Human resource management gaining a competitive advantage 10e noe

www.freebookslides.com www.freebookslides.com Human Resource Management G A I N I N G A C O M P E T I T I V E A DVA N TAG E RAYMOND A NOE The Ohio State University JOHN R HOLLENBECK Michigan State University BARRY GERHART University of Wisconsin–Madison PATRICK M WRIGHT University of South Carolina 10e www.freebookslides.com HUMAN RESOURCE MANAGEMENT: GAINING A COMPETITIVE ADVANTAGE, TENTH EDITION Published by McGraw-Hill Education, Penn Plaza, New York, NY 10121 Copyright © 2017 by McGraw-Hill Education All rights reserved Printed in the United States of America Previous editions © 2015, 2013, and 2010 No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of McGraw-Hill Education, including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning Some ancillaries, including electronic and print components, may not be available to customers outside the United States This book is printed on acid-free paper DOW/DOW ISBN 978-1-259-57812-0 MHID 1-259-57812-7 Senior Vice President, Products & Markets: Kurt L Strand Vice President, General Manager, Products & Markets: Michael Ryan Vice President, Content Design & Delivery: Kimberly Meriwether David Managing Director: Susan Gouijnstook Director: Michael Ablassmeir Brand Manager: Anke Weekes Director, Product Development: Meghan Campbell Product Developer: Michelle Houston Marketing Manager: Michael Gedatus Market Development Specialist: Sam Deffenbaugh Digital Product Analyst: Kerry Shanahan Director, Content Design & Delivery: Terri Schiest Program Manager: Mary Conzachi Content Project Managers: Mary E Powers (Core), Evan Roberts (Assessment) Buyer: Susan K Culbertson Design: Matt Backhaus Content Licensing Specialists: Michelle D Whitaker (Image), DeAnna Dausener (Text) Cover Image: © Rawpixel Ltd/ Getty Images Compositor: SPi Global Printer: R R Donnelley Image Credit pages 2, 66, 100, 144, 182, 222, 262, 318, 376, 420, 456, 496, 534, 576, 628, 662): ©g_studio/ GettyImages/©Andres Rodriguez/Alamy/©EdBockStock/ Alamy/©WavebreakMedialtd/Alamy/drbimages/ GettyImages All credits appearing on page or at the end of the book are considered to be an extension of the copyright page Library of Congress Cataloging-in-Publication Data Noe, Raymond A   Human resource management : gaining a competitive advantage / Raymond A Noe, The Ohio State University, John R Hollenbeck, Michigan State University , Barry Gerhart, University of Wisconsin-Madison, Patrick M Wright, University of South Carolina —10 Edition   pages cm   Revised edition of Human resource management, 2015   ISBN 978-1-259-57812-0 (alk paper)   Personnel management—United States I Title HF5549.2.U5N64 2016 658.3—dc23 2015035070 The Internet addresses listed in the text were accurate at the time of publication The inclusion of a website does not indicate an endorsement by the authors or McGraw-Hill Education, and McGraw-Hill Education does not guarantee the accuracy of the information presented at these sites mheducation.com/highered www.freebookslides.com To my wife, Caroline, and my children, Ray, Tim, and Melissa —R A N To my parents, Harold and Elizabeth, my wife, Patty, and my children, Jennifer, Marie, Timothy, and Jeffrey —J R H To my parents, Robert and Shirley, my wife, Heather, and my children, Chris and Annie —B G To my parents, Patricia and Paul, my wife, Mary, and my sons, Michael and Matthew —P M W www.freebookslides.com ABOUT THE AUTHORS RAYMOND A NOE  is the Robert and Anne Hoyt Designated Professor of Management at The Ohio State University He was previously a professor in the Department of Management at Michigan State University and the Industrial Relations Center of the Carlson School of Management, University of Minnesota He received his BS in psychology from The Ohio State University and his MA and PhD in psychology from Michigan State University Professor Noe conducts research and teaches undergraduate as well as MBA and PhD students in human resource management, managerial skills, quantitative methods, human resource information systems, training, employee development, and organizational behavior He has published articles in the Academy of Management Annals, Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Journal of Vocational Behavior, and Personnel Psychology Professor Noe is currently on the editorial boards of several journals including Personnel Psychology, Journal of Applied Psychology, and Journal of Management Professor Noe has received awards for his teaching and research excellence, including the Ernest J McCormick Award for Distinguished Early Career Contribution from the Society for Industrial and Organizational Psychology He is also a fellow of the Society of Industrial and Organizational Psychology iv JOHN R HOLLENBECK  holds the positions of Uni- versity Distinguished Professor at Michigan State University and Eli Broad Professor of Management at the Eli Broad Graduate School of Business Administration Dr Hollenbeck received his PhD in Management from New York University in 1984 He served as the acting editor at Organizational Behavior and Human Decision Processes in 1995, the associate editor of Decision Sciences from 1999 to 2004, and the editor of Personnel Psychology from 1996 to 2002 He has published over 90 articles and book chapters on the topics of team decision making and work motivation According to the Institute for Scientific Information, this body of work has been cited over 4,000 times by other researchers Dr Hollenbeck has been awarded fellowship status in both the Academy of Management and the American Psychological Association, and was recognized with the Career Achievement Award by the HR Division of the Academy of Management (2011), the Distinguished Service Contributions Award (2014), and the Early Career Award by the Society of Industrial and Organizational Psychology (1992) At Michigan State, Dr Hollenbeck has won several teaching awards including the Michigan State Distinguished Faculty Award, the Michigan State Teacher-Scholar Award, and the Broad MBA Most Outstanding Faculty Member www.freebookslides.com BARRY GERHART  is Professor of Management and Human Resources and the Bruce R Ellig Distinguished Chair in Pay and Organizational Effectiveness, Wisconsin School of Business, University of ­Wisconsin-Madison He has also served as department chair or area coordinator at Cornell, Vanderbilt, and Wisconsin His research interests include compensation, human resource strategy, international human resources, and employee retention Professor Gerhart received his BS in psychology from Bowling Green State University and his PhD in industrial relations from the University of Wisconsin-Madison He has co-authored two books in the area of compensation He serves on the editorial boards of and has published in the Academy of Management Journal, Industrial and Labor Relations Review, International Journal of Human Resource Management, Journal of Applied Psychology, Management and Organization Review, and Personnel Psychology Professor Gerhart is a past recipient of the Heneman Career Achievement Award, the Scholarly Achievement Award, and (twice) the International Human Resource Management Scholarly Research Award, all from the Human Resources Division, Academy of Management He is a Fellow of the Academy of Management, the American Psychological Association, and the Society for Industrial and Organizational Psychology PATRICK M WRIGHT  is Thomas C Vandiver Bicen- tennial Chair and the Director of the Center for Executive Succession in the Darla Moore School of Business at the University of South Carolina Prior to joining USC, he served on the faculties at Cornell University, Texas A&M University, and the University of Notre Dame Professor Wright teaches, conducts research, and consults in the area of Strategic Human Resource Management (SHRM), particularly focusing on how firms use people as a source of competitive advantage and the changing nature of the Chief HR Officer role He is the faculty leader for the Cornell ILR Executive Education/NAHR program, “The Chief HR Officer: Strategies for Success,” aimed at developing potential successors to the CHRO role He served as the lead editor on the recently released book, The Chief HR Officer: Defining the New Role of Human Resource Leaders, published by John Wiley and Sons He has published more than 60 research articles in journals as well as more than 20 chapters in books and edited volumes He is the Editor at the Journal of Management He has co-edited a special issue of Research in Personnel and Human Resources Management titled “Strategic Human Resource Management in the 21st Century” and guest edited a special issue of Human Resource Management Review titled “Research in Strategic HRM for the 21st Century.” He currently serves as a member on the Board of Directors for the Society for Human Resource Management and the National Academy of Human Resources (NAHR) He is a former board member of HRPS, SHRM Foundation, and World at Work (formerly American Compensation Association) From 2011 to 2015 he was named by HRM Magazine as one of the 20 “Most Influential Thought Leaders in HR.” v www.freebookslides.com PREFACE The steady but slow recovery of the U.S economy means that both consumers and businesses are carefully considering their spending patterns and investments Both ­private-and public-sector employers are cautiously adding new employees if they see an increased demand for their products or services Some companies are struggling to find qualified, talented, and skilled employees despite the many workers available Also, they are continuing to examine how they can improve their “bottom line” while reducing costs This has resulted in not only considering purchasing new technology and upgrading equipment, but putting a greater emphasis on ensuring that management practices and working conditions help employees work harder and smarter, and enhance their motivation, satisfaction, and commitment At the same time companies are taking steps to deal with the current economic conditions, they are also paying closer attention to how to engage in business practices that are economically sound but