Managing human resources: productivity, quality of work life, profits
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
New York <<[u.a.]>>
McGraw-Hill
1992
|
| Edition: | 3. ed. |
| Series: | McGraw-Hill series in management
|
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XXX, 680 S. Ill., graph. Darst. |
| ISBN: | 0071125671 0070109966 |
Staff View
MARC
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| 245 | 1 | 0 | |a Managing human resources |b productivity, quality of work life, profits |c Wayne F. Cascio |
| 250 | |a 3. ed. | ||
| 264 | 1 | |a New York <<[u.a.]>> |b McGraw-Hill |c 1992 | |
| 300 | |a XXX, 680 S. |b Ill., graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 490 | 0 | |a McGraw-Hill series in management | |
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Record in the Search Index
| _version_ | 1804122369036386304 |
|---|---|
| adam_text | CONTENTS
CHAPTER 2: Human Resource Management: A Field in Transition 32
Human Resource Management in Action/1990s Challenge: Managing
People Related Business Issues 32
Questions This Chapter Will Help Managers Answer 34
The Evolution of Human Resource Management 34
The Industrial Revolution 34
The Emergence of Free Collective Bargaining 35
Scientific Management 36
Early Industrial Psychology 36
The U.S. Civil Service Commission 37
Private Industry s Approach to Personnel Management 37
The Human Relations Movement 37
The Behavioral Sciences 38
Three Growth Stages of Human Resource Management 39
The Responsibilities and Objectives of Human Resource Management 42
The Role and Mission of the HR Department: A Top Management View 45
Using the HRM Function Strategically 45
HR Initiatives: Consider the Possibilities 46
Practical Example: Global Product and Service Market Strategies —Developing
a Strategic HR Senior Management Partnership 47
Key Management Questions to Ask in Evaluating the HRM Function 48
Evaluation from the HR Perspective 48
Current Status of HRM Activities 49
Impact of Effective HRM on Productivity, Quality of Work Life,
and the Bottom Line 50
Impacts of Effective Human Resource Management 50
Goal Setting and Feedback 50
Job Redesign 51
Rewards Based Suggestion Systems 51
Unique Contribution of the HR Department to Profits 52
Human Resource Management in Action: Conclusion/1990s Challenge: Managing
People Related Business Issues 52
Summary 54
Discussion Questions 54
Implications for Management Practice 55
References 55
CHAPTER 3: The Social, Legal, and Organizational Contexts
of Personnel Decisions 57
Human Resource Management in Action/On Managing
a Multicultural Workforce 57
Questions This Chapter Will Help Managers Answer 58
The Social Context of Personnel Decisions 59
African Americans in the Workforce 59
Women in the Workforce 60
The Aging Workforce 61
Unfair Discrimination: What Is It? 62
Contents
Preface xxv
¦ PART ONEi Environment 1
CHAPTER 1: Human Resources in a Competitive
Business Environment 3
Human Resource Management in Action/McDonald s Exports Something
New to the Soviet Union—Job Satisfaction 3
Questions This Chapter Will Help Managers Answer 5
The Enterprise Is the People 5
Organizations: Why Do They Exist and How Do They Work? 6
Organizations Need People, and People Need Organizations 8
Some Key Characteristics of the Competitive Environment of Business 8
Productivity: What Is It? 13
Productivity: What Ails It? 15
The Quality of Management 16
The Government s Role in Productivity Decline 17 .
