Clear and well-integrated, Managing Human Resources uses the authors' well-established Integrative Framework for Managing Human Resources to describe specific human resource (HR) activities including recruitment, training, performance management, and compensation. An important learning objective for students using Managing Human Resources is to develop an understanding of how the many specific HR activities can work together as a system that improves organizational effectiveness. This edition is a significantly revised and improved version of a title previously published by Cengage Learning.

Table of Contents:
Preface Acknowledgements Chapter 1: Managing Human Resources The Strategic Importance of Managing Human Resources Satisfying Multiple Stakeholders Owners and Investors Society Customers Other Organizations Organizational Members (The Employees) Gaining and Sustaining a Competitive Advantage Employees Who Are a Source of Added Value Employees Who Are Rare Human Resources That Can't Be Copied A Framework for Managing Human Resources The Importance of HRM Strategies and the Organization's External and Internal Environments Activities for Managing Human Resources The HR Triad HR Professionals Provide Special Expertise Line Managers Employees Share Responsibility The HR Triad: Roles and Responsibilities for Managing Human Resources Looking Ahead: Five Special Themes Managing with Teams Managing with Diversity and Inclusion Managing with Ethics and Corporate Social Responsibility Managing with New Technologies Managing with Metrics and Analytics Current Issues The Changing Role of HR Employee Engagement Chapter Summary with Learning Goals Terms to Remember Questions for Discussion and Reflective Thinking Projects to Extend Your Learning Case Study: Can Knights Satisfy All of Its Stakeholders and Survive? Chapter 2: Formulating and Implementing Human Resource Management Strategies The Importance of Formulating and Implementing an HR Strategy Elements of the Environment for Managing Human Resources Formulating and Implementing an HRM Strategy The HR Triad The HR Triad: Roles and Responsibilities for Formulating and Implementing HRM Strategies Understanding the External Environment The Economic Landscape The Demographic Landscape The Socio-Cultural Landscape The Political Landscape Understanding the Internal Environment Technology Company Culture Business Strategies Financial, Organizational, Reputation, and Human Resources HRM Strategies Strategic Alignment Types of HRM Strategies HRM Strategy Formulation Aligning HRM Strategy Formulation with the Business Strategy Specifying Strategic Objectives Designing an Integrated HRM System to Achieve Strategic Objectives HRM Strategy Implementation Reasons for Resistance Overcoming Resistance Review and Revise Current Issues Managing a Multi-generational Workplace Mergers and Acquisitions Chapter Summary with Learning Goals Terms to Remember Questions for Discussion and Reflective Thinking Projects to Extend Your Learning Case Study: Levi Strauss & Company Chapter 3: Ensuring Fair Treatment And Legal Compliance The Strategic Importance of Fairness and Legal Compliance Society's Concerns about Fairness Concerns of the Labor Force Customers Win When Employers Treat Employees Fairly The HR Triad HR Professionals The HR Triad: Roles and Responsibilities to Ensure Fair Treatment and Legal Compliance Line Managers Other Employees What Fairness Means to Employees Distributive Justice Procedural Justice Interactional Justice Reactions to Unjust Treatment The Legal Landscape Societal Factors Laws Executive Orders Agencies Courts Company Responses Title VII of the Civil Rights Act The EEOC Categories of Discrimination Covered by Title VII Harassment Defending Discrimination Allegations Other Discrimination Laws Age Discrimination in Employment Act Americans with Disabilities Act Genetic Information Non-Discrimination Act Executive Orders 11246, 11375, 11478, and 13672 Settling Disputes Company Grievance Procedures Mediation and Arbitration Using Courts to Settle Disputes Diversity and Inclusion Initiatives for Ensuring Fair Treatment Who is Covered by Diversity and Inclusion Initiatives A Culture of Inclusion Evaluating the Effectiveness of Diversity and Inclusion Initiatives Economic Benefits of Diversity Current Issues Sexual Orientation Autism in the Workplace Chapter Summary with Learning Goals Terms to Remember Questions for Discussion and Reflective Thinking Projects to Extend Your Learning Case Study: United Way and the Boy Scouts of America Chapter 4: Using Job Analysis and Competency Modeling The Strategic Importance of Job Analysis and Competency Modeling Foundation for an Integrated HRM System Changing Cultures and Implementing New Strategies Adopting New Technology Complying with Laws and Regulations The HR Triad The HR Triad: Partnership Roles in Job Analysis and Competency Modeling Specific Terminology Positions, Jobs, and Occupations Job Analysis Competency Modeling Job Descriptions