sustainable That is, business practices that are ethical, protect the environment, and contribute to the communities from which the business draws the financial, physical, and human resources needed to provide its product and services Consumers are demanding accountability in business practices: making money for shareholders should not involve abandoning ethics, ruining the environment, or taking advantage of employees from developing countries! Regardless of whether a company’s strategic direction involves downsizing, restructuring, growth, or a merger or acquisition, how human resources are managed is crucial for providing “value” to customers, shareholders, employees, and the community in which they are located Our definition of “value” includes not only profits but also employee growth and satisfaction, additional employment opportunities, stewardship of the environment, and contributions to community programs If a company fails to effectively use its financial capital, physical capital, and human capital to create “value,” it will not survive The way a company treats its employees (including those who are forced to leave their jobs) will influence the company’s public reputation and brand as a responsible business, and its ability to attract talented employees For example, the human resource practices at companies such as Google, SAS Institute, Quicken Loans, REI, and Wegmans Food Markets helped them earn recognition on Fortune magazine’s recent list of the “The Top 100 Companies to Work For.” This kind of publicity creates a positive image for these companies, helping them attract new employees, motivate and retain their current employees, and make their products and services more desirable to consumers We believe that all aspects of human resource management—including how companies interact with the environment; acquire, prepare, develop, and compensate employees; and design and evaluate work—can help companies meet their competitive challenges and create value Meeting challenges is necessary to create value and to gain a competitive advantage The Competitive Challenges The challenges that organizations face today can be grouped into three categories: ∙ The sustainability challenge Sustainability refers to the ability of a company to survive and succeed in a dynamic competitive environment Sustainability depends on how vi www.freebookslides.com Preface  vii well a company meets the needs of those who have an interest in seeing that the company succeeds Challenges to sustainability include the ability to deal with economic and social changes, engage in responsible and ethical business practices, efficiently use natural resources and protect the environment, provide high-quality products and services, and develop methods and measures (also known as metrics) to determine if the company is meeting stakeholder needs To compete in today’s economy companies use mergers and acquisitions, growth, and downsizing Companies rely on skilled workers to be productive, creative, and innovative and to provide high-quality customer service; their work is demanding and companies cannot guarantee job security One issue is how to attract and retain a committed, productive workforce in turbulent economic conditions that offer opportunity for financial success but can also turn sour, making every employee expendable Forward-looking businesses are capitalizing on the strengths of a diverse multigenerational workforce The experiences of Enron, News of the World, and Lehman Brothers provide vivid examples of how sustainability depends on ethical and responsible business practices, including the management of human resources Another important issue is how to accomplish financial objectives through meeting both customer and employee needs To meet the sustainability challenge companies must engage in human resource management practices that address short-term needs but help ensure the long-term success of the firm The development and choice of human resource management practices should support business goals and strategy    The role of ethical behavior in a company’s sustainability has led us to include more discussion and examples of “integrity in action” in this edition The actions of top executives and managers show employees how serious they are about human resource management practices Also, employees look at their behaviors to determine if they are merely giving “lip service” to ethical behavior or if they genuinely care about creating an ethical workplace As a result, in this edition of the book we include Integrity in Action boxes that highlight good (and bad) decisions about HR practices made by top executives, company leaders, and managers that either reinforce (or undermine) the importance of ethical behavior in the company ∙ The global challenge Companies must be prepared to compete with companies from around the world either in the United States or abroad Companies must both defend their domestic markets from foreign competitors and broaden their scope to encompass global markets Globalization is a continuing challenge as companies look to enter emerging markets in countries such as Brazil and China to provide their products and services ∙ The technology challenge Using new technologies such as computer-aided manufacturing, virtual reality, and social media can give companies an edge New technologies can result in employees “working smarter” as well as provide higher-quality products and more efficient services to customers Companies that have realized the greatest gains from new technology have human resource management practices that support the use of technology to create what is known as high-performance work systems Work, training programs, and reward systems often need to be reconfigured to support employees’ use of new technology The three important aspects of highperformance work systems are (1) human resources and their capabilities, (2) new technology and its opportunities, and (3) efficient work structures and policies that allow employees and technology to interact Companies are also using social media and e-HRM (electronic HRM) applications to give employees more ownership of the employment relationship through the ability to enroll in and participate in training programs, change benefits, communicate with co-workers and customers online, and work “virtually” with peers in geographically different locations www.freebookslides.com viii  Preface We believe that organizations must successfully deal with these challenges to create and maintain value, and the key to facing these challenges is a motivated, well-trained, and committed workforce The Changing Role of the Human Resource Management Function The human resource management (HRM) profession and practices have undergone substantial change and redefinition Many articles written in both the academic and practitioner literature have been critical of the traditional HRM function Unfortunately, in many organizations HRM services are not providing value but instead are mired down in managing trivial administrative tasks Where this is true, HRM departments can be replaced with new technology or outsourced to a vendor who can provide higher-quality services at a lower cost Although this recommendation is indeed somewhat extreme (and threatening to both HRM practitioners and those who teach human resource management!), it does demonstrate that companies need to ensure that their HRM functions are creating value for the firm Technology should be used where appropriate to automate routine activities, and managers should concentrate on HRM activities that can add substantial value to the company Consider employee benefits: Technology is available to automate the process by which employees enroll in benefits programs and to keep detailed records of benefits usage This use of technology frees up time for the manager to focus on activities that can create value for the firm (such as how to control health care costs and reduce workers’ compensation claims) Although the importance of some HRM departments is being debated, everyone agrees on the need to successfully manage human resources for a company to maximize its competitiveness Several themes emerge from our conversations with managers and our review of research on HRM practices First, in today’s organizations, managers themselves are becoming more responsible for HRM practices and most believe that people issues are critical to business success Second, most managers believe that their HRM departments are not well respected because of a perceived lack of competence, business sense, and contact with operations A study by Deloitte consulting and The Economist Intelligence Unit found that only 23% of business executives believe that HR currently plays a significant role in strategy and operational results Third, many managers believe that for HRM practices to be effective they need to be related to the strategic direction of the business This text emphasizes how HRM practices can and should contribute to business goals and help to improve product and service quality and effectiveness An important way, which we highlight throughout the text, is through using “Big Data” and evidence-based HR to demonstrate the value of HRM practices Our intent is to provide students with the background to be successful HRM professionals, to manage human resources effectively, and to be knowledgeable consumers of HRM products Managers must be able to identify effective HRM practices to purchase these services from a consultant, to work with the HRM department, or to design and implement them personally The text emphasizes how a manager can more effectively manage human resources and highlights important issues in current HRM practice This book represents a valuable approach to teaching human resource management for several reasons: ∙ The text draws from the diverse research, teaching, and consulting experiences of four authors who have taught human resource management to undergraduates, traditional day MBA students as a required and elective course, and more experienced managers www.freebookslides.com Preface  ix ∙ ∙ ∙ ∙ ∙ ∙ and professional employees in weekend and evening MBA