Verfügbarkeit: Human resource management

Human resource management: a managerial tool for competitive advantage

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Bibliographische Detailangaben
1. Verfasser:	Kleiman, Lawrence S. (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Cincinnati [u.a.] South-Western College Publ. 2000
Ausgabe:	2. ed.
Schlagworte:	Personnel management Personalwesen Personalpolitik
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	XXVI, 483 S. graph. Darst.
ISBN:	0324008716

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Datensatz im Suchindex

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adam_text	CBrief Contents Part 1 The Context of Human Resources 1 1 An Introduction to Human Resource Management 2 2 Employment Discrimination Laws 34 3 Human Resource Planning 72 Part 2 Staffing 95 4 Recruitment 96 5 The Selection Process 132 6 Career Management 178 Part 3 Evaluating and Compensation 207 7 Performance Management 208 8 Compensation Processes 240 9 Pay for Performance 276 10 Employee Benefits 306 Part 4 Improving the Workplace 337 11 Employee Training and Development 338 12 Work Redesign for Productivity and Quality Improvement 368 13 Safety and Health 394 Part 5 Maintaining Effective Employee Employer Relationships 423 14 Unions: The Organizing Process 424 15 Unions: Negotiating and Administering an Agreement 448 16 Employee Rights 468 Appendix 1 A Brief History of Human Resource Management 499 Glossary 503 Index 517 xvii C Contents Part 1 The Context of Human Resources 1 Chapter 1 An Introduction to Human Resource Management 2 Core Concepts 2 Opening Case 3 What Is Human Resource Management? 4 Box 1.1 Intercultural Issues in Human Resources: The Ethics of International Human Resource Management 5 Human Resource Processes 6 Planning 6 Staffing 7 Box 1.2 Tales from the Trenches: Supplying Mickey Mouse with Helpers: Human Resource Management at Walt Disney World 7 Compensating and Evaluating 8 Improving the Organization 9 Maintaining Effective Employer Employee Relationships 9 Environmental Factors 10 External Environment 10 Internal Environment 13 HRM Goals 14 Satisfied Employees 14 Managing Absenteeism 15 Selective Retention 16 High Performance 17 Box 1.3 Tales from the Trenches: How One Small Business Reduced a Turnover Problem 18 Additional HRM Goals 21 HRM Mission 23 Box 1.4 Tales from the Trenches: The Use of Technology in Human Resources 26 Careers in Human Resource Management 26 Pursuing an HRM Career: Tips for Students 27 Careers in HRM: Becoming an Independent Consultant 27 Conclusion 28 Box 1.5 Tales from the Trenches: How Human Resources Helped Turn Around a Troubled Airline 29 Applying Core Concepts 29 Box 1.6 Webbing Around 30 Experiential Exercise: Making Changes at Electrik, Inc. 30 References 32 Chapter 2 Employment Discrimination Laws 34 Core Concepts 34 Opening Case 3 5 Discrimination Laws: An Introduction 35 Major Discrimination Laws 36 Discrimination on the Basis of Race, Color, Religion, Sex, and National Origin 37 xvlil Discrimination on the Basis of Disabilities 38 Defining Disability 38 Defining Qualified 40 Essential and Nonessential Functions 40 Accommodation 40 Discrimination on the Basis of Age 43 Discrimination on the Basis of Sexual Orientation 44 Discrimination on the Basis of Religion 44 Box 2.1 Tales from the Trenches: An Age Discrimination Case 45 Discrimination Based on Genetics 46 Retaliation 46 Proving a Discrimination Case 47 Intentional Discrimination 48 Disparate Treatment 49 Adverse Impact 50 Box 2.2 Your Turn: Sending an E mail: Would You be Embarrassed if a Jury Read It? 51 Box 2.3 Your Turn: Assessing Applicant Flow Using the Four Fifths Rule 52 Affirmative Action 5 3 Affirmative Action: Can a Company Voluntarily Adopt Quota Hiring? 