Managing Human Resources

Susan E. Jackson is Distinguished Professor of Human Resource Strategy in the School of Management and Labor Relations at Rutgers University, and Visiting Scholar at University of Lucerne, Switzerland. Randall S. Schuler is Distinguished Professor of International Human Resource Management and Human Resource Strategy in the School of Management and Labor Relations at Rutgers University, and Visiting Scholar at University of Lucerne, Switzerland. Steve Werner is Professor of Management and Department Chair of the Management Department in the C.T. Bauer College of Business at the University of Houston.

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