programs The teamwork approach gives a depth and breadth to the coverage that is not found in other texts Human resource management is viewed as critical to the success of a business The text emphasizes how the HRM function, as well as the management of human resources, can help companies gain a competitive advantage The book discusses current issues such as social networking, talent management, diversity, and employee engagement, all of which have a major impact on business and HRM practice Strategic human resource management is introduced early in the book and integrated throughout the text Examples of how new technologies are being used to improve the efficiency and effectiveness of HRM practices are provided throughout the text We provide examples of how companies are evaluating HRM practices to determine their value The Chapter openers, in-text boxes, and end-of-chapter materials provide questions that provide students the opportunity to discuss and apply HR concepts to a broad range of issues including strategic human resource management, HR in small businesses, ethics and HR’s role in helping companies achieve sustainability, adopt and use technology, adapt to globalization, and practice integrity This should make the HR classroom more interactive and increase students’ understanding of the concepts and their application Organization Human Resource Management: Gaining a Competitive Advantage includes an introductory chapter (Chapter 1) and five parts Chapter provides a detailed discussion of the global, new economy, stakeholder, and work system challenges that influence companies’ abilities to successfully meet the needs of shareholders, customers, employees, and other stakeholders We discuss how the management of human resources can help companies meet the competitive challenges Part includes a discussion of the environmental forces that companies face in attempting to capitalize on their human resources as a means to gain competitive advantage The environmental forces include the strategic direction of the business, the legal environment, and the type of work performed and physical arrangement of the work A key focus of the strategic human resource management chapter is highlighting the role that staffing, performance management, training and development, and compensation play in different types of business strategies A key focus of the legal chapter is enhancing managers’ understanding of laws related to sexual harassment, affirmative action, and accommodations for disabled employees The various types of discrimination and ways they have been interpreted by the courts are discussed The chapter on analysis and design of work emphasizes how work systems can improve company competitiveness by alleviating job stress and by improving employees’ motivation and satisfaction with their jobs Part deals with the acquisition and preparation of human resources, including human resource planning and recruitment, selection, and training The human resource planning chapter illustrates the process of developing a human resource plan Also, the strengths and weaknesses of staffing options such as outsourcing, use of contingent workers, and downsizing are discussed Strategies for recruiting talented employees are emphasized The selection chapter emphasizes ways to minimize errors in employee selection and placement to improve the company’s competitive position Selection www.freebookslides.com 720  Name and Company Index USAirways, 639 Usher, C J., 393 Valdary, C., 245 Valdes-Dalpena, P., 145 Valentino-Devries, J., 243 Valle, S., 199 ValueRx, 89 Valve Corporation, 157 Valvoline, 409 Vance, R., 24 Vandy, Ashley, 234 VanLooy, S., 124 Vasquez, Andres, 127 Ventiv Health, Inc., 23 Verdi, 618 Verigy, 25–26 Verizon, 47–48, 282, 303, 600, 631 Verizon Wireless, 388 Veterans Administration, 40 Vick, K., 199 Vijayaraghavan, V., 334 Vinson, Michelle, 127–128 Virgin America, 67, 639 Vlasic, B., 511 Volkswagen, 461–462, 478, 590, 619, 629, 630 Volvo, 462 Wagner, J A., 154, 156, 157 Walgreens, 7, 404 Walker, A., 334 Wall, R., 246 Wall, T., 50 Walmart, 18, 44, 90, 120, 121, 123, 169, 191–192, 205, 235–236, 240, 291, 303, 443, 457, 458, 473, 514, 629, 630 Walsh, B., 430 Walton, Richard, 601 Ward, B W., 555 War Labor Board, 607 The Washington Post, 196 Watson, T J., 158 Wearable Intelligence, 47 Weatherly, L., 21 Webb, Beatrice, 580 Webb, Sidney, 580 Weber, L., 33, 183, 194, 631 Weber, Lauren, 487 Weil, Gotshal, & Manges, 294 Weinstein, M., 46, 48, 273 Weisinger, J., 306 Welbourne, Theresa, 688 Welkowitz, W., 599 Wessel, D., 195 Wexley, Ken, 341 Whalen, J., 152 Wheeler, Tom, 690 Whirlpool, 287, 355 White, Tim, 191–192 Whole Foods, Whyte, Fred, 272 Widget.com, 687 Wighton, David, 522 Williams, Bruce, 433 Williams, Dennis, 511 Williams, Lynn, 134 Wilmouth, F., 364 Winters, M., 306 Wipro, 200, 290 Wisconsin Plastics, Inc (WPI), 367 W.L Gore and Associates, 156 Wolf, M., 17 Wolf, S., 307 Woo, Louis, 439 Wood, S., 50 Woodall, B., 479 WorldatWork, 507 World Health Organization, 29 World Privacy Forum, 430 Worthington Industries, 539 Wright, P., 10, 664, 674, 678 Wright, T., 481 Xerox Corporation, 42, 231, 303, 384, 539, 611 Yahoo, 190, 535 Yammer, 356, 425 Yan, S., 440 Year Up, 277 Yellin, T., 145 YMCA of Greater Rochester, New York, 354 YouTube, 48, 267, 272, 281, 291, 400 Yum! Brands, 43, 199–200 Zacharatos, A., 50 Zappa, Jim, 79 Zappos, 439, 464 Zara, 157, 481 Zax, D., 151 Zemke, R., 273 Zheng, A., 560 Zinger, D., 357 Zirtual, 487 Zorro, P., 457 Zuckerberg, Mark, 535 Zynga, 515, 539 www.freebookslides.com SUBJECT INDEX Abilities, 164 See also Cognitive ability Ability to pay, 501 Absence presence, 173 Absenteeism, 436 Acceptability, performance measurement and, 329–330 Accessibility, 178 Accountability, 160, 671 Accuracy training, 359 “Acqui-hire,” 234 Acquisitions, 88–89 Action learning, 295–296 Action plan, 279, 383–384 Action steps, 113 ADDIE model, 267 Adjustment (personality), 248 Administrative linkage, 74–76 Advanced manufacturing environments, 477 Adventure learning, 293–294 Advertisements (image advertising), 206 Affirmative action, 128–130, 202, 237 “Pink Quota” (Europe), 256 Affordable Care Act, 149, 196, 566, 567, 572 AFL-CIO, 584–585 Age, of workforce, 34–35, 193 Age discrimination, 107 Age Discrimination in Employment Act (ADEA), 107–108, 238, 566 Agency shop, 586 Agency theory, 499–502, 522 Agents, in agency theory, 499 Agreeableness, 248 Alabama House Bill 56, 216–217 Albermarle Paper v Moody, 119, 333 Alliance for Bangladesh Worker Safety, 582 Alternation ranking, 333 Alternative dispute resolution (ADR), 428–429 Alternative work arrangements, 25–26 See also Flexibility American Federation of Labor and Congress of Industrial Organizations (AFL-CIO), 584–585 American Federation of State, County and Municipal Employees (AFSCME), 619 American-made goods, as competitive advantage, 215–216 Americans with Disabilities Act (ADA), 109–110, 239 outcomes, 130 sample of complaints filed under, 131 Americans with Disabilities Act Amendments Act (ADAAA), 110 Analytic approach, 673–676 Apparel industry, 174 Appraisal politics, 358 Appreciation, 452–453 Apprenticeships, 286–287 Apps, for learning, 292, 312 Arbitration, 428, 606 Armed forces recruitment, 205–206 Asia, in the global market, 629, 632 Assessment See also Performance appraisals for employment development, 389–394 Myers-Briggs Type Indicator for, 389 performance appraisals and 360-degree feedback for, 392–394 Assessment centers, 252, 390–392 Associate union membership, 598 Attitudinal structuring, 601 Attribute approach, to performance measurement, 351 evaluating, 337–338 graphic rating scales, 336–337 mixed-standard scales, 337 Audiovisual training, 284–285 Audit approach, 671–673 Authority differentiation, 174 Autonomy, 170 Avatars, 287–288 Awards, team, 516–517 Background checks, 240, 244–245 Bakery, Confectionery, Tobacco Workers & Grain Millers International Union, 623 Bakke v California Board of Regents, 104 Balanced scorecard, 27–28, 344–345, 517–520 Banding, 248, 476 Bangladesh garment factory tragedy, 582 Batch work methods, 149 Behavioral appraisal emphasis, 88 Behavioral approach, to performance measurement, 339–343, 351 behaviorally anchored rating scales, 339, 340 behavioral observation scales, 339–341 competency models, 341–342 evaluation of, 342–343 Behaviorally anchored rating scale (BARS), 339, 340 Behavioral observation scale (BOS), 339–341 Behavior-based contracts, 501 Behavior modeling, 289 Benchmarking, 463, 553 Bench strength, 407 Benefits, 85, 672 See also Benefits management; specific benefit cafeteria plans, 564–565 child care, 550, 551–553 differentiating, 539 employee wellness programs, 567 family-friendly, 535, 550–553 growth of, 536–539 job dissatisfaction and, 443–444 labor relations and, 614–615 pay for time not worked, 549–550 private group insurance, 544–545 retirement benefits, 545–549 Social Security, 540–542 tax advantage of, 538 unemployment insurance, 191, 542–543 workers’ compensation, 543–544 Benefits management, 553–565 Affordable Care Act, 566, 567, 572 communication with employees, 562–565 cost control, 553–561 flexible plans, 563–565 health care costs and quality, 555–560 monitoring future benefits obligations, 568 nature of workforce, 561–562 nondiscrimination rules, qualified plans, tax treatment, 566 regulatory issues in, 566–569 sex, age, and disability, 566–568 staffing responses, 560–561 surveys and benchmarking, 553 721 www.freebookslides.com 722  Subject Index Bias gender, 235–236 unconscious, 304 Big data, 11 Biographical information, 244, 254 Biological approach, to job design, 168, 170–171 Blended learning, 291–292, 296, 312 Board of directors guidelines for independence and leadership, 523 liaison to, 692 Body language, international, 649 Bona fide occupational qualification (BFOQ), 116 Bonuses bonus caps, 522 merit, 497, 505 Boomerang employee, 192 Boundaryless career, 380 “Brain drain,” 184 Brand image, 223 Bring Your Own Device (BYOD), 194 Brito v Zia, 337, 366 Broad bands, 476 Broad worker specifications, 167 Brown v Board of Education, 140–142 Bullying, 443 Bundy v Jackson, 127 Business games, 288–289 Business model, 68–70 General Motors example, 69–70 