Short Run Planning 17
Paper Entrepreneurs 18
Lessons We Have Learned 19
Quality of Work Life: What Is It? 20
Current Status of Quality of Work Life Efforts 21
Participation: The Essence of Quality of Work Life 21
Does Participation Work? 24
Impact of Improved Productivity and Quality of Work Life on the Bottom Line 25
Human Resource Management in Action: Conclusion/McDonald s Exports
Something New to the Soviet Union—Job Satisfaction 27
Summary 27
Implications for Management Practice 28
Discussion Questions 29
References 29
i x
CONTENTS X
The Legal Context of Personnel Decisions 64
Involuntary Servitude 65
Equal Protection 65
The Civil Rights Acts of 1866 and 1871 66
The Equal Pay Act of 1963 67
Title VII of the Civil Rights Act of 1964 67
International Application: Does Title VII Cover American Citizens Working
in Foreign Offices of U.S. Companies? 69
The Age Discrimination in Employment Act of 1967 70
The Immigration Reform and Control Act of 1986 70
Americans with Disabilities Act of 1990 71
Executive Orders 11246, 11375, and 11478 73
The Rehabilitation Act of 1973 73
The Vietnam Era Veterans Readjustment Act of 1974 74
Federal Enforcement Agencies: EEOC and OFCCP 74
EEOC Guidelines 76
The Office of Federal Contract Compliance Programs (OFCCP) 76
Employment Case Law: Some General Principles 77
Sex Discrimination 78
Age Discrimination 83
International Application: Age Bias in Europe 84
Seniority 84
Testing and Interviewing 86
Personal History 87
Preferential Selection 88
The Organizational Context of Personnel Decisions 89
Multicultural Workers 89
Female Workers 90
Older Workers 91
Impact of Social, Legal, and Organizational Factors on Productivity,
Quality of Work Life, and the Bottom Line 91
Human Resource Management in Action: Conclusion/On Managing
a Multicultural Workforce 93
Summary 94
Implications for Management Practice 95
Discussion Questions 95
References 95
¦ PART T W O ¦ Employment 1C
CHAPTER 4: Job Analysis and Human Resource Planning 1(
Human Resource Management in Action/Succession Planning—A Practical
and Workable Approach 103
Questions This Chapter Will Help Managers Answer 105
Alternative Perspectives on Jobs 105
Why Study Job Requirements? 108
Dynamic Characteristics of Jobs 110
CONTENTS
How Do We Study Job Requirements? Ill
Analyzing Managerial Jobs 113
Job Analysis: Relating Method to Purpose 116
Costs and Benefits of Alternative Job Analysis Methods 116
Relationship of Job Analysis to Human Resource Planning 117
Types of Plans: Strategic, Tactical, and Human Resources 117
Company Example: Philips, The Dutch Multinational Corporation 1 18
More on Human Resource Planning 119
Relationship of Human Resource Planning to Strategic and Tactical Planning 119
Labor Markets: The Foundation of Human Resource Objectives 122
Internal versus External Labor Markets 123
More on Establishing Human Resource Objectives 124
Personnel Inventories 125
Personal Privacy 125
Company Example: Dun Bradstreet s Computerized Management
Inventory System 127
Human Resource Forecasts 128
Forecasting External Human Resource Supply 128
Forecasting Internal Human Resource Supply 128
Company Example: Succession Planning in the Ministry of Transportation
and Communications (MTC), Province of Ontario 129
Forecasting Human Resource Demand 131
Trend Analysis 132
How Accurate Is Accurate? 136
Matching Forecast Results to Action Plans 136
Impact of Job Analysis and HRP on Productivity, Quality of Work Life,
and the Bottom Line 137
Control and Evaluation of HRP Systems 13 7
Company Example: Control and Evaluation of HRP at Corning, Inc. 139
Human Resource Management in Action: Conclusion/Succession Planning—A
Practical and Workable Approach 140
Summary 140
Implications for Management Practice 141
Discussion Questions 141
References 142
CHAPTER 5: Recruiting 145
Human Resource Management in Action/Small Business Faces a Tough Test:
Recruitment in the 1990s 145
Questions This Chapter Will Help Managers Answer 146
The Employee Recruitment/Selection Process 147
Developing Recruitment Policies: Legal and Labor Market Issues 149
Workforce Utilization 150
Recruitment—A Two Way Process 152
Recruitment Planning 152
Internal Recruitment 153
Job Posting 153
CONTENTS X i
Employee Referrals 154
Temporary Worker Pools 155
External Recruitment 155
University Relations 155
Executive Search Firms 156
Employment Agencies 157
Recruitment Advertising 159
Company Example: Recruitment as a Long Term Strategy —The Case
of Burger King 159
Themes in Advertisements 160
Special Inducements—Relocation Aid, Help for the Trailing Spouse,
and Sign On Bonuses 160
Summary Findings Regarding Recruitment Sources 161
