-V-? __

THIRTEENTH EDITIONH U MANRESOURCEMANAGEMENTGLOBAL EDITION

GARY DESSLERFLORIDA INTERNATIONAL UNIVERSITY

PEARSONBoston Columbus Indianapolis New York San Francisco Upper Saddle RiverAmsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal TorontoDelhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo

G O N T E N T SPreface 23Acknowledgments 27

PART ONE INTRODUCTION 28

1 Introduction to Human Resource Management 28WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT?

What Is Human Resource Management? 30Why Is Human Resource Management Important to All Managers? 31Line and Staff Aspects of Human Resource Management 32Line Managers' Human Resource Duties 33Human Resource Manager's Duties 33New Approaches to Organizing HR 35Cooperative Line and Staff HR Management: An Example 35

THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 36Globalization and Competition Trends 37Indebtedness ("Leverage") and Deregulation 38Technological Trends 38Trends in the Nature of Work 39

HR AS A PROFIT CENTER: Boosting Customer Service 40Workforce and Demographic Trends 40Economic Challenges and Trends 42

THE NEW HUMAN RESOURCE MANAGERS 43Human Resource Management Yesterday and Today 43They Focus More on Strategic, Big Picture Issues 43

THE STRATEGIC CONTEXT: Building LL.Bean 43They Use New Ways to Provide Transactional Services 44They Take an Integrated, "Talent Management" Approach to ManagingHuman Resources 45They Manage Ethics 45They Manage Employee Engagement 45They Measure HR Performance and Results 45They Use Evidence-Based Human Resource Management 46They Add Value 46They Have New Competencies 47HR Certification 48

THE PLAN OF THIS BOOK 48The Basic Themes and Features 48

CHAPTER CONTENTS OVERVIEW 49Part 1: Introduction 49Part 2: Recruitment, Placement, and Talent Management 49Part 3: Training and Development 49Part 4: Compensation 49Part 5: Employee Relations 49The Topics Are Interrelated 50

CHAPTER SECTION SUMMARIES 51DISCUSSION QUESTIONS 51INDIVIDUAL AND GROUP ACTIVITIES 52EXPERIENTIAL EXERCISE: HELPING "THE DONALD" 52APPLICATION CASE: JACK NELSON'S PROBLEM 53CONTINUING CASE: CARTER CLEANING COMPANY 53KEY TERMS 54ENDNOTES 54

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8 CONTENTS

2 Equal Opportunity and the Law 56EQUAL EMPLOYMENT OPPORTUNITY 1964-1991 58

Title VII of the 1964 Civil Rights Act 58Executive Orders 58Equal Pay Act of 1963 59Age Discrimination in Employment Act of 1967 59Vocational Rehabilitation Act of 1973 59Pregnancy Discrimination Act of 1978 60Federal Agency Guidelines 60Early Court Decisions Regarding Equal Employment Opportunity 60

EQUAL EMPLOYMENT OPPORTUNITY 1990-91-PRESENT 61The Civil Rights Act of 1991 61The Americans with Disabilities Act 62Genetic Information Nondiscrimination Act of 2008 (GINA) 65State and Local Equal Employment Opportunity Laws 65Sexual Harassment 65

DEFENSES AGAINST DISCRIMINATION ALLEGATIONS 69The Central Role of Adverse Impact 70Bona Fide Occupational Qualification 72Business Necessity 73Other Considerations in Discriminatory Practice Defenses 74

ILLUSTRATIVE DISCRIMINATORY EMPLOYMENT PRACTICES 74A Note on What You Can and Cannot Do 74Recruitment 75Selection Standards 75Sample Discriminatory Promotion, Transfer, and Layoff Practices 76What the Supervisor Should Keep in Mind 77

THE EEOC ENFORCEMENT PROCESS 77Voluntary Mediation 79Mandatory Arbitration of Discrimination Claims 80

DIVERSITY MANAGEMENT AND AFFIRMATIVE ACTION PROGRAMS 81Diversity's Potential Pros and Cons 81

HR AS A PROFIT CENTER 82Managing Diversity 82Encouraging Inclusiveness 83Developing a Multicultural Consciousness 84Equal Employment Opportunity Versus Affirmative Action 85Implementing the Affirmative Action Program 85Reverse Discrimination 86

CHAPTER SECTION SUMMARIES 87DISCUSSION QUESTIONS 88INDIVIDUAL AND GROUP ACTIVITIES 88EXPERIENTIAL EXERCISE: "SPACE CADET" OR VICTIM? 89APPLICATION CASE: THE EMIRATISATION HRM PRACTICES OF A PETROLEUM COMPANY 89CONTINUING CASE: CARTER CLEANING COMPANY 90KEY TERMS 91ENDNOTES 91

Human Resource Management Strategy and Analysis 96THE STRATEGIC MANAGEMENT PROCESS 98 THE STRATEGIC CONTEXT: The Shanghai Portman Hotel 98

Goal-Setting and the Planning Process 98Strategic Planning 99Improving Productivity Through HRIS: Using Computerized Business Planning Software 102Types of Strategies 102Top Managers' Role in Strategic Planning 104

CONTENTS 9

Departmental Managers' Strategic Planning Roles 104Departmental Managers' Strategic Planning Roles in Action: Improving Mergers andAcquisitions 105

STRATEGIC HUMAN RESOURCE MANAGEMENT 106Defining Strategic Human Resource Management 106Human Resource Strategies and Policies 108

HR AS A PROFIT CENTER: Albertsons Example 108Strategic Human Resource Management Tools 108

HR METRICS AND BENCHMARKING 110Types of Metrics 111Improving Productivity Through HRIS: Tracking Applicant Metrics for Improved TalentManagement 111Benchmarking in Action 112Strategy and Strategy-Based Metrics 113Workforce/Talent Analytics and Data Mining 113