unsustainable, 695 Business Objective: A Life by Design (BOLD), 263 Buyouts, 193–196 Calibration meetings, 359 Call center staffing, 198 Cambodian workers, 481 Capitalist systems compensation and, 640–641 human capital and, 640 Card-check provision, 600 Career management systems, 384–385 See also Development planning systems; Employee development Career pattern, 380 Career planning, 162 Career support, 403 Case studies, 288–289 Cash balance plans, 547–548 Cause-and-effect diagrams, 348 Center of excellence subunit, 159 Centralization, 153 Central tendency error, 359 CEO compensation, 482–483 Change, adaptation to, 23 Checkoff provision, 586 Chief executive officer compensation, 482–483 Chief human resource officer, 691–693 as counselor/confidante/coach, 692 as leader of the HR function, 692 as liaison to the board, 692 as representative of the firm, 692 as strategic advisor, 691 as talent architect, 691–692 as workforce sensor, 692 Child care, 550, 551–553, 573 China air quality, 559–560 economy and collective action in, 619 recruiting/retaining engineering talent in, 500 working conditions, 439, 440 Churning, 451 Civil Rights Act of 1866, 106 Civil Rights Act of 1991, 109 Civil Rights Act of 1964, Title VII, 102 Civil Service Reform Act of 1978, 619 Classroom instruction, 284 See also Training Closed shop, 586 Clothing industry, 174 Cloud computing, 48 Coaches and coaching, 313, 404–405 COBRA (Consolidated Omnibus Budget Reconciliation Act of 1985), 544 Codes of conduct, 521 Codetermination, 639 Coding tutorials, 211 Cognitive ability, 138, 160 Cognitive ability tests, 247–248, 254 Cold calling, 207 Collateralized debt obligations (CDOs), 158 Collective bargaining, 591 See also Labor relations; Labor unions legal framework, 590–593 typical contract provisions in, 581 unfair labor practices (employers), 591–592 unfair labor practices (labor unions), 592, 593 in Wisconsin, 619 Collectivist vs individualistic orientation, 637 College degrees, 195 College internship programs, 211 College placement services, 211, 212 Colleges/universities, diversity and, 237–238 Communication in compensation decisions, 474–475 compensation/merit pay and, 523–524 cultural differences and, 637 expatriate workers and, 649–650, 654 illiteracy and, 563 intercultural, 649 medical issues and, 174 overcommunication, 164–165 safety issues and, 135 social media and union-related communication, 599 translation services, 659 voice mechanisms, 615 Communism, 639 Communities of practice, 281 Comparable worth, 484 Compa-ratio, 471 Comparative approach evaluating, 335–336 forced distribution, 333–335 paired comparison, 335 to performance management, 333, 351 Compensable factors, 465–466 Compensation, 672 See also Benefits; Pay levels; Pay structure altering pay and hours, 201 Cambodian workers and, 481 communication and, 523–524 cultural influences on, 637 employer costs for, 497 environmental requirements and, 89 executive pay, 482–483, 490–491 of expatriates, 650–653 government regulation of, 483–488 hourly costs in manufacturing, 640 www.freebookslides.com Subject Index  723 influence of, on individual employees, 498–502 job satisfaction and, 434–444 labor relations and, 614–615 managerial and executive pay, 518–521 market competition and, 457–458 minimum wage, 486, 639 monitoring costs of, 471 organization strategy and, 524–525 participation and communication in pay decisions, 474–475 pay and process, 524 pay cuts, 201 pay for performance programs, 502–518 pay sorting effects, and labor force composition, 502 process and context issues, 521–524 raises, 508 skill-based pay, 477 software applications, 687 taxation on, 640 time-and-a-half, 561 total compensation, 458 union vs nonunion, 614 Compensatory damages, under Civil Rights Act of 1991, 109 Competency models, 341–342 Competitions, for job applicants, 251 Competitive advantage employee development and, 378 enhancing firm competitiveness, 93–94 HRM role in, 92–94 made in America as source of, 215–216 training and, 264, 265–267 Competitive challenges, 15–51 meeting, through HRM practices, 51–54 sustainability challenge, 16–42 Competitiveness, Competitive strategy decisions, 74 safety as, 177 Computer-based training (CBT), 284, 289–291 Computer industry, 157–158 Computer software See Software applications for HRM Concentration strategies, 88 Concurrent validation, 229–230 Connectedness, 371 Conscientiousness, 248, 249 Consolidated Omnibus Budget Reconciliation Act of 1985 (COBRA), 544 Consumer Finance Protection Bureau (CFPB), 236 Content validation, 231–232 Content validity, 328 Contextualizing, 250 Continuous improvement, culture of, 325 Continuous learning, 22–27, 380 definition of, 265 training and, 265–267 Contract administration, 607–612 grievance procedure, 607–609 Contract negotiation, 600–606 bargaining power, impasses, and resolution, 603 give and take of, 606 management’s preparation for, 602–603 process of, 601–602 stages and tactics, 603 Contrast error, 359 Contribution margins, 68 Control charts, 348, 349–350 Cooperative labor-management strategies, 609–612 Coordination training, 294 Core values, 370 Corporate campaigns, 598 Correlation coefficient, 225–226 Cost-benefit analysis, 676, 681 Cost control benefits, 553–561 Cost leadership strategy, 86, 87 Counselor/confidante/coach (chief human resource officer), 692 Counter cyclical hiring, 07 Craft unions, 584 Criminal records, 240 Criterion-related validity, 228–232 Critical success factors (CSFs), 327 Cross-border mergers, 630 Cross-cultural preparation, 300–303, 648–650 on-site phase, 302 predeparture phase, 301–302 repatriation phase, 302–303 steps, 301 Cross-training, 294 Cuba-U.S relations, 199 Cultural diversity See Diversity Cultural intelligence (CQ), 646 Culture globalization and, 634–637 mergers and acquisitions and, 89 Customer-focused company culture, 57–58 Customer-oriented approach, to HRM function, 665–666 Customers, as source of performance information, 354–355 Customer satisfaction measures, 672 Customer service, 29–33 Data-entity relationship diagrams, 681 Data-flow diagrams, 681 Davis-Bacon Act of 1931, 487 Deadwood, 366 Decentralization, 153, 158 Decentralized subunit, 159 Decision making, 145 employee participation in, 522–523 Defined-benefit plans, 545 Defined-contribution plans, 545–547 Dejobbing, 167 Delayering, 476 Demographic changes, in workforce See Workforce changes and diversity Departmentalization, 153 Design support systems, 683 Development, 84 See also Employee development; Training Development planning systems, 381–385 action planning, 383–384 design factors of, 384 examples of, 384–385 goal setting, 382–383 reality check, 382 self-assessment, 381–382 steps and responsibilities in, 381 Dictionary of Occupational Titles (Department of Labor), 166 Differentiation strategy, 86, 87 Direct applicants, 208 Direct foreign investment, 638 Directional strategies, 88–92 concentration strategies, 88 downsizing, 89–92 internal growth strategies, 88 mergers and acquisitions, 88–89 www.freebookslides.com 724  Subject Index Disabilities, 110 reasonable accommodation and, 123 Disability income, 543–544 Disability insurance, 544–545 Discipline programs, 427–429 Discrimination, 113–124 See also Equal Employment Opportunity (EEO) Brown v Board of Education and, 140 disparate impact and, 114, 117–120 disparate treatment and, 114–117 executive orders, 110–111 gender, 112 “illegal acts,” 111 parental, 108–109, 115, 142 pattern and practice, 120–121 racial, 105, 106–107, 111 reasonable accommodation, 121–124 religious, 223, 235 retaliation and, 124–125 reverse, 104, 424 sexual, 101 “systemic compensation,” 485 theories of, 114 Disparate impact, 114, 117–120, 138 defendant’s rebuttal, 119 plaintiff’s burden, 118–119 plaintiff’s rebuttal, 119–120 Disparate treatment, 114–117 defendant’s rebuttal, 115–116 mixed-motive cases, 117 plaintiff’s burden, 115 plaintiff’s rebuttal, 116–117 Distance learning, 284 Distributional errors, 358 Distributive bargaining, 601 Diversity company culture and, 303–304 effective management of diversity programs, 306 employee management and, 643 in workforce, 33–39 Diversity compliance officer, 238 Diversity training, 303–306 Divisional structure, 155–158 client structure, 155, 157 geographic structure, 155, 156 job creation and, 160 product structure, 155, 156 Dodd-Frank Act, 236, 520 Domestic marketplace, 642–643 Downsizing, 88, 89–92 See also Employee separation; Layoffs effects of, 189–192 human resource planning process and, 190–193 Downward moves, 398–399 Drug tests, 252–254, 429 Dual-purpose interviews, 204 Due process Fourteenth Amendment and, 102, 104–105 Due process policies, 205 Duty of fair representation, 607 Early retirement programs, 91, 107, 193–196 See also Retirement benefits Ebola outbreak, 192 Economic cycles, 17–22 Economic integration, 141 Economic systems, globalization and, 639–641 Education See also Training college-educated workers and, 195 funding equality, 141 Education gap, 244 Education-human capital, 638 Education Trust, 141 Effectiveness, evaluating, 671–676 analytic approach, 673–676 audit approach, 671–673 Effectiveness, improving, 676–683 new technologies, 683 outsourcing, 679–680 process redesign, 680–683 restructuring for, 677–679 Efficiency, 149–152, 175 plotting, 151 worker-friendly tasks, 171 Elastic demand, 462 E-learning, 289–291, 296 Electronic recruiting, 209–210 E-mail inappropriate, 129 Emergent strategies, 82, 92–93 Emotional intelligence, 249–250 Empathy, 250 Employee development, 666, 672 See also Career management systems; Development planning systems; Training; Training methods approaches to, 385–405 assessment center, 390–392 assessment for, 389–394 careers and, 379–381 enlarging the current job, 396–397 for expatriates, 301–303 formal education for, 386–388 fun and community service, 698 glass ceiling problem, 405–406 interpersonal relationships as, 400–405 job experiences as, 394–400 job rotation/lateral moves, 397–398 leadership development, 413 in medical field, 413–414 performance appraisals and 360-degree feedback for, 392–394 personality tests and inventories, 389–390 sabbaticals, 400, 414–415 software applications, 687–689 special issues in, 405–411 succession planning and, 