54 Affirmative Action: Presidential Mandate 56 Affirmative Action: Required Due to Court Ordered or Out of Court Settlement 56 Affirmative Action: Other Laws 56 Box 2.4 Webbing Around 57 Bringing a Lawsuit 58 Box 2.5 Tales from the Trenches: Sex Discrimination: A Global Comparison 60 Remedies for Discrimination 60 Current Issues in Workplace Discrimination 61 Women and the Glass Ceiling 61 Personal Strategies for Avoiding the Glass Ceiling 62 What Can Organizations Do to Shatter the Glass Ceiling? 62 Box 2.6 Tales from the Trenches: Look Before You Sue! Your Company May Require Alternate Dispute Resolution 63 Sexual Harassment 63 What Is Sexual Harassment? 63 Recent Supreme Court Rulings on Sexual Harassment 65 What Can Organizations Do to Avoid Sexual Harassment Problems? 66 Conclusion 67 Applying Core Concepts 68 Key Terms 68 Experiential Exercise: The Case of Paula Kind 69 References 70 Chapter 3 Human Resource Planning 72 Core Concepts 72 Opening Case 73 Why Is Human Resource Planning Important? 74 A Five Step Approach to Human Resource Planning 75 Step 1: Reviewing the Organizational Mission and Vision 76 Step 2: Examining Internal and External Issues 77 External Factors 77 xix Internal Factors 79 Issues Likely to Affect Your Career 80 Step 3: Determining Future HRM Needs 81 Step 4: Determining Future HRM Capabilities 83 Box 3.1 Tales from the Trenches: Conducting a Benchmark Study 85 Step 5: Analyzing and Resolving Gaps 85 Applying the Human Resource Planning Model to Career Planning 87 Jobs for the Future 88 Box 3.2 Tales from the Trenches: Using Mental Imagery for Career Planning 89 Box 3.3 Webbing Around 90 Futuristic Jobs: Not Butcher, Baker, or Candlestick Maker 90 Conclusion 91 Applying Core Concepts 91 Key Terms 92 Experiential Exercise: Human Resource Planning at Le Kaim 92 References 93 Part 2 Staffing 95 Chapter 4 Recruitment 96 Core Concepts 96 Opening Case 97 Developing a Recruitment Strategy 98 Determine the Target Population 98 Box 4.1 Tales from the Trenches: Recruiting for Starbucks ... in China! 99 Determine the Applicant Source 101 Internal versus External Recruitment Sources 101 Internal Recruitment Sources 102 External Recruitment Sources 102 Newspaper Advertisements 102 Television and Radio Ads 104 Networking 105 Box 4.2 Webbing Around 106 College Campus Recruitment 106 Employment Agencies and Search Firms 107 Box 4.3 Tales from the Trenches: How One Company Conducts College Campus Recruitment 108 Applicant Initiated Recruitment 109 Internet Recruitment 110 Box 4.4 Your Turn: How to Network for Job Leads 112 Job Hunting on the Internet: An Applicant s Guide 113 Tools for Internet Job Searching 114 Miscellaneous Recruitment Sources 115 Attracting Applicants to the Organization 116 Box 4.5 Tales from the Trenches: Internet Recruiting: Applicants, Look Out! 119 Recruitment Practices 119 Conclusion 120 Appendix 1: The Job Search: General Strategies 121 Appendix 2: Writing the Cover Letter 122 Appendix 3: Writing the Resume 123 xx Applying Core Concepts 127 Key Terms 128 Experiential Exercise: Technosoftware Company: Part I 128 References 129 Chapter 5 The Selection Process 132 Core Concepts 132 Opening Case 13 3 Job Analysis 133 What Is Job Analysis ? 133 Why Conduct a Job Analysis? 134 Conducting a Job Analysis 135 Quantitative Job Analysis Questionnaires 138 Competency Modeling 140 Choosing Selection Procedures 140 Job Relatedness 141 Utility 144 Legal Concepts 144 Box 5.1 Your Turn: Utility of a Drug Test 145 Practicality 148 Typical Selection Steps 148 Application Form 149 The Interview 149 Traditional Interview 152 Box 5.2 Your Turn: What Do I Say If They Ask ... ? 153 Structured Interview 155 Stress Interview 155 Panel Interview 155 Box 5.3 Intercultural Issues in Human Resources: Interviewing Applicants in Other Countries 156 Legal Considerations 157 Psychological Tests 159 Personality Tests 159 Cognitive Ability Tests 160 Job Knowledge Examination 161 Work Samples 161 Reference and Record Checking 163 Box 5.4 Tales from the Trenches: Former Boss Giving a Bad Reference? 