Context 294e o strategic Context 294The Five-Step Training and Development Process 295Training, Learning, and Motivation 296Motivation Principles for Trainers 296Analyzing Training Needs 297yiing Yraining Needs 297. Know YOur Employment Law: Training and the Law 297Task Analysis: Assessing New Employees' Training Needs 298; als: Assessing New Employees' Training Needs 298Performance AnalVsis: Assessing Current Employees'ysis: Assessing Current Employees'Training Needs 298Training Methods 300s Methods 300On-the-Job Training 3005 J00Apprenticeship Training 301Informal Learning 3025 J02Job instruction Training 302Lectures 303Programmed Learning 303Audiovisual-Based Training 304simulated Training 104simulated Training 304Computer-Based Training 304Electronic Performance Support Systems (EPSS) 306pport Systems (EPSS) 306Distance and internet-Based Training 306Internet-Based Training 307Using E-Learning 308a b-Learning 308Improving Productivity Through HRIS: Learning Portals 309Literacy Training Techniques 309J & techniques 309. The New WOrkforce: Diversity Training 3107 5,10Manaqement DeveloDment 310.ement Development 310Managerial On-the-Job Training 311Off-the-Job Management Training and Development Techniques 312. When YOu're on YOur Own: Creating YOur Own Training Program 314Manaqing Organizational Change and Development 316Sing Organizational Change and Development 316What to Change 316
.. xviII CONTENTSOvercoming Resistance to Change: Lewin's Change Process 317How to Lead the Change 318Using Organizational Development 319Evaluatinq the Training Effort 3219 the Training Effort 321Designing the Study 321Training Effects to Measure 322o affects to Measure 322c.,?dsummary 324Discussion Questions 324Individual and GrouP Activities 325ExDeriential Exercise: Flying the Friendlier Skies 326perlential Exercise: Flying the Friendlier Skies 326APDlication Case: Reinventing the Wheel atAPex Door Company 326PPlication Case: Reinventing the Wheel atAPex Door Company 326Continuing Case: Carter Cleaning Company 327Translating Strategy into HR Policies and Practices Case: The Hotel Paris 328
Chapter g Ferformance Management andAPpraisal 335Basic Concepts in Performance Management and Appraisal 336Comparing Performance Appraisal and Performance Management 336.Why Performance Management? 336; Performance Management? 336Defining the Employee's Goals and Work Standards 338An introduction to Appraising Performance 339Why Appraise Performance? 339; Appraise Performance? 339Realistic Appraisals 340The Supervisor's Role 340steps in ADrirolsina Performance 340steps in Appraising Performance 340. rhe New WOrkforce: Performance Appraisals and Joint Venture Collaboration 341ppraisals and Joint Venture Collaboration 341Graphic Rating Scale Method 341Alternation Ranking Method 344a idethod 344Paired Compedson Method 344Forced Distribution Method 345Critical incident Method 348Narrative Forms 350BehaviorallV Anchored Rating Scales 350, Anchored Rating Scales 350Management by Objectives 353Computerized and Web-Based Performance Appraisal 354Merging the Methods 355Appraising Performance: Problems and Solutions 355Potential Rating Scale Appraisal Problems 355How to Avoid Appraisal Problems 357Who Should Do the Appraising? 359ppraising? 359. Know YOur Employment Law: Appraising Performance 360The Appraisal interview 362TYpes of Appraisal interviews 363apes of Appraisal interviews 363How to Conduct the Appraisal interview 364Appraisals in Practice 366Creating the TOtal Performance Management Process 3669 the TOtal Performance Management Process 366Improving Productivity Through HRIS: TRW's New PerformanceManagement System 366cement System 366c, 767rummage 367Discussion Questions 368Individual and GrouP Activities 368