406–411 temporary assignments, 399–400 training and, 379–381 transfers, promotions, and downward moves, 398–400 volunteer assignments, 400 Employee engagement, 3–4, 23–24 Employee exchange, 400 Employee ownership programs, 92 Employee relations, labor and, 85–86 Employee Retirement Income Security Act of 1974 (ERISA), 545 Employees See also Expatriate employees actions for managing performance of, 365–366 international, 642 recruitment and selection of, 81, 84 as resources, 462–463 as stakeholders, staying connected to work 24/7, 631 temporary, 196–197 training readiness, 275 Employee safety, 130, 132–137 Occupational Safety and Health Act (OSHA), 132–134 safety awareness programs, 134–137 www.freebookslides.com Subject Index  725 Employee selection See Selection Employee separation See also Downsizing; Layoffs voluntary turnover, 423–433 Employee stock ownership plans (ESOPs), 515–516, 528, 546 Employee survey research, 445 Employee termination See Employee turnover Employee training See Training Employee turnover, 59–60 Employee wellness programs (EWPs), 431, 556–558, 567, 675, 676 Employment government regulation of, 590 Employment agencies, 210–211 Employment applications “ban the box” movement, 240 Employment-at-will doctrine, 423 Employment-at-will policies, 205 Employment Cost Index, 497 Employment projections, 16, 17 Employment Standards Administration, 108 Empowering, 22 Empowerment/continuous learning, 22–27, 380 alternative work arrangements, 25–26 change and adaptation to, 23 demanding work with flexibility, 26–27 employee engagement and, 23–24 learning organizations, 22 talent management, 24–25 Equal Employment Opportunity Commission (EEOC), 111–112 information gathering, 112 investigation and resolution, 111–112 issuance of guidelines, 112 Equal Employment Opportunity (EEO), 103–111, 483–486, 672 congressional legislation, 106–110 current issues regarding diversity and, 125–130 enforcement of, 111–113 Office of Federal Contract Compliance Programs (OFCCP), 112–113 Equal employment opportunity laws, 638 Age Discrimination in Employment Act (ADEA), 107–108 Americans with Disabilities Act (ADA) of 1990, 109–110 Civil Rights Act of 1991, 109 Equal Pay Act of 1963, 106 executive orders, 110–111 Fourteenth Amendment, 102, 104–105 Pregnancy Discrimination Act, 108–109 Reconstruction Civil Rights Acts (1866 and 1871), 106 summary, 105 Thirteenth Amendment, 104 Title VII of the Civil Rights Act of 1964, 102, 106–107 Vietnam Era Veteran’s Readjustment Act of 1974, 108 Vocational Rehabilitation Act of 1973, 108 Equal Opportunity Commission, 102 Equal Pay Act of 1963, 106 Equipment, 151–152 Equity theory, 459–461 Ergonomics, 170–171 Ethics, 40–42, 160 codes of conduct, 521 lack of diversity and, 203 3M and, 79 European Commission, 632 European Economic Community (EEC), 632, 639, 655 European Union transportation policies, 104 Evaluation, of training programs, 297–299 Evidence-based HR, 11 Executive branch, 102–103 Executive orders Executive Order 10988, 619 Executive Order 11246, 102, 110–111 Executive Order 11478, 111 Executive pay, 482–483, 490–491, 518–521 Exit interviews, 448 Exit mechanism, 615 Expatriate employees, 300, 642 assessing candidates for overseas assignments, 647 challenges, 559–560 compensation of, 650–653 gender issues, 648 managing in global markets, 646–654 reacculturation of, 652–654 selection of managers, 646–648 supportive HR practices, 655 training and development of, 301–303, 648–650 Expectancy theory, 498–499 Experiential programs, 293–294 Expert systems, 683 Explicit knowledge, 266 External analysis, 77–78 External environment scans, 667 External equity, 460 External growth strategy, 88 External labor market, 33–34 Extrinsic motivation, 499 Extrinsic rewards, 205–206 Extroversion, 248, 249 Fact finder, 605–606 Fair Labor Standards Act of 1938 (FSLA), 106, 486, 561, 638–639 exempt occupations, 486 minimum wage and, 486, 639 Family and Medical Leave Act of 1993 (FMLA), 551 Family-friendly policies, 535, 550–553 Fashion industry, 156–157 Fast fashion, 156–157 Federal Aviation Authority (FAA) budget shutdown of 2011, 639 Federal Labor Relations Authority, 619 Federal legislation, selection method standards and, 236–239 See also specific legislation Federal Register, 112 Feedback, 170 See also Performance feedback Females See Women “Fight for 15,” 577, 622 Financial Accounting Standards Board (FASB) SFAS 123R, 515 Financial Accounting Statement (FAS) 106, 568 Financial advisers, 217–218 Fixed costs, 68, 70 Flexibility, 26–27 Flexible benefits plans, 563–565 Flexible spending accounts, 565 Flextime, 451–452 Focus groups, 681 Forced distribution method, 333–335, 425 Forecasting, 185–188 determining labor demand, 186 determining labor supply, 186–188 early retirement incentive programs and, 195 labor surplus or shortage, 188 Foreign workers, in U.S., 200–201 Formal education programs, 386–388 Formal training, 265 Four-fifths rule, 118–119 401(k) plans, 546, 547 www.freebookslides.com 726  Subject Index Fourteenth Amendment, 102, 104–105 Frame of reference, 359, 437 France, signs of religious affiliation in, 223 Franchise model, 622–623 Fraud, 125 Fun, 698 Functional illiteracy, 563 Functional structure, 153, 159 job creation and, 160 Furloughs, 201 Gainsharing, 504, 516, 517 Gamification, 356, 357 Gender See also Women bias, 235–236 discrimination, 117 stereotyping, 139 in the workforce, 36–39 General Agreement on Tariffs and Trade (GATT), 633 General Aptitude Test Battery (GATB), 166 General duty clause, 132 Generalizability, 232–233 Generational differences, in workforce, 35–36 Germany, labor unions and, 618 Getting to Yes (Fisher and Ury), 603 Glass ceiling, 405–406 Global challenge, 43–45, 52 entering, 43–44 offshoring and reshoring, 44 Globalization, 680 See also Global organizations; Global participation Asian growth, 632 culture and, 616–619, 634, 636–637 current global changes, 631–633 economic systems and, 639–641 education-human capital, 638 European Union, 632 Fortune Global 500, 630 General Agreement on Tariffs and Trade (GATT), 633 Hofstede’s cultural dimensions and, 635–636 HRM and, 633–641 international employees, 642 North American Free Trade Agreement (NAFTA), 632 pay structures and, 472–473 political-legal system, 638–639 technology and, 631 terrorism and global HRM, 656–657 Global organizations, 645 and multinational corporations compared, 645 political-legal system and, 638–639 Global participation, 642–646 adopting training for, 283 domestic companies, 642–643 global organizations, 645 international companies, 643–644 multinational companies, 644 Global terrorism, 155 Goals of an organization, 77, 343–344 setting, 382–383 timetables and, 113 Government regulation of compensation, 483–488 equal employment opportunity, 483–486 minimum wage, overtime, prevailing wage laws, 486–487 Government regulation of employment, 590 Graphic rating scale, 336–337 Great Depression, 591 Great Game of Business (Stack), 513 Grievance procedures, 607–609 employee-initiated, 608 Griggs v Duke Power, 117, 120, 138 Gross margins, 69 Group-building training methods, 296 Group incentives, 516–517 Growth, 88 Halo errors, 359 Hands-on training methods, 285, 296 Harassment See Bullying; Sexual harassment Headhunters, 211 Health care Affordable Care Act, 566, 567, 572 benefits management, 555–560 controlling costs of, 571 health maintenance organization (HMO), 556 Heuristics, 358 High-performance work systems, 49 cultural/institutional constraints and, 637 explanation of, 612 job satisfaction and, 611 High-potential employees, 407 See also Employees Hispanics, 237 Histograms, 348, 350 Historical trends, charting, 188 HMOs, 556 Hofstede’s cultural dimensions, 635–636 individualism-collectivism, 635 long-term short-term orientation, 636 masculinity-femininity dimension, 636 power distance, 635 uncertainty avoidance, 635–636 Holidays, paid leave for, 549–550 Honesty tests, 252–254 Hopkins v Price Waterhouse, 117 Horns errors, 359 Host country, 642, 643 Host-country nationals (HCNs), 642 Hostile work environment, 127 HR dashboard, 49 HRIS, 47 Human capital, 266, 638 See also Employees educational opportunities and, 638 Human resource departments responsibilities and roles of, 5–7 strategic role of, in business, 9–10 Human resource information systems (HRISs), 47 Human resource management (HRM) activities, 664–665 assessment/development of HR, 53 building HR strategy, 667–671 characterizing strategies, 669–671 compensating HR, 53–54 definition, Delta Airlines and, 95–96 historical and new organizational structures, 678 improving effectiveness of, 676–683 key indicators and customer satisfaction measures for, 672 line executive involvement, 669 managing internal/external environment, 53 measuring effectiveness of, 671–676 meeting competitive challenges through, 51–54 practices, products, 666 role of, in competitive advantage, 92–94 www.freebookslides.com Subject Index  727 in small business, 97–98 software applications, 684–689 Southwest Airlines and, 94 special issues, 54 in strategic implementation, 82–86 strategic management of, 665–667 strategic role of, 7–15 strategic types and, 87 transactional activities, 664, 677, 679 Human resource outsourcing, 197–198 Human resource planning process, 161, 185–203 affirmative action planning, 202 altering pay and hours, 201 downsizing, 190–193 early retirement programs and buyouts, 193–196 forecasting, 185–188 goal setting and strategic planning, 189–201 outsourcing, offshoring, and immigration, 197–201 program implementation and evaluation, 202 temporary workers and, 196–197 Human resource profession competencies and behaviors, 13–15 education and experience, 13 future of, 689–690 positions and jobs, 12 role of chief HR officer, 691–693 Human resource recruitment, defined, 203 Human resource recruitment process See Recruitment process Human resource strategy basic building process, 667–669 characterizing, 669–671 involving line executives, 669 strategy roadmap, 668 Human skills, in workflow process, 153 Identity theft, 210 Illegal immigrants, 216–217 Illiteracy, 563 Image advertising, 206 Immigrants, 200–201 jobs abandoned by, 216–217 In-basket, 390 Incentive effect, 498 Incentive intensity, 502–503 