R. WAYNE evaONDY, SPHR - Verbundzentrale des GBV · CONTENTS PART 2 Ethical, Social, and Legal...

A

Human ResourceMANAGEMENT

GLOBAL EDITIONTWELFTH EDITION

R. WAYNE evaONDY, SPHR

In Collaboration with

JUDY BANDY IViONDYMcNeese State University

Boston Columbus Indianapolis New York San Francisco Upper Saddle RiverAmsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto

Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo

Contents

PART 1 Introduction 28

Chapter 1 Strategic Human Resource Management: An Overview 28

HRM in Action: Employer Branding Helps Attract the Best and Makes Them

Want to Stay 28

Chapter Objectives 29

Human Resource Management 30

Human Resource Management Functions 30

Staffing 30

Human Resource Development 31

Compensation 32

Safety and Health 32

Employee and Labor Relations 32

Human Resource Research 32

Interrelationships of HRM Functions 32

Dynamic Human Resource Management Environment 33

Legal Considerations 33

Labor Market 33

Society 34

Political Parties 34

Unions 34

Shareholders 34

Competition 34

Customers 34

E3 TRENDS & INNOVATIONS: The Many HR Uses of Social Ne twork ing 35

HR Technology 36

Economy 36

Unanticipated Events 36

How Human Resource Management Is Practiced in the Real World 36

HR's Changing Strategic Role: Who Performs the Human Resource

Management Tasks? 36

Human Resource Manager 37

HR Outsourcing 37

HR Shared Service Centers 38

Professional Employer Organizations (Employee Leasing) 38

Line Managers 39

Human Resource Designations 39

Evolution of Human Resource Management 40

Evolving HR Organizations 41

Scope of This Book 42

• A GLOBAL PERSPECTIVE: Managing Human Capital in a Borderless World 43

Summary 43 • Key Terms 44 • Questions for Review 44 • HRM Incident 1:

HR after a Disaster 45 • HRM Incident 2: Downsizing 45 • Notes 46

CONTENTS

PART 2 Ethical, Social, and Legal Considerations 48

Chapter 2 Business Ethics and Corporate Social Responsibility 48

HRM in Action: Satyam: The case of the vanishing million 48


Ethics 50

The Bad and the Ugly; Now Comes the Good 51

A Model of Ethics 51

• ETHICAL DILEMMA: A Selection Quandary 53

Legislating Ethics 53

Code of Ethics 54

Linking Pay to Ethical Behavior 55

Human Resource Ethics 56

Ethics Training 56

Professionalization of Human Resource Management 58

Society for Human Resource Management 58

Human Resource Certification Institute 58

American Society for Training and Development 58

WorldatWork 58

Corporate Social Responsibility 59S TRENDS & INNOVATIONS: Strategic Corporate Social

Responsibility 80

Stakeholder Analysis and the Social Contract 60

Obligations to Individuals 62

Obligations to Other Organizations 62

Obligations to Government 62

Obligations to Society in General 63

Implementing a Corporate Social Responsibility Program 63 xH A GLOBAL PERSPECTIVE: Can Corporate Social Responsibility

Succeed in the Global Environment? 64

Summary 65 • Key Terms 65 • Questions for Review 66 • HRM Incident 1:An Ethical Flaw 66 • HRM Incident 2: "You Can't Fire Me" 66 « Notes 67

Chapter 3 Workforce Diversity, Equal Employment Opportunity,and Affirmative Action 70