CONTENTS xixExperiential Exercise: Grading the Professor 369APPlication Case: APPraising the Secretaries at Sweetwater U 369PPlication Case: APPraising the Secretaries at Sweetwater U 369Continuing Case: Carter Cleaning Company 371Translating Strategy into HR Policies and Practice Case:The Hotel Paris 372
Chapter ac Managing Careers 377The Basics of Career Management 378gement 378Careers Today 378JCareer Development TodaV 379pment Today 379Roles in Career Planninq and Development 380. and Development 380The EmploVee's Role 380ployee's Role 380The EmploVer's Role 382ployer's Role 382
. When YOu're on YOur Own: Employee Career Development 383Innovative Corporate Career Development initiatives 385Improving Productivity Through HRIS: Career Planning andDevelopment 387Managing Promotions and Transfers 387ding Promotions and Transfers 387Maing Promotion Decisions 387Handling Transfers 389Enhancinq Diversity Through Career Management 3899 Diversity Through Career Management 389R r aids and Discrimination in Promotion Decisions 389sources of Bias and Discrimination in Promotion Decisions 389. Know YOur Employment Law: Establish Clear Guidelines for ManagingPromotions 390Taking Steps to Enhance Diversity f Women's and Minorities'Prospects 391Career Manaqement and Employee Commitment 392scment and Employee Commitment 392The New Psychological Contract 392ychological Contract 392Commitment-Oriented Career Development Efforts 393Retirement 393a'lmmaFV 396summary 396.Discussion Questions 396Individual and GrouP Activities 397Experiential Exercise: Where Am I Going... and Why? 397periential Exercise: Where Am I Going... and Why? 397APPlication Case: The Mentor RelationshiP Turns UPside Down 398PPlication Case: The Mentor RelationshiP Turns UPside Down 398Continuing Case: Carter Cleaning Company 399Translating Strategy into HR Policies and Practices Case:The Hotel Paris 399APPendix for Chapter 10: Managing YOur Career 402PPendixfor Chapter 10: Managing YOur Career 402APPendix Glossary 418,pendix Glossary 418Part ill Wdeo Cases APPendix 419PPendix 419Part4 Compensation 421
Chapter m Establishing Strategic Fay Flans 421Basic FaCtors in Determining Pay Rates 422H Pay Rates 422Legal Considerations in Compensation 422Union influences on Compensation Decisions 425Competitive Strategy, Corporate Policies, and Compensation 425
xx CONTENTS. Know YOur Employment Law: Some Special Common Pay Applications 426-.. rhe New WOrkforce: Globalization and Diversity: Compensating Expatriatey: pensating ExpatriateEmployees 429Equity and its Impact on Pay Rates 430Establishinq Pay Rates 431s Pay Rates 431ated 1. The Salan' Q'lriley 431step 1. The Salary Survey 431ateal lob Evaluation 433step 2. Job Evaluation 433ated 7 GrouD similar lobs nitstep 3. Group Similar Jobs into Pay Grades 438ated d Peace Each Pall Grade--Wade Curves 438step 4. Price Each Pay Grade--Wage Curves 438ated F binds Tune Pall Rates 439step 5. Fine-Tune Pay Rates 439Pricinq Manaqerial and Professional Jobs 441" Managerial and Professional Jobs 441Compensating Executives and Managers 441. When YOu're on YOur Own: Developing a WOrkable Pay Plan 442Compensating Professional Employees 444Competency-Based Pay 445Introduction 445What is CompetencV-Based PaV? 445potency-Based Pay? 445Why Use ComDetencv-Based PaV? 446y Use Competency-Based Pay? 446CompetencV-Based PaV in Practice 447potency-Based Pay in Practice 447Competency-Based Pay: Pros, Cons, and Results 447Other Compensation Trends 448Broadbanding 4485 f48Comparable Worth 450Board Oversight of Executive