165 Drug and Alcohol Testing 166 Drug Screening Procedures 166 Validity of Drug Testing 167 Legal Considerations in Drug Testing 167 Alcohol Testing 168 Miscellaneous Selection Devices 168 Individual Assessment 168 Box 5.5 Webbing Around 169 Graphology 169 Selecting for Team Work 169 Selecting for a Global Assignment 170 Conclusion 171 xxi Applying Core Concepts 171 Key Terms 171 Experiential Exercise: Technosoftware Company: Part 2 172 References 174 Chapter 6 Career Management 178 Core Concepts 178 Opening Case 179 Why Have Career Patterns Changed? 180 Organizational Layoffs 180 Changing Nature of Work 180 Changing Nature of Organizations 180 Box 6.1 Your Turn: Career Anchors: What Makes You Tick? 181 Career Stages 182 Entry Stage 182 Entry Stage: Suggestions for Organizations 183 Box 6.2 Intercultural Issues in Human Resources: Comparing Japanese and U.S. Career Models: The Latest Results 184 Entry Stage: Suggestions for Employees 185 Mastery Stage 186 Mastery Stage: Suggestions for Organizations 187 Mastery Stage: Suggestions for Employees 188 Passage Stage 189 Passage Stage: Suggestions for Organizations 189 Box 6.3 Your Turn: General Tips for Career Success 190 Passage Stage: Suggestions for Employees 191 Organizational Advancement Systems 192 Command Centered Jungle Gym 192 Evolutionary Jungle Gym 194 Constructional Jungle Gym 194 Protean Jungle Gym 195 Common Career Issues 197 Gaining Global Experience 197 Box 6.4 Your Turn: The Move Away from Corporate Careers 198 Being a Specialist versus a Generalist 199 Vox 6.5 Webbing Around 200 Burnout 200 Prioritizing Managerial Activities for Success 201 Conclusion 202 Applying Core Concepts 203 Key Terms 203 Experiential Exercise: The Controversial Promotion 203 References 205 Part 3 Evaluating and Compensating 207 Chapter 7 Performance Management 208 Core Concepts 208 Opening Case 209 xxii Performance Management: Organizational Uses 210 Performance Measures: Objective and Subjective Approaches 210 Objective Performance Measures 211 Subjective Performance Measures 211 Problems with Subjective Performance Appraisals 211 Judgment Errors 211 Box 7.1 Intercultiiral Issues in Human Resource Management: Performance Management Practices in the Pacific Rim 212 Poor Appraisal Forms 213 Lack of Rater Preparedness 214 Ineffective Organizational Policies and Practices 214 Solutions to Performance Appraisal Problems 214 Provide Training to Raters 215 Involve Users in the Development of Rating Forms 215 Educate Managers on the Importance of Performance Appraisals 215 Reward Managers for Performance Appraisals 215 Choose Appropriate Raters 215 Rating Forms 216 Comparative Approaches 216 Graphic Scales 216 Behaviorally Based Scales 217 Management by Objectives 218 Current Issues in Performance Management 219 360 Degree Feedback Systems 219 Box 7.2 Tales from the Trenches: Using Subordinate Ratings at a Small, Family Owned Business 221 Electronic Performance Monitoring 222 Performance Feedback: Why Is It So Difficult? 223 Box 7.3 Webbing Around 223 Handling Performance Reviews: The Managerial Perspective 224 General Suggestions for Conducting Feedback Reviews 224 Box 7.4 Your Turn: Handling Performance Feedback: A Quiz 225 Conducting Performance Reviews: Specific Steps for Managers 227 Conducting the Informal Feedback Session 227 Box 7.5 Your Turn: Handling Employee Responses to Criticism 228 Conducting the Formal Performance Review Session 229 Handling Performance Reviews: The Employee Perspective 230 Performance Management and the Law 231 Box 7.6 Your Turn: Suggestions for How Employees Can Deal with Negative Feedback 232 Conclusion 233 Applying Core Concepts 233 Key Terms 234 Experiential Exercise 234 References 237 Chapter 8 Compensation Processes 240 Core Concepts 240 Opening Case 241 xxiii Goals of Compensation Processes 241 Compensation Laws: Complying with Legal Requirements 242 Fair Labor Standards Act of 193 8 242 Comparable Worth 244 Box 8.1 Tales from the Trenches: How Companies Defend against Equal Pay Act Lawsuits 245 Prevailing Wage Laws 246 Box 8.2 Your Turn: Are CEOs Overpaid? 