HRM in Action: Do-it-yourself diversity in times of recession 70


Workforce Projection: 2050 72

Diversity and Diversity Management 73

Components of the Diverse Workforce 74Single Parents and'Working Mothers 74

Women in Business 74

Mothers Returning to the Workforce 74

Dual-Career Families 75

Workers of Color 75

Older Workers 75

People with Disabilities 76

Immigrants 76

Foreign Workers 76

Young Persons with Limited Education or Skills 77

Equal Employment Opportunity: An Overview 77

Laws Affecting Equal Employment Opportunity 78

CONTENTS 7

Civil Rights Act of 1866 78

Equal Pay Act of 1963, Amended in 1972 78

Lilly Ledbetter Fair Pay Act of 2009 78

Comparable Worth 79

Title VII of the Civil Rights Act of 1964, Amended 1972 79

Pregnancy Discrimination Act of 1978 81

Civil Rights Act of 1991 82

Age Discrimination in Employment Act of 1967, Amended in 1978 and 1986 83

Age Can Actually Be a Bona Fide Occupational Qualification 83

Rehabilitation Act of 1973 84

Americans with Disabilities Act of 1990 84

Americans with Disabilities Act Amendments Act of 2008 85

Immigration Reform and Control Act of 1986 85

Illegal Immigration Reform and Immigrant Responsibility Act of 1996 85

Uniformed Services Employment and Reemployment Rights Act of 1994 86

Veterans' Benefits Improvement Act of 2004 86

State and Local Laws 86

Significant U.S. Supreme Court Decisions Affecting Equal Employment

Opportunity 86

B ETHICAL DILEMMA: What Was the Real Message? 87

Griggs v Duke Power Company 87

Albemarle Paper Company v Moody 87

Phillips v Martin Marietta Corporation 87

Espinoza v Farah Manufacturing Company 88

Dothard v Rawlingson 88

American Tobacco Company v Patterson 88

O'Connor v Consolidated Coin Caterers Corp. 88

Significant U.S. Supreme Court Decisions Affecting Affirmative Action 89

University of California Regents v Bakke 89

Adarand Constructors v Pena 89

Grutter v Bollinger 89 ;

Gratz v Bollinger 89

Ricci v DeStefano 90

Equal Employment Opportunity Commission 90

Uniform Guidelines on Employee Selection Procedures 90

Concept of Disparate Treatment 91

Concept of Adverse Impact 92

Additional Guidelines on Employment Selection Procedures 93Guidelines on Sexual Harassment 93

Guidelines on Discrimination Because of National Origin 95

Guidelines on Discrimination Because of Religion 96

Affirmative Action: Executive Order 11246, as Amended by

Executive Order 11375 96

B TRENDS & INNOVATIONS: Caregiver {Family Responsibility) Discrimination 97

Affirmative Action Programs 98

M A GLOBAL PERSPECTIVE: Mul t ina t iona l Whis t le -b lowing 100

Summary 101 • Key Terms 102 • Questions for Review 102 • HRM Incident 1:1

Feel Great 103 <> HRM Incident 2: So, What's Affirmative Action? 103 • Notes 104

PART 3 Staffing 106

Chapter 4 Job Analysis, Strategic Planning, and Human ResourcePlanning 106HRM in Action: Strategic Talent Management Systems 106

CONTENTS

Chapter Objectives 107Job Analysis: A Basic Human Resource Management Tool 108Reasons for Conducting Job Analysis 109

Staffing 109

Training and Development 109

Performance Appraisal 110

Compensation 110

Safety and Health 110

Employee and Labor Relations 110


Types of Job Analysis Information 110Job Analysis Methods 111

Questionnaires 111

Observation 111

Interviews 111

Employee Recording 111

Combination of Methods 111

Conducting Job Analysis 112Job Description 113

Job Identification 113

Date of the Job Analysis 113

Job Summary 113

Duties Performed 113

Job Specification 113

O*NET, the Occupational Information Network 114Standard Occupational Classification (SOC) 115Job Sculpting 115Timeliness of Job Analysis 115Job Analysis for Team Members 115Job Analysis and the Law 116HR as a Strategic Business Partner 117Strategic Planning Process 118

Mission Determination 118

Environmental Assessment 119

Objective Setting 119

Strategy Setting 120

Strategy Implementation 120

Human Resource Planning 121Forecasting Human Resource Requirements 122

Zero-Base Forecasting 122

Bottom-Up Forecast' 122

Relationship between Volume of Sales and Number of WorkersRequired 123

Workforce Planning Software 123

Forecasting Human Resource Availability 123Human Resource Databases 124Shortage of Workers Forecasted 124