Factors Affecting Recruitment Needs 161
Affirmative Action Recruiting 162
Managing Recruitment Operations 163
Evaluation and Control of Recruitment Operations 163
Recruiters and Computers 165
The Other Side of Recruitment—Job Search 166
Impact of Recruitment on Productivity, Quality of Work Life,
and the Bottom Line 167
Human Resource Management in Action: Conclusion/Small Business Faces a Toug]
Test: Recruitment in the 1990s 168
Implications for Management Practice 168
Summary 169
Discussion Questions 169
References 169
CHAPTER 6: Staffing 1
Human Resource Management in Action/Choosing a Successor
for Harry Thompson 172
Questions This Chapter Will Help Managers Answer 174
Organizational Considerations in Staffing Decisions 174
Business Strategy 174
Organizational Culture 176
The Logic of Personnel Selection 177
Reliability of Measurement 177
Validity of Measurement 178
Screening and Selection Methods 179
Employment Application Forms 179
Video Resumes? 180
Recommendations and Reference Checks 180
The Use of Tests and Inventories in Selection 183
Drug Testing 183
Integrity Tests 185
Two Controversial Selection Techniques: Handwriting Analysis and Polygraph
Examinations 185
Mental Ability Tests 186
CONTENTS
Objective Personality and Interest Inventories 188
Protective Measures 188
Measures of Leadership Ability 189
Personal History Data 190
Employment Interviews 190
Company Example: ROI from Structured Interviewing at J. C. Penney 192
Peer Assessment 194
Work Sample Tests 194
Company Example: IBM s Manufacturing Problem 198
Assessment Centers 199
Choosing the Right Predictor 203
International Application: The Japanese Approach to Personnel
Selection 204
Impact of Staffing Decisions on Productivity, Quality of Work Life,
and the Bottom Line 205
Human Resource Management in Action: Conclusion/Choosing a Successor
for Harry Thompson 206
Summary 207
Implications for Management Practice 207
Discussion Questions 208
Technical Appendix 208
Estimating the Economic Benefits of Selection Programs 211
References 212
HREE ¦ Development 219
CHAPTER 7: Orienting and Training 221
Human Resource Management in Action/Love Thy Customer and Know
Thy Fish if You Want to Work at Red Lobster 221
Questions This Chapter Will Help Managers Answer 223
New Employee Orientation: An Overview 223
Planning, Packaging, and Evaluating an Orientation Program 225
Orientation Follow Up 227
Evaluation of the Orientation Program 228
Company Example: New Pmployee Orientation at Corning, Inc. 229
Employee Training 232
What Is Training? 232
Training Trends 233
Company Example: Potential Pitfalls in Worker Retraining 234
Characteristics of Effective Training Practice 235
Assessing Training Needs and Designing Training Programs 235
Assessing Training Needs 236
Company Example: From Needs Analysis, to Training, to Results! 238
Further Issues in the Design and Conduct of Training Programs 239
Equal Employment Opportunity 239
Trainability 241
Principles of Learning 242
CONTENTS X
Pygmalion in Action: Managers Get the Kind of Performance They Expect 243
Individual Differences 247
Transfer of Training 248
Company Example: TRW s Strategic Management Seminar 248
Team Training 250
Selecting Training Methods 250
Company Example: Video Is a Popular Teacher at Small Firms 252
Basic Skills Training 252
Evaluating Training Programs 253
Company Example: Evaluating the Business Impact of Management Training
at CIGNA Corporation 254
Human Resource Management in Action: Conclusion/Love Thy Customer and
Know Thy Fish if You Want to Work at Red Lobster 256
Summary 256
Impact of Training and Development on Productivity, Quality of Work Life,
and the Bottom Line 257
Implications for Management Practice 257
Discussion Questions 258
References 258
CHAPTER 8: Appraising Employee Performance 2
Human Resource Management in Action/A Performance Management
System for Corning, Inc. 262
Questions This Chapter Will Help Managers Answer 266
Performance Appraisal: A Complex and Often Misunderstood Process 267
The Organizational and Human Contexts of Performance Appraisal 268
Requirements of Effective Appraisal Systems 270
Legal Issues in Performance Appraisal 274
The Strategic Dimension of Performance Appraisal 275
Developing Performance Standards 276
Alternative Methods of Appraising Employee Performance 277
Behavior Oriented Rating Methods 278
Results Oriented Rating Methods 281
When Should Each Technique Be Used? 283
Who Should Evaluate Performance? 285
Using Computers to Monitor Job Performance 287
When and How Often Should Appraisal Be Done? 287
Appraisal Errors and Rater Training Strategies 288
International Application: The Impact of National Culture on Organization; ;!