and Job Specifications Career Paths Sources of Information Used in Job Analysis and Competency Modeling Job Incumbents Supervisors Trained Job Analysts Customers Methods of Collecting Information Individual and Group Interviews Observations Questionnaires Standardized Approaches to Job Analysis Time-and-Motion Studies Ergonomic Analysis Occupational Information Network (O*NET) Position Analysis Questionnaire Management Position Description Questionnaire Customized Approach to Job Analysis Developing a Customized Inventory Analyzing and Interpreting the Data Advantages and Disadvantages Analyzing Needed Competencies Standardized Approach Customized Approach Competency Inventories Current Issues The Decline of Job Analysis? The Importance of Documenting Competency Modeling Chapter Summary with Learning Goals Terms to Remember Questions for Discussion and Reflective Thinking Projects to Extend Your Learning Case Study: Job Descriptions at HITEK Chapter 5: Managing Talent Through Workforce Planning, Recruitment, And Retention The Strategic Importance of Managing Talent through Workforce Planning, Recruitment, and Retention Improving Productivity Reducing Labor Costs Staying Competitive Workforce Planning, Recruitment, and Retention within an Integrated HRM System Other HR Activities The External and Internal Environments The HR Triad HR Professionals Line Managers The HR Triad: Roles and Responsibilities for Managing Talent Other Employees Workforce Planning Workforce Forecasts Succession Planning Recruiting Sources and Methods Recruiting from the Internal Labor Market Recruiting from the External Labor Market Attracting Unconventional Employees Using Metrics and Analytics to Manage the Talent Supply Chain Recruitment from the Applicant's Perspective Company Reputation The Recruitment Experience Perceptions of Fit Ethical Recruiting Practices Talent Retention Understanding the Reasons for Turnover Reducing Unwanted Turnover Current Issues Avoiding Layoffs Recruitment and Retention of Older Workers Chapter Summary with Learning Goals Terms to Remember Questions for Discussion and Reflective Thinking Projects to Extend Your Learning Case Study: Downsizing--Anathema to Corporate Loyalty Chapter 6: Selecting Employees to Fit the Job and Organization The Strategic Importance of Selecting Employees to Fit the Job and the Organization Obtaining a Capable Workforce Company Reputation Maximizing the Economic Utility of Selection Practices Selection within an Integrated HRM System Other HR Activities The External and Internal Environments The HR Triad The HR Triad: Roles and Responsibilties for Selecting Employees Line Managers HR Professionals Other Employees Designing the Selection Process Establish the Criteria of Interest Choosing Predictors Choosing Assessment Techniques Deciding When to Measure Each Predictor Synthesizing Information to Choose Appropriate Candidates Techniques for Screening Job Applicants Personal History Assessments Background Verification and Reference Checks Medical Tests Job Interviews Screening Job Interviews Structured Job Interviews Unstructured Job Interviews Panel Interviews Video Interviews Interview Effectiveness Other Techniques for Assessing Screened Job Applicants Ability Tests Job Knowledge Tests Personality Tests Work Simulations Assessment Centers Current Issues Affirmative Action Controversial Predictors Chapter Summary with Learning Goals Terms to Remember Questions for Discussion and Reflective Thinking Projects to Extend Your Learning Case Study: Selecting Patient Escorts Chapter 7: Training and Developing a Competitive Workforce The Strategic Importance of Training and Developing a Competitive Workforce Improving Competitiveness Improving Productivity Increasing Employee Attraction, Retention, and Motivation Training and Development Practices Within the Integrated HRM System Other HR Activities The External and Internal Environments The HR Triad Line Managers The HR Triad: Roles and Responsibilities in Training and Development Other Employees HR Professionals Determining Training and Development Needs Organizational Needs Analysis Job Needs Analysis Person Needs Analysis Demographic Needs Analysis Learning Objectives Determining Learning Objectives Improving Cognitive Knowledge Developing Skills Influencing Affective Responses Encouraging Ethical Behavior Team Building Determining Who Provides the Training Supervisors and Other Managers Coworkers Internal or External Subject Matter Experts The Trainee Determining the Format for Training and Development Activities E-Learning On-the-Job On-Site but Not On-the-Job Off-the-Job Creating Conditions That Will Maximize Learning Set the Stage for Learning Create Conditions to Increase Learning During Training Maintaining Performance after Training Evaluating Training Effectiveness Trainee reactions Trainee learning Trainee behaviors Performance outcomes Return on investment Current Issues Diversity Training Using Gamification for Training Chapter