248 Box 8.3 Webbing Around 249 Determining Internal Fairness: Conducting a Job Evaluation 249 Point Method System of Job Evaluation 250 Hay Plan 253 Other Job Evaluation Procedures 253 Determining External Fairness: Using Wage and Salary Surveys 257 The Traditional Pay Structure: Merging Job Evaluation and Salary and Wage Surveys 260 Alternatives to Traditional Pay Structures 264 Broadbanding 264 Market Pricing 266 Skill Based and Competency Based Pay 266 Box 8.4 Your Turn: Compensation: U.S. Expatriates versus Chinese Locals 267 Compensation Processes: Implications for Employees 269 Negotiating a Pay Increase in Your Current Job 269 Conclusion 271 Applying Core Concepts 2 72 Key Terms 272 Experiential Exercise 272 References 274 Chapter 9 Pay for Performance 276 Core Concepts 276 Opening Case 277 Why Do Companies Implement Pay for Performance Plans? 277 Alternatives to Pay for Performance 278 Box 9.1 Intercultural Issues in Human Resource Management: Pay for Performance: Global Considerations 279 Kinds of Pay for Performance Plans 279 General Principles 279 Merit 280 Individual Incentive 280 Team Incentive 280 Organization Wide Incentive 281 Merit Plans: Advantages and Disadvantages 282 Merit Pay Plans: Do They Work? 283 Maximizing Merit Raises: Tips for Employees 283 Employee Characteristics Affecting Merit Raises 283 Supervisor Characteristics Affecting Merit Raises 284 Organizational Characteristics Affecting Merit Raises 284 Box 9.2 Your Turn: Combining Pay for Performance Plans 286 Individual Incentive Plans: Advantages and Disadvantages 286 Team Incentive Plans: Advantages and Disadvantages 289 xxiv Box 9.3 Tales from the Trenches: Changing From an Individual Incentive to a Unit Profit Sharing Plan 290 Organization Wide Incentive Plans: Advantages and Disadvantages 292 Kinds of Organization Wide Incentive Plans 293 Box 9.4 Webbing Around 294 Guidelines for Successful Gain sharing Plans 295 Conclusion 299 Applying Core Concepts 299 Key Terms 299 Experiential Exercise 300 References 303 Chapter 10 Employee Benefits 306 Core Concepts 306 Opening Case 307 Legally Required Benefits 308 Social Security/Medicare 308 Unemployment Compensation 309 Workers Compensation 310 Unpaid Time Off 310 Box 10.1 Webbing Around 311 Pension and Health Insurance Programs 311 Pension Plans 311 Defined Benefit Pension Programs 312 Defined Contribution Pension Programs 314 Cash Balance Plans: A Hybrid Approach 316 ERISA 317 Health Insurance 319 Box 10.2 Tales from the Trenches: Cutting Health Insurance Costs: Suggestions for Companies 320 Kinds of Health Insurance Programs 321 Additional Terms Associated with Health Insurance Plans 323 Miscellaneous Employee Benefits 325 Disability Insurance 325 Elder Care and Long Term Care 326 Dental Insurance 326 Additional Benefits 327 Box 10.3 Your Turn: The Changing Rules for Retirees Health Insurance 327 Cafeteria Benefits 328 Paid Time Off 330 Vacations 330 Holidays 331 Box 10.4 Your Turn: Extended Paid Time Off From Work 3 31 Personal Absences 331 Conclusion 332 Applying Core Concepts 332 Key Terms 332 Experiential Exercise 333 References 334 XXV Part 4 Improving the Workplace 337 Chapter 11 Employee Training and Development 338 Core Concepts 338 Opening Case 339 What Is Training and Development and Why Is It Important? 