Performance Appraisals 290
Secrets of Effective Appraisal Interviews 290
Impact of Performance Appraisal on Productivity, Quality of Work Life.
and the Bottom Line 293
Human Resource Management in Action: Conclusion/A Performance Management
System for Corning, Inc. 294
Implications for Management Practice 295
Summary 295
Discussion Questions 296
References 297
CONTENTS
CHAPTER 9: Managing Careers 300
Human Resource Management in Action/Corporate Career Management
Comes of Age 300
Questions This Chapter Will Help Managers Answer 302
Toward a Definition of Career 302
Career Management by Organizations 303
Toward a Definition of Career Success 303
Adult Life Cycle Stages 304
Career Management: Individuals Focusing on Themselves 304
Mergers, Acquisitions, Restructurings, and the Demise of Corporate Loyalty 305
Select a Field of Employment and an Employer 305
Know Where You Are 306
Plan Your Exit 306
Company Example: Helping Employees Self Manage Their Careers
at Hewlett Packard 307
Dual Career Couples: Problems and Opportunities 309
Career Management: Organizations Focusing on Individuals 312
Organizational Entry 312
Early Career: The Impact of the First Job 313
Company Example: Impact of the First Job on Later Career Success 313
Managing Men and Women in Midcareer 314
Company Example: Strategies for Coping with Plateaued Workers 316
Managing the Older Worker 317
Company Practices: Unretirees 319
Career Management and Equal Employment Opportunity 320
Career Management: Organizations Focusing on Their Own Maintenance
and Growth 321
Internal Staffing Decisions: Patterns of Career Change 323
Company Example: Promotions to Partner at Goldman Sachs Co. 324
Impact of Career Management on Productivity, Quality of Work Life,
and the Bottom Line 329
Human Resource Management in Action: Conclusion/Corporate Career
Management Comes of Age 330
Summary 331
Implications for Management Practice 331
Discussion Questions 332
References 332
FOU R i Compensation 337
CHAPTER 10: Pay Systems 339
Human Resource Management in Action/The Trust Gap 339
Questions This Chapter Will Help Managers Answer 341
Changing Philosophies Regarding Pay Systems 342
Cost Containment Actions 343
CONTENTS X V i i
Company Example: Controlling Overtime among New York City
Employees 343
Paying What the Company Can Afford 344
Programs That Encourage and Reward Performance 345
Components and Objectives of Organizational Reward Systems 345
International Application: Tying Pay to Performance in the United States
and Japan 346
Strategic Integration of Compensation Plans and Business Plans 347
Compensation Strategies for Special Situations 348
Determinants of Pay Structure and Level 350
Labor Market Conditions 350
Company Example: Jumpers Who Make 12 Hours Pay
for 10 Minutes Work 351
Legislation 352
Collective Bargaining 353
Managerial Attitudes and an Organization s Ability to Pay 354
An Overview of Pay System Mechanics 3 54
Linking Internal Pay Relationships to Market Data 357
Illustration: A Brief Look at the Hay Job Evaluation System 358
Policy Issues in Pay Planning and Administration 364
Comparable Worth 364
Pay Secrecy 365
The Effect of Inflation 366
Pay Compression 366
Pay Raises 367
Impact of Pay Systems on Productivity, Quality of Work Life,
and the Bottom Line 369
Human Resource Management in Action: Conclusion/The Trust Gap 369
Summary 370
Implications for Management Practice 371
Discussion Questions 371
References 371
CHAPTER 11: Indirect Compensation: Employee Benefit Plans 374
Human Resource Management in Action/The Future Look
of Employee Benefits 374
Questions This Chapter Will Help Managers Answer 375