Summary with Learning Goals Terms to Remember Questions for Discussion and Reflective Thinking Projects to Extend Your Learning Case Study: Seeing the Forest and the Trees Chapter 8: Conducting Performance Management The Strategic Importance of Conducting Performance Management Enhance Motivation Improve Individual and Organizational Performance Support Strategic Objectives Performance Management within an Integrated HRM System The Internal Environment The External Environment Other HR Activities The HR Triad Line Managers The HR Triad: Roles and Responsibilities for Managing Performance Other Employees HR Professionals What to Measure Personal Traits Behaviors Objective Results Multiple Criteria When to Measure Performance Focal-Point Approach Anniversary Approach Natural Time Span of the Job Approach Continuous Approach Who Participates Supervisors Self-Appraisal Peers Subordinates Customers 360-Degree Appraisals Crowdsourced Feedback How to Measure Performance Comparative Formats Absolute Standards Formats Results-Based Formats Ratingless Appraisals The Rating Process Rating Errors Improving Rater Accuracy Providing Feedback Understanding Attributions Timing Preparation Content of the Discussion Follow-Up When Nothing Else Works Current Issues Monitoring through Technology Focusing on Development Chapter Summary with Learning Goals Terms to Remember Questions for Discussion and Reflective Thinking Projects to Extend Your Learning Case Study: Crowdsourcing Feedback Chapter 9: Developing an Approach to Total Compensation The Strategic Importance of Total Compensation Attract, Motivate, and Retain Talent Implement the Business Strategy Improve Productivity Contain Costs Total Compensation Within the Integrated HRM System Other HR Activities The External Environment The Internal Environment The HR Triad HR Professionals The HR Triad: Roles and Responsibilities for Total Compensation Line Managers Other Employees Establish the Internal Value of Jobs Objectives of Job Evaluation Job Ranking Methods of Job Evaluation Job Classification Method of Job Evaluation Point-Factor Rating Method of Job Evaluation Competency-Based Methods of Job Evaluation Skill-Based Pay Use External Market Rates to Set Pay Levels Step 1: Determine External Market Pay Rates Step 2: Establish the Market Pay Policy Step 3: Set the Organization Pay Policy Design the Internal Pay Structure Job-Based Pay Grades and Ranges Competency-Based Pay Structure Skill-Based Pay Structure Make Adjustments Balancing Internal and External Equity Changes over Time Achieving Individual Equity Current Issues Raising the Minimum Wage Executive Compensation Chapter Summary with Learning Goals Terms to Remember Questions for Discussion and Reflective Thinking Projects to Extend Your Learning Chapter 10: Using Performance-Based Pay to Achieve Strategic Objectives The Strategic Importance of Using Performance-Based Pay Support Strategic Objectives Manage Labor Costs Attract, Retain, and Motivate Talent Performance-Based Pay Within an Integrated HRM System Other HR Activities The Internal Environment The External Environment The HR Triad The HR Triad: Roles and Responsibilities for Using Performance-Based Pay to Achieve Strategic Objectives Line Managers and HR Professionals Other Employees Design Choices for Performance-Based Pay Types of Performance-Based Pay Rewards Performance Measures Linking Performance to Rewards Implementation Issues Evaluating Effectiveness Gaining Employee Acceptance Recognition Awards Spot Awards Peer-to-Peer Awards Awards for Suggestions Merit Pay Performance Measures Rewards Linking Performance to Pay Incentive Pay Individual Incentives Team Incentives Companywide Incentives Pay That Puts Earnings at Risk Commissions Stock ownership Current Issues New Uses of Analytics Ethical Considerations Chapter Summary with Learning Goals Terms to Remember Questions for Discussion and Reflective Thinking Projects to Extend Your Learning Chapter 11: Providing Benefits The Strategic Importance of Providing Employee Benefits Increase Productivity Contain Costs Improve Attraction and Retention Support Business Strategies Employee Benefits Within an Integrated HRM System Other HR Activities The External Environment The Internal Environment The HR Triad The HR Triad: Roles and Responsibilities for Benefits Mandatory Benefits Social Security Insurance Unemployment Compensation Workers' Compensation and Disability Insurance Family and Medical Leave Voluntary Benefits: Retirement Savings Plans and Pensions Defined Benefit Plans Defined Contribution Plans Cash Balance Plans Legal Considerations Voluntary Benefits: Health Care Medical Care Wellness Programs Employee Assistance Programs Voluntary Benefits: Paid Leave Off-the-Job Paid Leave On-the-Job Paid Leave Voluntary Benefits: Work/Life and Other Benefits Work/Life Benefits Other Voluntary Benefits Administrative Issues in Management Employee Benefits What to Include in the Benefits Package Determining the Level of