Incentive pay, 85, 504 See also Merit bonuses; Merit pay Inclusion programs, 238 Inclusivity, 178 Independent contractors, 183, 184, 214, 487, 561 Individualism-collectivism, 635 Individualistic vs collectivist orientation, 637 Industrial unions, 584 Informal learning, 266 Information systems, 81 Information technology (IT), accessibility and, 124 Innovation, 178 Instructional System Design (ISD), 267 Insurance See also Health care; Social Security disability, 544–545 economies of scale, 538 private group, 544–545 unemployment, 542–543 Intangible assets, 21–22 Integrative bargaining, 601 Integrative linkage, 76, 80 Intended strategies, 92–93 Interactional justice, 426 Internal analysis, 77–78 Internal consistency reliability, 329 Internal equity, 460–461 Internal growth strategies, 88 Internal labor force, 33 International markets, 643–644 International Monetary Fund, 641 International organizations See Global organizations International unions, 583, 616–619 See also Labor unions Internships, 211, 287 Interpersonal fairness, 330 Interpersonal relationships, 400–405 coaching, 404–405 mentoring, 401–404 Interpersonal skills, 289 Interrater reliability, 329 Interviews, 239–243, 254 assessment, 390 dual-purpose, 204 exit, 448 on-campus, 211 situational, 241 Intraorganizational bargaining, 601–602 Intrinsic motivation, 499 Intrinsic rewards, 205–206 Introverted personality type, 249 Inventory pile ups, 150 Involuntary turnover, 423–433 definition of, 423 employee assistance and wellness programs, 429–432 employment-at-will doctrine, 423 justice principles, 425–427 outplacement counseling, 432–433 progressive discipline/alternative dispute resolution, 427–429 wrongful discharge, 423–424 ISIS (Islamic State in Iraq and Syria), 155 ISO 9000:2000 standards, 30–31 Job analysis, 83–84, 147, 161–167 career planning, 162 dynamic elements of, 167 human resource planning, 161 importance of, 161–162 information, 163–165 job evaluation, 162 line managers and, 162–163 methods, 165–167 occupations with largest growth, 19 performance appraisals, 162 selection, 161 training, 162 work redesign, 161 Job descriptions, 163–164 Job Descriptive Index (JDI), 444–445, 447 Job design, 83–84, 147, 167–175 biological approach, 170–171 job satisfaction and, 175 mechanistic approach, 168–169 motivational approach, 169–170 organizational structure and, 159 perceptual-motor approach, 172–174 trade-offs among approaches to, 175 Job dissatisfaction See Job satisfaction Job enlargement, 170 Job evaluation, 162, 465–466 pay survey data and, 466–467 three-factor system, 466 www.freebookslides.com 728  Subject Index Job experiences, 394–400 enlarging the current job, 396–397 stretch assignments, 394 Job hazard analysis technique, 135 Job involvement, 436 Job performance expectancy theory and, 498–499 measures, 119 Job programmability, 501 Job redesign, 168 Job rotation, 397–398, 440–441 Job satisfaction, 437 cost-cutting measures and, 421 job design and, 175 measuring and monitoring, 444–445 pay and benefits, 443–444 personal dispositions, 438–439 sources, 437–444 supervisors and co-workers and, 441–443 survey-feedback interventions, 445–449 task and roles as predictor of, 439–441 unsafe working conditions, 437–438 Jobs Characteristics Model, 170 Job specifications, 164 Job structures, 458, 465–466 job evaluation, 465–466 pay levels and, 461–474 Judicial branch, 103 Justice, principles of, 425–427 interactional justice, 426 outcome fairness, 425 procedural justice, 426 Just-in-time inventory control, 150, 151 Kaizen, 296, 348 Key jobs, 465 Key performance indicators (KPIs), 327, 357 Knowledge, 164 Knowledge management, 266, 281 Knowledge workers, 22 Labor employee relations and, 85–86 factors influencing supply and demand for, 184 growth in benefits and, 538–539 on-demand, 183 shortages of, 189 supply, determining, 186–188 surpluses, 189–190, 201 Labor costs components, 462 instability of country differences in, 478 manufacturing and, 479 productivity and, 480 skill levels and, 479 U.S competitiveness and, 477–481 Labor demand, determining, 186 Labor force See Workforce Labor-management relations cooperative strategies, 609–612 legal concerns, 610–611 traditional and transformational approaches, 611 Labor market competition, 462 Labor relations, 673 See also Collective bargaining; Labor unions outcomes of, 613–616 in the public sector, 619–620 strikes, 613 wages and benefits, 614–615 Labor relations framework, 578–579 Labor unions, 581–583 actions of, and industry structure, 590 collective bargaining and, 581 economic changes and, 586 goals and strategies of, 580–583 government regulation as substitution for, 590 increased employer resistance to, 587–589 international context, 616–619 largest U.S labor unions, 583–584 management and, 580–581 membership and bargaining power, 586–590 national and international unions, 583–584 organizing process for, 594–600 in public sector, 619–620 security, 586 societal goals and, 580 worker productivity and, 615–616 worker views of, 590 Landrum-Griffin Act of 1959, 592 Lateral moves, 397–398 Law of Effect, 498 Layoffs, 89 See also Downsizing; Employee separation Leaderless group discussion, 390 Leader of HR function, 692 Leadership development, 387–388, 413 See also Employee development; Succession planning Leading indicators, 186 Lean production, 149–150 Lean thinking, 32 Learning environment, creating, 275–278 Learning incentives, 313 Learning management system (LMS), 292–293 Learning organizations, 22, 93 Legacy workforce, 69 Legal issues, 39–40 See also Discrimination; Privacy performance management, 366–368 Legality, of selection method, 235–239 federal legislation, 236–239 Legal system, in U.S., 102–103 executive branch, 102–103 judicial branch, 103 legislative branch, 102 Legal systems, globalization and, 638–639 Legislation See specific legislation Legislative branch, 102 Leniency error, 359 Liaison to the board, 692 Liftout, 208 Lilly Ledbetter Fair Pay Act, 111, 485 Line executives, 666, 669, 673, 674 Local unions, 584 See also Labor unions Long-term short-term orientation, 636 “Looks policy,” 223 Made in America, 215–216 Maintenance of membership rules, 586 Malcolm Baldrige National Quality Award, 30–31 Management See also Performance management open-book, 513–514 Managerial pay, 518–521 Managers behaviors of good managers, 362 diagnosing causes of poor employee performance, 363–36 as sources of performance information, 350–352 Manager support, 278–280 Managing diversity and inclusion, 303–306 www.freebookslides.com Subject Index  729 Mandatory retirement programs, 238 Manhart ruling (City of Los Angeles v Manhart), 566 Manufacturing advanced manufacturing environments, 477 determining labor demand, 186 hourly costs in U.S., 640 HRM involvement and, 80 labor costs and, 479 made in America as competitive advantage, 215–216 overseas production, 490 Maquiladora plants, 630, 632, 644 Marginal tax rate, 538 Margins, 68 Market forces, EEO regulation and, 485 Market pay surveys, 463–465 Market survey data (pay structure), 467–470 Masculinity-femininity dimension, 636 Massive open online courses (MOOCs), 290–291 Mastery: The Keys to Success and Long-Term Fulfillment (Leonard), 313 Mathematical optimizing programs, 151 McDonnell Douglas Corp v Green, 116–117 Measurable job outcomes, 501 Mechanistic approach, to job design, 168–169 motivational approach as reaction to, 169–170 Mediation, 605 Medical insurance, 544 Medicare, 538 Mega Agent Expansion (MAE), 263 Mental capabilities, job design and See Cognitive ability Mental illness, reporting of, 246 Mentor, 401 Mentoring programs, 3, 378, 401–404 benefits of, 403–404 characteristics of successful, 403 developing, 402–403 examples of, 378, 401 reverse mentoring, 404 Mergers, 88–89 cross-border, 630 Merit bonuses, 497, 505 Merit increase grid, 505 Meritor Savings Bank v Vinson, 127–128 Merit pay, 504, 505–509 basic features, 505–506 communication and, 523 criticisms of, 506–509 Minimum wage, 486, 639 Minority groups See Affirmative action; Diversity Misdirected effort, 366 Mission statement, 76–78 Mixed-motive cases, 117 Mixed-standard scales, 337, 338 Mobile devices, 47–48 Money purchase plans, 546 Morale, 421, 695 Motivation expectancy theory and, 498–499 intrinsic and extrinsic, 499 to learn, 275, 276 Motivational approach, to job design, 168, 169–170 Motivation to learn, 275, 276 Multinational companies, 644 and global companies compared, 645 Myers-Briggs Type Inventory (MBTI), 389 Nail salon business practices, 172 National Association for the Advancement of Colored People (NAACP), 245 National Institute for Occupational Safety and Health (NIOSH), 132, 133 National Labor Relations Act of 1935 (NLRA), 577, 580, 590–591 rights of employees under, 591 National Labor Relations Board (NLRB), 103 arbitration and, 608 enforcement of NLRA, 592–593 functions of, 594–600 McDonald’s ruling, 622–623 National unions, 583 See also Labor unions Needs assessment, 269–270 organizational analysis for, 270–273 person analysis for, 270, 273–274 process, 269 task analysis for, 270, 274–275 Negative affectivity, 438–439 Neutrality provision, 600 New Deal, 591 Newspapers, job advertisements in, 208–209 New technologies, 683 E-HRM, 684–689 9-box grid, 408 No Child Left Behind Act, 141 Noncompete clauses, 425–426 Nonexempt employees, 486 Nonkey jobs, 465 Nonunion representation systems, 620 Nonverbal communication, 649 North American Free Trade Agreement (NAFTA), 632 Obesity, 431–432 Occupational Information Network (O*NET), 166–167, 176 Occupational Safety and Health Act (OSHA), 132–134, 437–438 citations and penalties, 134 effects of, 134 employee rights and responsibilities and, 132–133 inspections, 133–134 unethical business activities and, 173 worker rights under, 133 Office of Federal Contract Compliance Procedures (OFCCP), 108, 112–113 Offshoring, 44, 198–200, 481 Okun’s Law, 177–178 Old Age, Survivors, Disability and Health Insurance (OASDHI) program, 540 Older employees, early-retirement programs for, 193–196 Older Workers Benefit Protection Act (OWBPA), 566 Onboarding, 307–309 On-demand labor, 183 One-way linkage, 76 Online coding tutorials, 211 Online learning See E-learning On-the-job training (OJT), 285–296 