Pay 450ImDroving Productivity Through HRIS: Automatingproving Productivity Through HRIS: AutomatingCompensation Administration 451C"mm t52summary 452Discussion Questions 452Individual and GrouD Activities 453pActivities 453ExDeriential Exercise: Ranking the College 's Administrators 454periential Exercise: Ranking the College 's Administrators 454APDlication Case: SalarV Inequities atAcme Manufacturing 454PPlication Case: Salary inequities atAcme Manufacturing 454Continuing Case: Carter Cleaning Company 455Translating Strategy intO HR Policies and Practices Case:The Hotel Paris 456Appendix for Chapter 11: Quantitative JOb Evaluation Methods 4ofPPendixfor Chapter 11: Quantitative JOb Evaluation Methods 461
Chapter re Fay for Performance and Financial incentives 471Money and Motivation: An introduction 472y and Motivation: An introduction 472Performance and PaV 472y f72Motivation and incentives 473Incentive PaV Terminology 474y lerminology 474. Know YOur Employment Law: Incentives 475Individual Employee incentive and Recognition Programs 475Piecework Plans 475Merit Pay as an incentive 476J as an incentive 476Merit PaV Options 477J ptions 477Incentives for Professional Employees 478Recognition-Based Awards 478RupririrtinQ Tnsupporting incentives and Recognition Programs with Technology 480
CONTENTS xxiIncentives for Salespeople 480gqlqThl Plan d cosalary Plan 480J Plan 480Commission Plan 481Combination Plan 481crettinZ gales Quotas 482betting Sales Quotas 482QtroteZic Sales incentives 483strategic Sales incentives 483T6amlGroup incentive Plans 484How to Design Team incentives 484an Yearn incentives 484Pros and Cons of Team incentives 485Orqanizationwide incentive Plans 485sanizationwide incentive Plans 485Profit-Sheing Plans 485. When YOu're on YOur Own: Incentives Supervisors Can Use 486Employee Stock Ownership Plan (ESOP) 487q ion and Other GainshednZ Plane 4R7ocanlon and Other Gainshedng Plans 487Gainsharing Plans 488At-Risk Variable PaV Plans 489; Plans 489Incentives for Manaqers and Executives 489hers and Executives 489short-Term incentives: The Annual Bonus 489short-Term incentives: The Annual Bonus 489Long-Term incentives 491. The New WOrkforce: Long-Term incentives for Overseas Executives 493Other Executive incentives 493Rtrotegll cud Executive ComDponsation 494strategy and Executive Compensation 494Desiqning Effective incentive Programs 494.mug Effective incentive Programs 494WhV Incentive Plans Fail 494y Incentive Plans Fail 494How to ImDlement Effective incentive Plans 495piement Effective incentive Plans 495Research insight: The Impact of Financial and Non-Financial incentives 496eht: The Impact of Financial and Non-Financial incentives 496Incentive Plans in Practice: Nucor 497C"mmary 498summary 498Discussion Questions 498Individual and GrouP Activities 499ExDeriential Exercise: Motivating the Salesforce at Express Auto 500, g the Salesforce at Express Auto 500APPlication Case: Inserting the Team Concept into COmpensation--or NOt 501,plication Case: Inserting the Team Concept into COmpensation--or NOt 501COntinuing Case: Carter Cleaning COmpany 502Translating Strategy into HR Policies and Practices Case: The HOtel Paris 503Chapter m Benefits and Services 509The Benefits Picture TOday 510y s10Pay for Time Not Worked 512y for Time Not Worked 512Unemployment insurance 512Vacations and HolidaVs 513y O 3 13. Know YOur Employment Law: Vacations and Holidays 514kick Leave 515kick Leave 515Parental Leave and the Family and Medical Leave Act 515; and Medical Leave Act 515. Know YOur Employment Law: Leaves 5169 acal 51 Qseverance Pay 519JQ,IDDlemental UnemDlo\rment Benefits 520supplemental Unemployment Benefits 520Insurance Benefits 520WOrkers' Compensation 520Hospitalization, Health, and Disability insurance 521Trends in Health Care Cost Control 523