Strategic Considerations in the Design of Benefits Programs 376
Long Term Strategic Business Plans 376
Characteristics of the Workforce 377
Legal Requirements 377
The Competitiveness of the Benefits Offered 381
Total Compensation Strategy 381
Components of the Benefits Package 381
Security and Health Benefits 382
Small Business and Health Care Insurance 386
HMOs 387
Other Medical Coverage 388
CONTENTS
Sick Leave Programs 389
Pensions 389
Social Security 393
International Application: Social Security in Other Countries 394
Unemployment Insurance 394
Supplemental Unemployment Insurance 395
Severance Pay 395
Payments for Time Not Worked 396
Company Example: Paid Public Service Leaves at Xerox 396
Employee Services 396
Special Benefits for Executives 397
Benefits Administration 398
Benefits and Equal Employment Opportunity 398
Costing Benefits 399
Cafeteria, or Flexible, Benefits 399
Impact of Benefits on Productivity, Quality of Work Life,
and the Bottom Line 401
Communicating the Benefits 401
Human Resource Management in Action: Conclusion/The Future Look
of Employee Benefits 402
Summary 404
Implications for Management Practice 404
Discussion Questions 405
References 405
CHAPTER 12: Motivational Strategies for Improving Performance
and Productivity 408
Human Resource Management in Action/The 100 Club: A Million Dollar
Incentive Plan 408
Questions This Chapter Will Help Managers Answer 409
Alternative Strategies for Building Employee Trust and Productivity 409
Motivation Theories 410
Rewards That Motivate Behavior 412
Integration and Application of Motivation Theories 412
Company Example: Increasing Performance and Productivity at North American
Tool Die, Inc. (NATD) 416
Job Design 419
Designing Jobs for Individuals 420
Designing Jobs for Groups 422
Company Example: Self Managed Work Teams at GM s Saturn Plan 423
Role of the Manager of a Self Managed Work Team 425
Modifying Work Schedules 426
Company Practices with New Work Design Approaches 427
Changes External to the Work System 427
Changes within the Work System Itself 429
Pay for Performance 429
Requirements of Effective Incentive Systems 430
CONTENTS X i X
Merit Pay Systems 431
Barriers Can Be Overcome 432
Guidelines for Effective Merit Pay Systems 432
Merit Pay in the Context of Overall Compensation 43 3
Incentives for Executives 434
Objectives of Long Term Incentives 436
Forms of Long Term Incentives 436
Impact of the Tax Reform Act of 1986 on Incentives for Executives 437
Company Example: Long Term Performance Incentives
at Champion International 439
Company Example: Combining Incentives at Honeywell 440
Incentives for Lower Level Employees 440
Setting Workload Standards 441
Union Attitudes 442
Company Example: Individual Incentives at Lincoln Flectric 443
Group Incentives 444
Organizationwide Incentives 444
Profit Sharing 445
Gain Sharing 445
Employee Stock Ownership Plans (ESOPs) 447
Impact of Incentives on Productivity, Quality of Work Life,
and the Bottom Line 448
Implications for Management Practice 449
Human Resource Management in Action: Conclusion/The 100 Club:
A Million Dollar Incentive Plan 449
Summary 450
Discussion Questions 450
References 450
¦ PART F I V E ¦ Labor Management Accommodation 455
CHAPTER 13: Union Representation and Collective Bargaining 457
Human Resource Management in Action/Improvement of QWL through Positive
Union Management Relations 457
Questions This Chapter Will Help Managers Answer 461
Why Employees Join Unions 461
Understanding Trade Unionism 463
Union Membership in the United States 464
The Changing Nature of Industrial Relations in the United States 465