Flexibility Communicating the Benefits Offered to Employees Current Issues Containing the Escalating Cost of Health Care The Patient Protection and Affordable Care Act of 2010 Chapter Summary with Learning Goals Terms to Remember Questions for Discussion and Reflective Thinking Projects to Extend Your Learning Case Study: Who's Benefiting? Chapter 12: Promoting and Improving Employee Safety, Health, and Well-Being The Strategic Importance of Workplace Safety, Health, and Well-Being Enhance Productivity Contain Costs Attract and Retain Talent Support Business Strategy Promoting and Improving Safety, Health, and Well-Being Within an Integrated HRM System Other HR Activities The Internal Environment The External Environment The HR Triad The HR Triad: Roles and Responsibilities in Promoting Workplace Safety, Health, and Well-Being Workplace Safety Hazards Occupational Accidents Occupational Injuries Workplace Violence Workplace Hazards to Health and Well-Being Occupational Illnesses Hazards to Mental Health Workplace Stressors Job Burnout Workplace Bullying Interventions to Promote and Improve Workplace Safety Measuring and Monitoring Safety Accident Prevention Injury Prevention Violence Prevention Interventions to Promote and Improve Employee Health and Well-Being Measuring and Monitoring Health and Well-Being Illness Prevention Wellness Programs Employee Assistance Programs Stress Management Assessing Intervention Effectiveness Current Issues Privacy Dealing with the Use of Marijuana Chapter Summary with Learning Goals Terms to Remember Questions for Discussion and Reflective Thinking Projects to Extend Your Learning Case Study: Who's There on the Line? Chapter 13: Understanding Unionization And Collective Bargaining The Strategic Importance of Unionization and Collective Bargaining Flexibility Costs Attracting, Retaining, and Motivating Employees Productivity Profitability Unionization and Collective Bargaining Within the Integrated HRM System Other HR Activities The Internal Environment The External Environment Unions The Legal and Political Landscape The Economic Landscape The Demographic Landscape The Socio-Cultural Landscape The Extended HR Triad Unions The Extended HR Triad: Roles and Responsibilities in Unionization and Collective Bargaining Other Employees, Line Managers, and HR Professionals Attraction to Unionization Dissatisfaction Lack of Power Management Efforts to Satisfy Employees and Prevent Unionization Union Efforts to Increase Perceived Union Instrumentality Union Certification Process Soliciting Employee Support Determining the Bargaining Unit Pre-Election Campaign Election, Certification, and Decertification The Collective Bargaining Process Types of Bargaining Negotiating the Agreement Issues for Negotiation Conflicts and Their Resolution Maintenance and Evaluation Contract Administration Evaluating Effectiveness Current Issues Worker Centers The Power of Public Sector Unions Chapter Summary with Learning Goals Terms to Remember Questions for Discussion and Reflective Thinking Projects to Extend Your Learning Case Study: The Union's Strategic Choice Chapter 14: Managing Human Resources Globally The Strategic Importance of Managing Human Resources Globally Growth Reducing Costs Improving Competitiveness Attracting, Retaining, and Motivating Employees The HR Triad HR Professionals The HR Triad: Roles and Responsibilities for Managing Human Resources Globally Line Managers Other Employees Navigating the Global Landscape within the Integrated HRM System Regional Trade Zones International Organizations The Global Landscape and Other Aspects of the External Environment The Socio-Cultural Landscape The Political Landscape The Legal Landscape The Economic Landscape The Demographic Landscape The Global Landscape and the Internal Environment Business Strategy Technology Company Culture Other Resources Managing Human Resources Globally by Adapting to National Differences National Differences in Selection National Differences in Training and Development National Differences in Performance Management National Differences in Compensation and Benefits National Differences in Unionization and Collective Bargaining Managing Human Resources Globally by Integrating across Nations Integrating Talent Management Globally Integrating Selection across Nations Integrating Training and Development across Nations Integrating Performance Management across Nations Integrating Compensation and Benefits across Nations Integrating Unionization and Collective Bargaining across Nations Managing Human Resources Globally by Balancing Standardization and Localization Balancing Standardization and Localization in Recruitment and Selection Balancing Standardization and Localization in Compensation and Benefits Current Issues The End of Globalization? Safety and Security for Employees Abroad Chapter Summary with Learning Goals Terms to Remember Questions for Discussion and Reflective Thinking Projects to Extend Your Learning Endnotes Credits Index