..XXII CONTENTS. Know YOur Employment Law: Health Care Benefits 524Long-Term Care 526Life insurance 526Benefits for Part-Time and Contingent Workers 526Retirement Benefits 527q. I Q.coolal SecuritV 527y a27Pension Plans 527Pension Planning and the Law 529Early Retirement 530JPhased Retirement and the Aging Workforce 531Improving Productivity Through HRIS: Benefits Management Systems 531Personal Services and Family-Friendly Benefits 532Personal Services 532Family-FriendlV Benefits 533; mendly Benefits 533Other Job-Related Benefits 535. The New Workforce: Domestic Partner Benefits 536Executive Perquisites 536Flexible Benefits Programs 536crams 536The Cafeteria Approach 538pproach 538Flexible WOrk ArranZements 538o.. When YOu're on YOur Own: Benefits and Employee Leasing 539c, adosummary 540Discussion Questions 541Individual and GrouP Activities 541Experiential Exercise: Revising the Benefits Package 542APDlication Case: Striking for Benests 542PPlication Case: Strikingfor Benefits 542Continuing Case: Carter Cleaning Company 543Translating Strategy into HR Policies and Practices Case: The HOtel Paris 544Part tV Wdeo Cases APPendix 550Part 5 Employee Relations 551
Chapter m Ethics, Justice, and FairTreatment in HR Management 551Ethics and Fair Treatment at Work SSZThe Meaning of Ethics 553Ethics and the Law 554Ethics, Fair Treatment, and Justice 554What Shapes Ethical Behavior at Work? SSSIndividual Factors 555Organizational Factors 557The Boss's influence 558Ethics Policies and Codes 558The Organization's Culture 559. When YOu're on YOur Own: Small Business Ethics 560Human Resource Manaqement'S Role in Promoting Ethics and Fair Treatment 561scment'S Role in Promoting Ethics and Fair Treatment 561Human Resource Management--Related Ethics Activities 561Improving Productivity Through HRIS: Complying with Sarbanes-Oxley 564Why Treat EmDloVees Fairly? 564J lreat Employees Fairly? 564BehavinZ UnfairlV 565o 7 a65
CONTENTS xxiiiWhat Causes Unfair Behavior? 565Q,lp~rl!isonl Foimess Guidelines 565oupervisory Fairness Guidelines 565Building Two-Way Communication 566Employee Discipline and Privacy 566Basics of a Fair and Just Disciplinary Process 566. When YOu're on YOur Own: Disciplining an Employee 567. rhe New Workforce: Comparing Males and Females in aDiscipline Situation 569Formal Disciplinary Appeals Processes 569Employee Privacy 571Manaqing Dismissals 573ging Dismissals 573Termination at Will and Wrongful Discharge 573Grounds for Dismissal 574. Know YOur Employment Law: Gross Misconduct Checklist 575AVoiding Wrongful Discharge Suits 576. When YOu're on YOur Own: Avoiding Wrongful Discharge Suits 578Personal Supervisory Liability 578The Termination interview 579Layoffs. Downsizing, and the Plant Closing Law 580J, Downsizing, and the Plant Closing Law 580Adjusting to Downsizings and Mergers 584,usting to Downsizings and Mergers 584C'lmmaFV 585summary 585Discussion Questions 586Individual and GrouP Activities 586Experiential Exercise: Discipline or Not.? 587APPlication Case: Fire My Best Salesperson.? 588PPlication Case: Fire My Best Salesperson.? 588COntinuing Case: Carter Cleaning Company 589Translating Strategy intO HR Policies and Practices Case: The Hotel Paris 590Chapter m Labor Relations and Collective Bargaining 595The Labor Movement 596A Brief HistorV of the American Union Movement 596yWhy Do Workers OrZanize? 597J Do Workers Organize? 