Difficulties in Comparing Industrial Relations Systems 466
The Japanese Industrial Relations Systems 467
Fundamental Features of the U.S. Industrial Relations System 469
The Unionization Process 470
Legal Basis 470
The Organizing Drive 471
The Bargaining Unit 471
The Election Campaign 472
CONTENTS
The Representation Election and Certification 473
The Decertification of a Union 473
Collective Bargaining: Cornerstone of American Labor Relations 475
Origins of Negotiation in America 475
The Art of Negotiation 475
Face to Face Negotiating Behavior 476
Preparation for Negotiations 477
Bargaining Impasses: Strikes, Lockouts, or Third Party Involvement? 483
Types of Strikes 483
Company Practices: More Firms Keep Operating in Spite of Strikes 485
The Increasingly Bitter Nature of Strikes 486
Lockouts 486
Third Party Involvement 487
When the Strike Is Over 488
Trends in Collective Bargaining 489
Changes in the Economic Environment 490
High Priority Issues for Management and Labor in the 1990s 490
Recent Bargaining Outcomes 490
Labor Management Cooperation 491
Current Tactics of Management and Labor 492
Impact of Union Representation on Productivity, Quality of Work Life,
and the Bottom Line 494
Human Resource Management in Action: Conclusion/Improvement of QWL
through Positive Union Management Relations 494
Summary 496
Implications for Management Practice 496
Discussion Questions 496
References 496
CHAPTER 14: Procedural Justice and Ethics in Employee Relations 500
Human Resource Management in Action/A Radical Experiment at GE: Hourly
Workers Control a Grievance Review Panel 500
Questions This Chapter Will Help Managers Answer 502
Some Definitions 503
Procedural Justice in Action 504
Union Security Clauses 504
Effect of Mergers and Acquisitions on Employees: New Company
versus Old Union 505
Administration of the Collective Bargaining Agreement 506
Grievance Procedures in the Unionized Firm 506
Arbitration 509
Grievance Procedures in Nonunion Companies: Corporate Due Process 510
Discipline 512
Employment at Will 517
Employment Contracts 519
Company Example: McLitigation 520
Termination 521
CONTENTS X X i
Employee Privacy and Ethical Issues 525
Fair Information Practices in the Computer Age 525
Assessment of Job Applicants and Employees 527
Employee Searches 527
Whistle Blowing 528
Impact of Procedural Justice and Ethics on Productivity, Quality of Work Life,
and the Bottom Line 529
Conclusion 529
Human Resource Management in Action: Conclusion/A Radical Experiment at GE:
Hourly Workers Control a Grievance Review Panel 530
Summary 530
Implications for Management Practice 530
Discussion Questions 531
References 531
¦ PART S I X ¦ Support, Evaluation, and International Implications 537
CHAPTER 15: Safety, Health, and Employee Assistance Programs 539
Human Resource Management in Action/Substance Abuse on the Job Produces
Tough Policy Choices for Managers 539
Questions This Chapter Will Help Managers Answer 541
Extent and Cost of Safety and Health Problems 541
Workers Compensation: A Historical Perspective 542
The Occupational Safety and Health Act 543
Purpose and Coverage 543
Administration 543
Safety and Health Standards 544
Record Keeping Requirements 544
OSHA Enforcement 546
Company Example: Unsafe Conditions at Gateway Coal 547
OSHA s Impact 548
Company Example: Maintaininn Productivity nt the I oen . ..¦ ¦ ( Sat£ 54f
Assessing the Costs and Benefits of Occupational Safety and Health Programs 550
Organizational Safety and Health Programs 551
Company [/ample .Vmacjement Concern Affect .]¦)•¦¦ yVt ¦•. :; ,
Company I /ample t yttinr; ( ooier, in the vV :U :; • ¦ ;¦: ¦¦¦¦ : ¦ • . ¦¦ ¦ .