340 Current Trends and Practices in Training and Development 340 Training Needs Analysis 342 Box 11.1 Your Turn: Training and Development Programs: Their Impact on Your Pay 343 Step 1: Organizational Analysis 343 Step 2: Task/Competency Analysis 344 Step 3: Person Analysis 346 Box 11.2 Intercultural Issues in Human Resources: Training and Education Programs: An International Perspective 349 Training Techniques and Principles 349 On the Job Training Techniques 350 Box 11.3 Your Turn: A Mini Guide to Providing One on One Instruction 3 52 Off the Job Training Techniques 353 Box 11.4 Tales from the Trenches: Benefiting from Business Seminars: Tips for Participants 3 54 Distance Learning 355 Box 11.5 Webbing Around 357 Principles of Learning: General Guidelines 358 Evaluating Training Program Success 360 Defining Training Program Success 361 Conclusion 363 Applying Core Concepts 364 Key Terms 364 Experiential Exercise 365 References 366 Chapter 12 Work Redesign for Productivity and Quality Improvement 368 Core Concepts 368 Opening Case 369 Work Design: Classical Approach 370 Box 12.1 Tales from the Trenches: Classical Job Design and United Parcel Service 371 Alternatives to Classical Work Design: An Overview 371 Early Approaches to Alternative Work Design: Job Enlargement and Job Enrichment 3 72 Job Enlargement 372 Job Enrichment 373 Quality Circles 375 Advantages and Disadvantages of Quality Circles 375 Work Teams 375 Team Stages 376 Effective Decision Making for Teams 3 76 Box 12.2 Your Turn: So You Want to Be a Team Leader? 377 Advantages and Disadvantages of the Work Team 378 Box 12.3 Tales from the Trenches: Teams Sometimes Fail, Too 380 Total Quality Management 380 xxvi What Is TQM? 380 TQM Principles 381 Advantages and Disadvantages of TQM 382 Reengineering 382 Advantages and Disadvantages of Reengineering 383 Box 12.4 Webbing Around 384 The Virtual Organization 384 Challenges in Creating a Virtual Workforce 385 The Role of Human Resources in a Virtual Organization 386 Advantages and Disadvantages of a Virtual Organization 387 Is Work Redesign the Answer? 387 Conclusion 388 Applying Core Concepts 388 Key Terms 389 Experiential Exercise 389 References 391 Chapter 13 Safety and Health 394 Core Concepts 394 Opening Case 395 The Law and Workplace Safety and Health 395 Occupational Safety and Health Act of 1970: An Introduction 395 Maintaining a Safe and Healthful Workplace: Your Employer s Basic Obligation 396 Complying with Specific Standards 397 Box 13.1 Your Turn: Workplace Facilities: Your Rights as an Employee 397 Record Keeping and Reporting Obligations 398 Box 13.2 Tales from the Trenches: Are You More Likely to be Injured at a Small Company or a Big Company? 399 Mandate for Regulatory Agencies: OSHA s Activities 403 Company Efforts to Reduce Workplace Accidents 404 Empowering Employees 404 Rewarding Employees 404 Training Employees 405 Testing Employees 405 Current Safety and Health Issues in the Workplace 406 Workplace Violence 406 Box 13.3 Your Turn: Profile of a Workplace Killer 407 Lower Back Pain 408 Box 13.4 Your Turn: Some Common Causes of Lower Back Pain 409 Cumulative Trauma Disorders 409 Drug and Alcohol Use 412 Psychological Stress 413 Box 13.5 Webbing Around 414 Indoor Air Pollution 417 Conclusion 418 Applying Core Concepts 419 Key Terms 419 Experiential Exercise 419 References 420 xxvii Part 5 Maintaining Effective Employee Employer Relationships 423 Chapter 14 Unions: The Organizing Process 424 Core Concepts 424 Opening Case 425 What Is a Union? 426 Unions in the United States: A Brief History 426 In the Beginning 426 The Rise of the AFL 427 World War I and Its Aftermath 42 7 Box 14.1 Intercultural Issues in Human Resources: The History of Unions: An International Perspective 428 The Depression Years and the Wagner Act 428 World War II and the Taft Hartley Act 42 8 Post World War II and the Landrum Griffin Act 42 9 Recent Union Trends 430 History of Unions in the Public Sector 432 Box 14.2 Webbing Around 433 Why Workers Join Unions 43 3 Job Dissatisfaction 434 Lack of Control 434 Positive Attitudes Toward and Perceptions of Unions 43 5 Box 14.3 Tales from the Trenches: Health Care Industry: A Hot Bed of Union Activity 436 Managers Attitudes Toward Unions 437 How Companies