597What Do Unions Want? 598TheAFL-CIO 599Unions and the Law 600Period of Strong Encouragement: The Nobles-LaGuardia (1932) andNational Labor Relations or Wagner Acts (1935) 600Period of Modified Encouragement Coupled with Regulation:The Taft-Hartlev Act (1947) 6027 Act (1947) 602. When YOu're on YOur Own: New Economy EntreDreneurs; entrepreneurs' T T.and Unions 604The Union Drive and Election 604ated 1 Tnitiol Contact 605step 1. Initial Contact 605ateal Obtaining A'lthorization Cards 606step 2. Obtaining Authorization Cards 606ated 3 build a HeednZ 607step 3. Hold a Heeing 607ated 4 The CamDaiZn 607step 4. The Campaign 607ated 5. The Election 608step 5. The Election 608How to Lose an NLRB Election 609The Supervisor's Role 610
.xXIV CONTENTSRules Regarding Literature and Solicitation 611Decertification Elections: Ousting the Union 61 1. When YOu're on YOur Own: The Supervisor's Role in the Unionning Effort 612. The New WOrkforce: Unions Go Global 613The Collective Barqaining Process 613naming Process 613What is Collective Bargaining? 613What is Good Faith? 614The Negotiating Team 614Bargaining items 615Bargaining Stages 615Bargaining Hints 615Impasses, Mediation, and Strikes 617The Contract Agreement 621freement 621Grievances 621R F Grievances 621sources of Grievances 621The Grievance Procedure 622Guidelines for Handling Grievances 622The Union Movement TOday and TOmorrow 624y and TOmorrow 624WhV Union Membership is Down 624y Union Membership is Down 624An Upswing for Unions? 624Public EmploVees and Unions 625Organizing Professionals and White-Collar Employees 625New Union Tactics 626ImDroving Productivity Through HRIS 626proving Productivity Through HRIS 626Employee Participation Programs and Unions 6279,summary 628y acsDiscussion Questions 629Individual and GrouP Activities 629ExDeriential Exercise: The Union-Organizing Campaign at Pierce U. 630perlential Exercise: The Union-Organizing Campaign at Pierce U. 630ADDlication Case: DisciDlinarV Action 631PPlication Case: Disciplinary Action 631Continuing Case: Carter Cleaning Company 632Translating Strategy into HR Policies and Practices Case:The Hotel Paris 632
Chapter ac Employee Safety and Health 637Why Safety is Important 638J y is Important 638Occupational Safety Law 639OSHA Standards and Record Keeping 639Inspections and Citations 642. When YOu're on YOur Own: Free On-Site Safety and Health Services for, and Health Services forsmall n,lsinesses 644small Businesses 644Responsibilities and Rights of Employers and Employees 644Rtqxlinq Out of Trouble with OSHA 646staying Out of Trouble with OSHA 646ding Out of Trouble with OSHA 646TOP Management'S Role in Safety 647What Top Management Can Do 647What Causes Accidents7 648Unsafe Conditions and Other Work-Related Factors 648. When YOu're on YOur Own: The Supervisor's Role in Accident Prevention 648What Causes Unsafe Acts? (A Second Basic Cause of Accidents) 652
CONTENTS xxvHow to Prevent Accidents 652Reducing Unsafe Conditions 652
. rhe New WOrkforce: Protecting Vulnerable Workers 654Reducing Unsafe Acts by Emphasizing Safety 654Reducing Unsafe Acts Through Selection and Placement 654ReducinZ Unsafe Acts ThrouZh Training 655e .n Yraining 655Reducing Unsafe Acts Through Motivation. Posters, Incentives,and Positive Reinforcement 655. The New WOrkforce: Safety Training for Hispanic WOrkers 656Use Behavior-Based SafetV 6577Use Employee Participation 657Conduct SafetV and Health Audits and insDections 658; and Health Audits and inspections 658Research insight: High-Performance Systems and Safety 659Controlling WOrkers' Compensation Costs 659Workplace Health Hazards: Problems and Remedies 660The Basic industrial Hygiene Program 661J giene Program 661Asbestos Exposure