apprenticeship, 286–287 behavior modeling, 289 e-learning, 289–291 internship, 287 principles of, 286 simulations, 287–288 Open-book management, 513–514 Openness to experience, 248 Opportunity to perform, 280 Opposition, to an illegal employment act, 124 Organizational analysis, 270–273 company strategy, 271–272 definition of, 270 strategic initiatives, 271 support of managers and peers, 271 www.freebookslides.com 730  Subject Index Organizational commitment, 436–437 Organizational goals, 77 Organizational performance See also Performance executive pay and, 519 profit sharing and, 497 Organizational structure definition of, 147 dimensions of, 153 GM recall and, 145, 175 nature of jobs and, 159–161 strategy implementation and, 80–81 structural configurations, 153–159 work-flow analysis and, 147–161 Organization strategy compensation strategy and, 524–525 matching pay strategy to, 525 Other characteristics, 164 Outcome fairness, 330, 425 Outcome-oriented contracts, 501 Outcome uncertainty, 501 Outplacement counseling, 432–433 Outputs, 147–148 Outreach and follow-up wellness model, 558 Outsourcing, 8, 197–198 to improve HRM effectiveness, 679–680 transactional activities, 677, 679 Overall cost leadership strategy, 86 Overcommunication, 164–165 Overseas production, 490 Ownership plans, 504, 514–515, 529 Paired comparison method, 335 Parental discrimination, 108–109, 115, 142 Parent country, 642, 643 Parent-country nationals (PCNs), 642 Pareto charts, 348, 349 Participation, in an investigation, hearing, or court proceeding, 124 Patterson v McClean Credit Union, 106 Pay See Compensation; Incentive pay Pay cuts, 201 Pay for performance programs, 502–518 balanced scorecard, 517–518 differentiation in performance and pay, 502 differentiation strength/incentive intensity, 502–503 educators and, 527 employee stock ownership plans, 515–516 gainsharing, 516, 517 group incentives and team awards, 516–517 individual incentives, 509–510 merit pay, 505–509 ownership, 514–515 profit sharing, 510–514 types of, 503–518 Pay grades, 469–470 Pay levels, 458, 461–474 changing, 491 decisions in, 463 employees as resource, 462–463 job structure and, 465–466 key and nonkey jobs, 465 labor market competition, 462 market pay surveys, 463–465 market pressures, 461–462 point-factor system, 466 product market competition, 461–462 rate ranges, 465 Pay policy line, 467–469 Pay Satisfaction Questionnaire (PSQ), 445 Pay structure, 85, 456–491 concepts and consequences, 460 definition of, 458 developing, 466–467 equity theory and fairness, 459–461 executive pay, 482–483 globalization, geographic region and, 472–473 market pay surveys/job evaluation conflict and, 470–471 market survey data, 467–470 matching organization strategy to, 525 monitoring compensation costs, 471 pay grades, 469–470 paying for skill/knowledge/competency, 476–477 problems with job-based, 475–477 Pay to Quit program, 464 Peers, as source of performance information, 353 Peer support, 280 Pension Benefit Guarantee Corporation (PBGC), 545 Pension plans, 196 See also Retirement benefits Pension Protection Act of 2006, 547 Perceptual approach, 168 Perceptual-motor approach, to job design, 172–174 Performance See also Organizational performance; Individual performance self as source of information on, 351, 354 training as solution to problems of, 273–274 Performance appraisals, 162, 321, 392–294 See also Performance management; Performance measurement cultural differences and, 634 Performance feedback, 321, 323, 328, 360–363 manager’s role in, 360–362 recommendations for, 360–362 Performance information, 350–355 customers, 354–355 managers, 350–352 peers, 353 self, 351, 354 subordinates, 353–354 Performance management, 84–85, 666–667 administrative purpose of, 324–325 creating culture of continuous improvement, 325 definition of, 321 developmental purpose of, 325–326 legal guidelines for, 366–368 perceived fairness of, 330 practice of, 321–322 problems with, 320–321 process of, 322–324 purposes of, 324–326 reformatting, 319 reformatting performance evaluations, 319 strategic purpose of, 324 system example, 332 technology in, 355–360 Performance measurement See also Performance appraisals approaches to, 331–350 attribute approach, 336–338, 351 behavioral approach, 339–343, 351 comparative approach, 333–336, 351 contamination and deficiency of, 328–329, 346 evaluation of approaches to, 351 merit pay programs and, 507 nonfinancial, 327 quality approach, 347–351 rating errors, 358–359 results approach, 343–347, 351 www.freebookslides.com Subject Index  731 Performance measures criteria, 326–331 acceptability, 329–330 reliability, 329 specificity, 330–331 strategic congruence, 326–328 validity, 328–329 Performance problems, 363–366 Performance support systems, 280–281 Periodicals, job advertisements in, 208–209 Personal dispositions, 438–439 Personal financial advisors, 217–218 Personality and personality testing, 231, 257–258 Personality tests and inventories, 248–250, 254, 389–390 Person analysis, 270, 273–274 Personnel policies, 204–206 extrinsic and intrinsic awards, 205–206 image advertising, 206 internal vs external recruiting, 204–205 Personnel specialist, 213 Physical ability tests, 247, 254 “Pink Quota” (Europe), 256 Poaching employees, 207, 422, 433–434 Podcasts, 209–210 Point-factor system, 466 Political systems, globalization and, 638–639 Position analysis questionnaire (PAQ), 165–166 Poverty, 141, 641 Power distance, 635 PPOs See Preferred provider organization (PPO) Predictive validation, 229, 230 Preferential treatment, 237 Preferred provider organization (PPO), 556 Pregnancy Discrimination Act of 1978, 108–109, 566 “Prima facie” case, 115, 118 Principals, in agency theory, 499 Privacy employee tracking systems and, 358 Facebook’s European privacy problems, 71 Private employment agencies, 210–211 Private group insurance, 544–545 disability, 544–545 medical insurance, 544 Procedural fairness, 330 Procedural justice, 426 Process-flow analysis, 348 Process redesign, 680–683 identifying the process, 680 implementing the process, 683 redesigning the process, 681 understanding the process, 681 Productivity, 86–87 See also High-performance work systems globalization and, 617 union membership and, 615–616 Productivity Measurement and Evaluation System (ProMES), 345, 346 Product market competition, 461–462 Profits, union membership and, 616 Profit sharing plans, 504, 510–514, 546 GM and UAW contract, 511, 512 Progression of withdrawal, 434–437 ProMES (productivity measurement and evaluation system), 345, 346 Promote-from-within policies, 204–205 Promotions, employee, 398 delayering/banding and, 476 ProQuest Historical Newspaper, 169 Prosocial motivation, 441 Protean career, 379 Protected groups, 424 Psychological success, 379 Psychosocial support, 403 Public employment agencies, 210–211 Punitive actions, 424 Punitive damages, 125 Quality approach, to performance measurement, 347–351 Quality emphasis, 29–33 Quantitative ability, 247 Quasi-judicial agencies, 103 Question harvesting, 248 Race and racial identity, 245 Race norming, 237, 248 Racial composition, of workforce, 36–39 Racketeer Influenced and Corrupt Organizations Act (RICO), 600 Rana Plaza (Bangladesh) collapse, 582 Range spread, 469 Ranking, 333 Rater accuracy training, 359 Rater error training, 358–359 Rating errors, 358–359 Raw earnings ratios, 484 Raw materials, 150 Readiness for training, 275 Reality check, 382 Reasonable accommodation, 114, 121–124, 130, 239 disability and, 123 religion and, 121–123 “Reasonable woman” standard, 128 Reasoning ability, 247 Reconstruction and Civil Rights Acts (1866 and 1871), 106 Recruitment process, 84, 203–214 extrinsic and intrinsic rewards, 205–206 image advertising, 206 internal vs external recruiting, 204–205 personnel policies, 204–206 software applications, 686 Recruitment sources advertisements in newspapers and magazines as, 208–209 colleges and universities as, 211, 212 direct applicants and referrals, 208 electronic, 209–210 employment agencies, 210–211 evaluation of, 212 internal vs external, 206–208 recruiters, 212–213 Reengineering, 680, 683 Reference checks, 243–244, 254 Referrals, 208 Regulatory agencies, 102 Reinforcement theory, 498 Reliability, 224–227 of measurement, 225–227 performance measurement and, 329–330 standards for, 228 Religion, reasonable accommodation and, 121–123 Religious discrimination, 223, 235 Remote wiping, 194 Repatriation, 302–303 Representative of the firm, 692 Repurposing, 290 Research and development (R&D), 158–159 Reshoring, 44, 680 Restructuring, 677–679 Results appraisal emphasis, 88 www.freebookslides.com 732  Subject Index Results approach, to performance measurement, 343–347, 351 balanced scorecard, 344–345 evaluation of, 345–347 productivity measurement and evaluation system, 345 use of objectives, 343–344 Résumé fraud, 244 Retirement, “mandatory,” 238 Retirement benefits, 545–549 cash balance plans, 547–548 defined-benefit plans, 545 defined-contribution plans, 545–547 funding, communication, and vesting requirements, 548–549 importance of diversification, 547 Return on investment, 299 Reverse discrimination, 104, 128–129, 424 Reverse mentoring, 404 Rewards, 81 See also Incentive pay software applications, 687 Ricci v DeStefano, 129 Rightsizing, 89 Right-to-work laws, 586 Risk aversion, 501 Robots, 75, 177–178 Role behaviors, 87 Role play, 232, 251, 313, 390 Sabbaticals, 400, 414–415 Safety, 672 as competitive strategy, 177 unsafe working conditions, 437–438 workplace violence and, 421, 423 Safety awareness programs, 134–137 identifying/communicating job hazards, 135–136 injuries/fatalities statistics, 135 promoting internationally, 136–137 reinforcing safe practices, 136 Salespeople, personality testing and, 257–258 Sarbanes-Oxley Act of 2002, 40–41 SBAR (situation, background, assessment, and recommendation), 174 Scanlon plan, 516 Scattergrams, 348, 350 Scenario analysis, 681 Scientific management, 169 Section 401(k) plans, 546, 547 Securities and Exchange Commission (SEC), 520, 521 Selection, 84, 161, 239–253, 666 background checks, 244–245 biographical information, 244 cognitive ability tests, 247–248 educational background, 244 honesty tests and drug tests, 252–253 