Become Unionized: The Union Election 437 Step 1: Initiation of Contact 43 7 Step 2: Authorization Cards 437 Box 14.4 Your Turn: What Type of Shop Do You Work In? 438 Step 3: Petitioning NLRB 43 8 Step 4: The Campaign 440 Step 5: Election Results 442 Conclusion 442 Applying Core Concepts 443 Key Terms 443 Experiential Exercise 443 References 447 Chapter 15 Unions: Negotiating and Administering an Agreement 448 Core Concepts 448 Opening Case 449 Union Structure: Who s Who in the Union 449 Negotiating the Union Contract 451 Preparation for Negotiations 451 Initial Negotiation Stages 453 Middle Stages of the Bargaining Process 453 Box 15.1 Your Turn: Some Important Clues for Predicting Which Plants Will Strike 454 Final Stages of Contract Negotiations 455 When No Contract Can Be Negotiated 455 Should Public Sector Employees Be Allowed to Strike? 456 xxviii Current Trends in Contract Negotiations 457 Box 15.2 Webbing Around 457 Administering the Union Contract 458 Box 15.3 Intercultural Issues in Human Resources: Union Changes: An International Perspective 458 The Grievance Procedure 459 Employee s Perspective on the Grievance Procedure 459 Arbitration Process 459 Eliminating the Union 460 Box 15.4 Your Turn: So You Want to Be a Labor Arbitrator? 461 Box 15.5 Tales from the Trenches: Why One Company Decertified the Union 462 Developing Harmonious Labor Management Relations: Suggestions for Employers 462 Conclusion 464 Applying Core Concepts 464 Key Terms 465 Experiential Exercise 465 References 467 Chapter 16 Employee Rights 468 Core Concepts 468 Opening Case 469 Terminations: For Good Cause, Bad Cause, or No Cause at All 470 Exceptions to Employment at Will 470 Box 16.1 Your Turn: Written Contracts: An Employee Perspective 473 Recommendations for Organizations 474 Personnel Files 475 Federal Government Employees and Access to Personnel Files 475 Private Sector and State and Local Government Employees 475 Privacy Rights in the Workplace 478 Box 16.2 Webbing Around 479 U.S. Constitution 479 Common Law Privacy 479 The Electronics Communication Privacy Act of 1986 480 Workplace Romance 481 Romantic Relationships: Why Companies Are Concerned 481 Box 16.3 Your Turn: Your Attitude toward Workplace Romances 482 Workplace Romances: Your Legal Rights 482 Organizational Policies Regarding Workplace Romances 483 Box 16.4 Tales from the Trenches: What You Say Can Hurt You 484 Employee Disciplinary Procedures 485 Progressive Discipline 485 Due Process 486 Taking Disciplinary Action 486 Terminating an Employee: The Termination Meeting 487 Employee Rights and Work Hours 488 Working More Than 40 Hours per Week: Your Rights 488 Shiftwork 488 Box 16.5 Intercultural Issues in Human Resources: Do You Work Enough Hours? 489 Flextime 490 Compressed Workweek 491 xxix Conclusion 492 Applying Core Concepts 493 Key Terms 493 Experiential Exercise 494 References 496 Appendix 1: A Brief History of Human Resource Management 499 Glossary 503 Index 517 XXX
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title	Human resource management a managerial tool for competitive advantage
title_auth	Human resource management a managerial tool for competitive advantage
title_exact_search	Human resource management a managerial tool for competitive advantage
title_full	Human resource management a managerial tool for competitive advantage Lawrence S. Kleiman
title_fullStr	Human resource management a managerial tool for competitive advantage Lawrence S. Kleiman
title_full_unstemmed	Human resource management a managerial tool for competitive advantage Lawrence S. Kleiman
title_short	Human resource management
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title_sub	a managerial tool for competitive advantage
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topic_facet	Personnel management Personalwesen Personalpolitik
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