at WOrk 662Improving Productivity Through HRIS: Internet-Based SafetyImprovement Solutions 662Infectious Diseases 663Alcoholism and Substance Abuse 663stress, Burnout, and Depression 665stress, Burnout, and Depression 665. Know YOur Employment Law: Workplace Substance Abuse 666Computer-Related Health Problems 668WOrkplace Smoking 668Violence at WOrk 669Occupational Security and Safety 673Basic Prerequisites for a Security Plan 673betting UP q Hqsic Securitl! Programbetting UP a Basic Security Program 674Evacuation Plans 675Company Security and Employee Privacy 676C"mmary 676summary 676Discussion Questions 677Individual and GrouP Activities 678Experiential Exercise: HOw Safe is My Universily.? 078perlential Exercise: HOw Safe is My Universily.? 678ADplication Case: The New Safety and Health Program 683PPlication Case: The New Safety and Health Program 683COntinuing Case: Carter Cleaning Company 684Translating Strategy into HR Policies and Practices Case:The Hotel Paris 685
Chapter ac Managing Global Human Resources 693HR and the internationalization of Business 694The Global Challenges 694How intercountry Differences Affect HRM 694J Differences Affect HRM 694Global Differences and Similarities in Human Resource Practices 698Personnel Selection Procedures 698The Purpose of the Performance Appraisal 698Training and Development Practices 698The Use of PaV Incentives 6987.
xxvi CONTENTS
. When YOu're on YOur Own: Comparing Small Businesses, HR Practices.,in the United States and China 699How to Implement a Global HR System 699Maldng the Global HR System More Accentable 700o; item More Acceptable 700DeveloDine a More Effective Global HR SVstem 701ping a More Effective Global HR System 701ImDlementing the Global HR System 701i g the Global HR System 701Staffinq the Global Organization 701H the Global Organization 701International Staffing' Home or Local? 701Off shoring 703Management Values and international Staffing Policy 704Why ExDatriate AssiZnments Fail 705; txpatnate Assignments Fail 705R lectinQ Fyriotriate Managers 706selecting Expatriate Managers 706. The New WOrkforce: Sending Women Managers Abroad 708Training and Maintaining Expatriate Employees 7099 and Maintaining Expatriate Employees 709Orienting and Training Employees on international Assignment 709Compensating Expatriates 710pensating Expatriates 710j. When YOu're on YOur Own: Establishing a Global Pay System 712Appraising Expatriate Managers 713. Know YOur Employment Law: The Equal Employment Opportunity Responsibilitiesof Multinational EmploVers 713ployers 713International Labor Relations 714Terrorism, Safety, and Global HR 714Repatriation: Problems and Solutions 715Improving Productivity Through HRIS. Taking the HRIS Global 7169"mm summary 716Discussion Questions 7I8Individual and GrouP Activities 718Exoeriential Exercise: A Taxing Problem for Expatriate Employees 719periential Exercise: A Taxing Problem for Expatriate Employees 719Application Case: "Boss, I Think We Have a Problem" 719PPlication Case: "Boss, I Think We Have a Problem" 719COntinuing Case. Carter Cleaning Company Going Abroad 720Translating Strategy intO HR Policies and Practices Case: The HOtel Paris 721APPendix for Chapter 17: HRCIAPPendix 726PPendixfor Chapter 17: HRCIAPPendix 726Part tV Wdeo Cases APPendix 735AppendicesAppendix A APPIyinq HR Content, Personal Competencies,I m.-nc R I IC; riaCc van fanand Business Knowledae 737ac 137Appendix B Comprehensive Cases 745ppendix B Comprehensive Cases 745Glossary 761y 161Fhoto Credits 771Name and oraanization index 773.anlzation index 773Subject index 785
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