Role of the Safety Committee 555
Safety Rules 555
Employee Selection 556
Training for Employees and Supervisors 556
Feedback and Incentives 556
Promoting Job Safety and Health: Approaches That Work 557
Job Safety and Health: What Are Companies Doing? 558
Company Example: Right to K ow Rules in thv Chem c :! i .d • :¦ . 5d ~
International Application1 Health and Safety — The kespo v e !./. (:.¦¦/¦ iH vioni
and Multinational Firms in Less Developed Countnes 56i;
Health Hazards at Work 561
CONTENTS
Company Example: Controlling Lead Exposure at Asarco 562
Legal Implications of Genetic Screening and Monitoring 563
AIDS and Business 564
Employee Assistance Programs 565
A Broader Perspective 566
How Employee Assistance Programs Work 567
Impact of Safety, Health, and EAPs on Productivity, Quality of Work Life,
and the Bottom Line 568
Evaluation of Employee Assistance Programs 568
Company Example: Bottom Line Impact of an Employee Assistance Program
at AT T 569
Corporate Health Promotion: The Concept of Wellness 570
Company Example: Control Data s Stay Well Program 571
Evaluation: Do Wellness Programs Work? 572
Practical Example: Cost Benefit Analysis of a Company Exercise Program 573
Human Resource Management in Action: Conclusion/Substance Abuse on the Job
Produces Tough Policy Choices for Managers 574
Summary 574
Implications for Management Practice 575
Discussion Questions 576
References 576
CHAPTER 16: Competitive Strategies, Human Resource Strategies,
and the Financial Impact of Human Resource Management
Activities 581
Human Resource Management in Action/Attitude Survey Results: Catalyst for
Management Actions 581
Questions This Chapter Will Help Managers Answer 584
Orientation 584
Alternative Competitive Strategies 585
Employee Behaviors and Human Resource Strategies Appropriate to Each
Competitive Business Strategy 585
Human Resources Research—The Basis for Audit and Evaluation of HR
Activities 588
Types of Outcomes 588
Level of Analysis 589
Human Resource Accounting 590
The Behavior Costing Approach 590
Costing Employee Absenteeism 593
Costing Employee Turnover 598
Components of Turnover Costs 599
Assessing the Costs and Benefits of Company Sponsored Day Care 602
The Costs and Benefits of an Employee Assistance Program 602
On the Job Accidents 603
Incidental Absences 603
Disability Absence 603
Visits to the Medical Department 604
CONTENTS X X i i i
Anticipated Losses 604
Summary of Savings 605
The Costs and Benefits of Employee Selection Programs 60S
Costing the Effects of Training Activities 607
Direct Measures of Training Outcomes 608
Impact of Human Resource Management Activities on Productivity,
Quality of Work Life, and the Bottom Line 610
Human Resource Management in Action: Conclusion/Attitude Survey Results:
Catalyst for Management Actions 611
Implications for Management Practice 613
Summary 613
Discussion Questions 613
References 614
CHAPTER 17: International Dimensions of Human
Resource Management 616
Human Resource Management in Action/A Day in the Life
of Tomorrow s Manager 616
Questions This Chapter Will Help Managers Answer 617
The Multinational Company: A Fact of Modern Organizational Life 618
Growth of MNCs 619
Costs of Overseas Executives 620
The Role of Cultural Understanding in International Management Practice 622
Human Resource Management Practices as a Cultural Variable 622
Sense of Self and Space 623
Dress and Appearance 623
Food and Eating Habits 623
Communication: Verbal and Nonverbal 623
Time and Time Sense 624
Relationships 625
Values and Norms 625
Practical Example: Bargaining with the Japanese 625
Beliefs and Attitudes 627
Work Motivation and Practices 627
Mental Processes and Learning 628
Human Resource Management Activities of MNCs 629
Organizational Structure 630
Human Resource Planning 630
Recruitment 631
Practical Example: Job Aid for Spouses of Overseas l ypa.itives 632
International Staffing 633
Orientation 636
Impact of MNC Human Resource Management on Productivity,
Quality of Work Life, and the Bottom Line 637
Cross Cultural Training and Development 638
Company Example: Job Swaps at Molex Enhance Internationa!