interviews, 239–243 personality inventories, 248–250 physical ability tests, 247 software applications, 686 summary of, 254 work samples, 251–252 Selection method standards, 224–239 generalizability, 232–233 legality, 235–239 reliability, 224–227 utility, 233–235 validity, 228–232 Self-assessment, 381–382 Self-awareness, 249 Self-evaluations, 351, 354 Self-governed teams (“circles”), 464 Self-management skills, 281–282 Self-motivation, 249–250 Self-regulation, 249 Self-selection, 208 Self-service, Separation See Employee separation Service Employees International Union (SEIU), 577, 622–623 Sexual discrimination, 101, 108 Sexual harassment, 126–128 SFAS 123R, 515 Shared service center, 159 Shared service model, Shopping trends, 629 Sick leave, 549–550 Silicon Valley work ethic, 535 Similar to me error, 358, 359 Simple ranking, 333 Simulations, 287–288 Situational interviews, 241 Six Sigma process, 32, 296 Skill-based pay systems, 477, 504 Skill differentiation, 174 Skills, 164 Skills management process, 274–275 Skill variety, 170 Sleep apnea, 431–432 Sleep deprivation, 442 SMART goals, 343, 344, 352 Smartphones, remote wiping and, 194 Socialization, 307–309 Social media for learning, 291, 292 union-related communications and, 599 Social networking, 45–47, 210 employment information and, 243 Social performance management, 356 Social responsibility, corporate, 28–29 Social Security, 538, 540–542 Social Security Act of 1935, 210, 540 Social skills, 250 Software applications for HRM, 684–689 compensation and rewards, 687 recruitment and selection uses, 686 training and development, 687–689 Sorting effect, 502 Specificity, performance measurement and, 330–331 Sponsored groups, 210 Stakeholders, 4, 16 balanced scorecard, 27–28 Standard deviation rule, 118 Standardized protocols, 152 Start-ups, and need for HR, 663 State employment offices, 210 Statistical planning models, 186 Steelworkers’ Trilogy, 607 Stockholders, Stock options, 514 Stock performance, union membership and, 616 Storytelling, 696–698 Strategic advisor, 691 Strategic choice, 78 Strategic congruence, 326–328 Strategic human resource management (SHRM), 71 Strategic management, 70–76 administrative linkage, 74–76 components of process, 72 defined, 70 goal of, 68 HRM linkage and, 72–74 www.freebookslides.com Subject Index  733 model, 73 strategy evaluation and control, 92 strategy formulation, 72–80, 146 strategy implementation, 72, 73, 80–92, 146 Strategic types, 86 Strategy formulation, 72, 73, 76–80, 146 HRM role in, 74–76 Strategy implementation, 72, 73, 80–92, 146 HRM practices, 82–86 variables to consider in, 81 Stretch assignments, 394 Strictness error, 359 Strikes alternatives to, 605–606 illegal, 620 management’s preparation for, 602–603 management’s willingness to take, 604–605 Strong-Campbell Interest Inventory, 381 Subject-matter experts, 164 Subordinates, as source of performance information, 353–354 Succession planning, 406–411, 672 Summary plan description (SPD), 548 Supply chain management, 257 Support network, 280 Supreme Court, U S., 103 Surveys, 681 Sustainability, 16, 132, 682 competing through, 195 Sustainability challenge, 16–42, 52 customer service and quality emphasis, 29–33 economic cycles, 17–22 empowerment/continuous learning and, 22–27 meeting needs of stakeholders, shareholders, customers, employees, and community, 27–29 SWOT analysis, 9, 78 Tacit knowledge, 266 Taft-Hartley Act of 1947, 592, 607 Talent architect, 691–693 Talent management, 24–25, 324 Talent management software, 231 Task analysis, 270, 274–275 Task design, 80–81 Task identity, 170 Task significance, 170 Team awards, 516–517 Team-based work design, 149, 174 Team-building training methods, 293–296 action learning, 295–296 experiential programs, 293–294 team training, 294–295 Team leader training, 295 Teamsters union, 583, 623 Technic of operations review (TOR), 135 Technology improving health through, 685 new technologies, 683 sharing economy and, 487 start-ups, and need for HR, 663 Technology challenge, 45–52 cloud computing, 48 high performance work systems, 49 HRIS, 47 mobile devices, 47–48 social networking, 45–47 virtual teams, 49 Telecommuting, 451 Teleconferencing, 284 Temporal stability, 174 Temporary assignments, 399–400 Temporary workers, 196–197 Terrorism, 656–657 structuring a global terrorist organization, 155 Test-retest reliability, 225, 329 Third-country nationals (TCNs), 642 Thirteenth Amendment, 104 Thorndike’s Law of Effect, 498 360-degree performance appraisal, 355, 382, 392–394 Title VII, of Civil Rights Act of 1964, 102, 106–107 protection against retaliation, 124 Total quality management (TQM), 30, 506–507 Training, 84, 85–86, 162, 666, 672 See also Education; Employee development adopting for global businesses, 283 business success and, 272 choosing a method, 296–300 competitive advantage and, 264, 265–267 in concentration strategy, 88 continuous learning and, 265–267, 380 as cost-cutting exercise, 311 cross-cultural, 300–303 definition of, 265 employee development and, 379–381 evaluating programs, 297–200 evaluation designs, 298–299 financial benefits of, 299–300 goals, 265 hands-on methods, 285 managing diversity and inclusion, 303–306 onboarding and socialization, 307–309 software applications, 687–689 special issues, 300–306 youth programs, 277 Training design process, 267–296 definition of, 267 employees’ readiness for training, 275 group- or team-building methods, 293–296 hands-on methods, 285 learning environment, 275–278 manager support, 278–280 needs assessment, 269–270 on-the-job (OJT), 285–296 opportunity to perform, 280 organizational analysis, 270–273 peer support, 280 person analysis, 273–274 presentation methods, 283–285 self-management skills, 281–282 task analysis, 274–275 technological support, 280–281 training resources, 273 transfer of training, 277–282 Training methods, 282–285 See also Employee development audiovisual, 284–285 hands-on, 285 instructor-led classroom instruction, 284 on-the-job, 285–296 presentation methods, 283–285 Training outcomes, 297 Transfer of training, 277–282 manager support, 278–280 opportunity to perform, 280 self-management skills, 281–282 Transfers, employee, 398–399 Transitional matrix, 187–188 Transnational process, 645 www.freebookslides.com 734  Subject Index Transnational representation, 645 Transnational scope, 645 Troubled Asset Relief Program (TARP), 482 Tuition reimbursement programs, 89, 90, 388 Turnover, 409 churning, 451 involuntary (See Involuntary turnover) voluntary (See Voluntary turnover) Two-way linkage, 76 Voluntary employee benefit association (VEBA) trust, 568 Voluntary turnover, 433–449 behavior change, 435–436 job satisfaction and, 437 job withdrawal process, 434–437 physical job withdrawal, 436 psychological withdrawal, 436–437 sources of job dissatisfaction, 437–444 Volunteer assignments, 400 UAW v Johnson Controls, Inc., 116 Uncertainty avoidance, 635–636 Unconscious bias, 304 Underemployment, 195 Underutilization, 202 Underutilizers, 366 Undocumented immigrants See Illegal immigrants Unemployment, 190, 191, 195, 256–257 insurance, 542–543 offices, 210 Unfair labor practices employers, 591–592 labor unions, 592, 593 Uniform Guidelines on Employee Selection Procedures (Equal Employment Opportunity Commission), 112, 366 Union dues, 121 Unionization rates, 616–617 Unions See Labor unions Union shop, 586 United Electrical, Radio, and Machine Workers of America, 624 University placement services, 211, 212 Upward feedback, 353, 392 U.S Employment Service (USES), 210 Utility, 233–235 Utilization analysis, 113 Wages See Compensation Wagner Act See National Labor Relations Act of 1935 (NLRA) Wake County, N.C., 141 Walsh-Healy Public Contracts Act of 1936, 487 Wards Cove Packing v Atonio, 103, 119 Wasabi Waiter, 232 Wearable sensors, 430, 431 Web-based training, 289–290 Webcasting, 284 Weighting scheme, 466 Wellness programs, 429–432, 567 Whistle-blowing, 435–436 Wisconsin, collective bargaining restrictions and, 619 Women See also Gender compensation and, 485–486 glass ceiling for, 405–406 in workforce, 202 Workers See also Employees average annual hours worked, 535 labor market competition and, 462 Workers’ compensation, 543–544 Workflow design, 147 Workflow processes, 149 Workforce See also Employees legacy workforce, 69 “Pink Quota” (Europe), 256 temporary workers, 196–197 women in, 202, 405–406, 485–486 Workforce analytics, 11 Workforce changes and diversity, 33–39 aging of workforce, 34–35 gender and racial composition, 36–39 generational differences, 35–36 managing, for competitive advantage, 37 Workforce sensors, 692 Workforce utilization review, 202 Working conditions, job satisfaction and, 437–438 Workplace safety See also Occupational Safety and Health Act (OSHA); Safety; Safety awareness programs violence in the workplace, 481, 483 Work redesign, 161 Work samples, 251–252, 254 Work share programs, 201 “World’s Most Ethical Companies,” 79 World Trade Organization (WTO), 633 Wrongful discharge, 423–424 Vacation pay, 549–550 Validation, expatriate workers and, 654 Validity, 228–232 content, 231–232 criterion-related, 228–232 performance measurement and, 328–329 Validity coefficients, 232, 250 Validity generalization, 232–233 Values, 370–371 codes of conduct and, 521 Variable costs, 68 Verbal comprehension, 247 Vertical alignment, 81 Vertical integration, 158 Vietnam Era Veteran’s Readjustment Act of 1974, 108 Violence, in workplace, 421, 423–424 Virtual classrooms, 284 Virtual job auditions, 251 Virtual reality, 288 Virtual teams, 49 Vocational Rehabilitation Act of 1973, 108 Voice mechanism, 615 Yield ratios, 212 ... the copyright page Library of Congress Cataloging-in-Publication Data Noe, Raymond A   Human resource management : gaining a competitive advantage / Raymond A Noe, The Ohio State University,... Career Achievement Award, the Scholarly Achievement Award, and (twice) the International Human Resource Management Scholarly Research Award, all from the Human Resources Division, Academy of Management. .. professionals have to be able to use and analyze data to make a www.freebookslides.com CHAPTER 1  Human Resource Management: Gaining a Competitive Advantage? ?? business case for ideas and problem