HR AS A PROFIT CENTER: Using Workforce/Talent Analytics 114What Are HR Audits? 115Evidence-Based HR and the Scientific Way of Doing Things 116

WHAT ARE HIGH-PERFORMANCE WORK SYSTEMS? 117High-Performance Human Resource Policies and Practices 118

CHAPTER SECTION SUMMARIES 119DISCUSSION QUESTIONS 120INDIVIDUAL AND GROUP ACTIVITIES 120EXPERIENTIAL EXERCISE: DEVELOPING AN HR STRATEGY FOR STARBUCKS 121APPLICATION CASE: SIEMENS BUILDS A STRATEGY-ORIENTED HR SYSTEM 121CONTINUING CASE: CARTER CLEANING COMPANY 122TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE: THE HOTEL PARIS CASE 122KEY TERMS 124ENDNOTES 125PART 1 VIDEO CASES APPENDIX 126

PART TWO RECRUITMENT, PLACEMENT, AND TALENTMANAGEMENT 128

4 Job Analysis and the Talent Management Process 128THE TALENT MANAGEMENT PROCESS 130

What Is Talent Management? 130THE BASICS OF JOB ANALYSIS 131

Uses of Job Analysis Information 132 THE STRATEGIC CONTEXT: Daimler Alabama Example 133

Conducting a Job Analysis 133 HR AS A PROFIT CENTER: Boosting Productivity through Work Redesign 134

Job Analysis Guidelines 136METHODS FOR COLLECTING JOB ANALYSIS INFORMATION 136

The Interview 136Questionnaires 139Observation 140Participant Diary/Logs 140Quantitative Job Analysis Techniques 140Internet-Based Job Analysis 142

WRITING JOB DESCRIPTIONS 144Job Identification 144Job Summary 145Relationships 147Responsibilities and Duties 147

10 CONTENTS

D MANAGING THE NEW WORKFORCE: Writing Job Descriptions That Complywith the ADA 148

Standards of Performance and Working Conditions 148Duty: Accurately Posting Accounts Payable 148Using the Internet for Writing Job Descriptions 148

WRITING JOB SPECIFICATIONS 152Specifications for Trained Versus Untrained Personnel 152Specifications Based on Judgment 152Job Specifications Based on Statistical Analysis 153Using Task Statements 153

PROFILES IN TALENT MANAGEMENT 154Competencies and Competency-Based Job Analysis 154How to Write Job Competencies-Based Job Descriptions 156

CHAPTER SECTION SUMMARIES 157DISCUSSION QUESTIONS 158INDIVIDUAL AND GROUP ACTIVITIES 158EXPERIENTIAL EXERCISE: THE INSTRUCTOR'S JOB DESCRIPTION 158APPLICATION CASE: RECRUITING IN EUROPE 159CONTINUING CASE: CARTER CLEANING COMPANY 159TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE: THE HOTELPARIS CASE 160KEY TERMS 160ENDNOTES 160

Personnel Planning and Recruiting 162INTRODUCTION 164WORKFORCE PLANNING AND FORECASTING 164

Strategy and Workforce Planning 164 THE STRATEGIC CONTEXT: KPMG 165

Forecasting Personnel Needs (Labor Demand) 165Improving Productivity Through HRIS: Computerized Personnel Forecasting 168Forecasting the Supply of Inside Candidates 168Forecasting the Supply of Outside Candidates 170Talent Management and Predictive Workforce Monitoring 170Developing an Action Plan to Match Projected Labor Supply and Labor Demand 171The Recruiting Yield Pyramid 171

THE NEED FOR EFFECTIVE RECRUITING 172Why Recruiting Is Important 172What Makes Recruiting a Challenge? 172Organizing How You Recruit 172

INTERNAL SOURCES OF CANDIDATES 173Using Internal Sources: Pros and Cons 173Finding Internal Candidates 173Rehiring 173Succession Planning 174Improving Productivity Through HRIS: Succession and Talent Planning Systems 174

OUTSIDE SOURCES OF CANDIDATES 175Recruiting via the Internet 175Advertising 178Employment Agencies 180Temp Agencies and Alternative Staffing 181Offshoring and Outsourcing Jobs 183Executive Recruiters 183On-Demand Recruiting Services 184College Recruiting 184Referrals and Walk-Ins 185Telecommuters 186Military Personnel 186

CONTENTS 11

Recruiting Source Use and Effectiveness 186Evidence-Based HR: Measuring Recruiting Effectiveness 187

HR AS A PROFIT CENTER: Personnel Planning and Recruiting 188Improving Productivity Through HRIS: An Integrated Approach to Recruiting 188

RECRUITING A MORE DIVERSE WORKFORCE 188Single Parents 188Older Workers 189Recruiting Minorities 189Welfare-to-Work 190The Disabled 190

DEVELOPING AND USING APPLICATION FORMS 190Purpose of Application Forms 190Application Guidelines 192Application Forms and EEO Law 192Using Application Forms to Predict Job Performance 193Mandatory Arbitration 193

CHAPTER SECTION SUMMARIES 193DISCUSSION QUESTIONS 194INDIVIDUAL AND GROUP ACTIVITIES 194EXPERIENTIAL EXERCISE: THE NURSING SHORTAGE 195APPLICATION CASE: YA KUN KAYA TOAST 195CONTINUING CASE: CARTER CLEANING COMPANY 196TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE: THE HOTELPARIS CASE 196KEY TERMS 197ENDNOTES 197

6 Employee Testing and Selection 200WHY CAREFUL SELECTION IS IMPORTANT 202

Person and Job/Organization Fit 202 THE STRATEGI