Understanding 639
Integration of Training and Business Strategy 641
CONTENTS
International Compensation 642
Multinational Collective Bargaining 646
Alternative Union Strategies 647
Company Example: Power Tactics in Multinational Union Management
Relations 648
Repatriation 650
Planning 650
Career Management 650
Compensation 650
Implications for Management Practice 651
Human Resource Management in Action: Conclusion/A Day in the Life
of Tomorrow s Manager 651
Summary 653
Discussion Questions 653
References 653
Credits 657
Indexes
Name Index 659
Subject Index 611
|
| any_adam_object | 1 |
| author | Cascio, Wayne F. 1946- |
| author_GND | (DE-588)131570870 |
| author_facet | Cascio, Wayne F. 1946- |
| author_role | aut |
| author_sort | Cascio, Wayne F. 1946- |
| author_variant | w f c wf wfc |
| building | Verbundindex |
| bvnumber | BV007995649 |
| callnumber-first | H - Social Science |
| callnumber-label | HF5549 |
| callnumber-raw | HF5549.C2975 1992 |
| callnumber-search | HF5549.C2975 1992 |
| callnumber-sort | HF 45549 C2975 41992 |
| callnumber-subject | HF - Commerce |
| classification_rvk | QV 584 |
| ctrlnum | (OCoLC)24174061 (DE-599)BVBBV007995649 |
| dewey-full | 658.320 658.3 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.3 20 658.3 |
| dewey-search | 658.3 20 658.3 |
| dewey-sort | 3658.3 220 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 3. ed. |
| format | Book |
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| id | DE-604.BV007995649 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T17:12:46Z |
| institution | BVB |
| isbn | 0071125671 0070109966 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-005265381 |
| oclc_num | 24174061 |
| open_access_boolean | |
| owner | DE-19 DE-BY-UBM DE-945 DE-706 |
| owner_facet | DE-19 DE-BY-UBM DE-945 DE-706 |
| physical | XXX, 680 S. Ill., graph. Darst. |
| publishDate | 1992 |
| publishDateSearch | 1992 |
| publishDateSort | 1992 |
| publisher | McGraw-Hill |
| record_format | marc |
| series2 | McGraw-Hill series in management |
| spelling | Cascio, Wayne F. 1946- Verfasser (DE-588)131570870 aut Managing human resources productivity, quality of work life, profits Wayne F. Cascio 3. ed. New York <<[u.a.]>> McGraw-Hill 1992 XXX, 680 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier McGraw-Hill series in management Personeelsmanagement gtt Personnel management Personalpolitik (DE-588)4045269-4 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf Führung (DE-588)4018776-7 s Personalpolitik (DE-588)4045269-4 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=005265381&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Cascio, Wayne F. 1946- Managing human resources productivity, quality of work life, profits Personeelsmanagement gtt Personnel management Personalpolitik (DE-588)4045269-4 gnd Führung (DE-588)4018776-7 gnd |
| subject_GND | (DE-588)4045269-4 (DE-588)4018776-7 |
| title | Managing human resources productivity, quality of work life, profits |
| title_auth | Managing human resources productivity, quality of work life, profits |
| title_exact_search | Managing human resources productivity, quality of work life, profits |
| title_full | Managing human resources productivity, quality of work life, profits Wayne F. Cascio |
| title_fullStr | Managing human resources productivity, quality of work life, profits Wayne F. Cascio |
| title_full_unstemmed | Managing human resources productivity, quality of work life, profits Wayne F. Cascio |
| title_short | Managing human resources |
| title_sort | managing human resources productivity quality of work life profits |
| title_sub | productivity, quality of work life, profits |
| topic | Personeelsmanagement gtt Personnel management Personalpolitik (DE-588)4045269-4 gnd Führung (DE-588)4018776-7 gnd |
| topic_facet | Personeelsmanagement Personnel management Personalpolitik Führung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=005265381&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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