Innovative Recruiting 124

Compensation Incentives 124

Training Programs 124

Different Selection Standards 124

H ETHICAL DILEMMA: Which "Thinker" Should Go? 125

Surplus of Employees Forecasted 125

CONTENTS

Succession Planning: A Component of Strategic Planning 125

H TRENDS & INNOVATIONS: Layoff Alternatives 126

Disaster Planning: A Component of Strategic Planning 127

Manager Self-Service 128

Employee Self-Service 128

Job Design Concepts 129

Job Enrichment 129

Job Enlargement 129

Job Rotation 129

Reengineering 129

B A GLOBAL PERSPECTIVE: Global Job Rotat ion as a Unique Fast Track

Benefi t 130

Summary 131 • Key Terms 132 • Questions for Review 132 •

HRM Incident 1: A Degree for Beauty Therapists 133 • HRM Incident 2: Strategic

HR? 134 • Notes 134

Chapter 5 Recrui tment 1 3 6

HRM in Action: Recruiting by Promising an Interview 136


Recruitment Defined 138

Alternatives to Recruitment 138

Outsourcing 138

M TRENDS & INNOVATIONS: Are Contingent Workers theWorkforce of the Future? 139

Professional Employer Organizations (Employee Leasing) 139

Overtime 139

External Environment of Recruitment 140Labor Market Conditions 140

Active or Passive Job Seekers 140


Promotion Policies 141

Recruitment Process 141

Internal Recruitment Methods 142Job Posting and Job Bidding 142

Employee Referrals 143

External Recruitment Sources 144

High Schools and Vocational Schools 144

Community Colleges 144

Colleges and Universities 145

Competitors in the Labor Market 145

Former Employees 145

B ETHICAL DILEMMA: Unfair Advantage? 146

Unemployed 146

Military Personnel 146

Self-Employed Workers 146

Ex-Offenders 146

Online Recruitment Methods 147

Internet Recruiter 147

Virtual Job Fair 147

Corporate Career Web Sites 147

Weblogs (Blogs for Short) 148

General-Purpose Job Boards 148

NACEIink Network 148

AllianceQ 148

1 0 CONTENTS

Niche Sites 148

Contract Workers'Sites 149

Hourly Workers' Job Sites 149

Social Network Recruiting 149

Job Search Scams 151

Traditional External Recruitment Methods 151

Media Advertising 151

Private Employment Agencies 152

Public Employment Agencies 152

Recruiters 152

Job Fairs 153

Internships 153

Executive Search Firms 153

Professional Associations 154

Unsolicited Applicants 154

Open Houses 154

Event Recruiting 154

Sign-on Bonuses 154

Competitive Games 154

Tailoring Recruitment Methods to Sources 155

B A GLOBAL PERSPECTIVE: Our Company HeadquartersHas Been Outsourced! 156

Summary 157 • Key Terms 157 • Questions for Review 158 •HRM Incident 1:A Problem Ad? 158 • HRM Incident 2: "The Grass is Greeneron the Other Side" or Is It? 159 • Notes 159

Chapter 6 Selection 1 6 2

HRM in Action: From E-Verify to Biometrics 162

/ Chapter Objectives 163

Significance of Employee Selection 164

Environmental Factors Affecting the Selection Process 164

Other HR Functions 165


Speed of Decision Making 165

Organizational Hierarchy 165

Applicant Pool 165

Type of Organization 166

Probationary Period 166

Selection Process 166

Applicant Tracking Systems 166

Preliminary Screening 167

Review of Applications 168

Review of Resumes 168

Sending Resumes via the Internet 170

Selection Tests: Advantages and Potential Problems 170Advantages of Selection Tests 170

Potential Problems of Selection Tests 170

• ETHICAL DILEMMA: Employee Selection Criteria? 171

Characteristics of Properly Designed Selection

Tests 171

Standardization 171

Objectivity 172

Norms 172

CONTENTS 1 1

Reliability 172

Validity 172

Test Validation Approaches 172Criterion-Related Validity 172

Content Validity 173

Construct Validity 173

Types of Employment Tests 173Cognitive Aptitude Tests 173

Psychomotor Abilities Tests 173

Job-Knowledge Tests 174

Work-Sample Tests 174

Vocational Interest Tests 174

Personality Tests 174

Online Assessment 175

Assessment Centers 175

Unique Forms of Testing 175Genetic Testing 176

Graphoanalysis (Handwriting Analysis) 176

Polygraph Tests 176

Employment Interview 177Interview Planning 177

Content of the Interview 177

Candidate's Role and Expectations 178

General Types of Interviews 178Unstructured Interview 178

Structured Interview 179

Behavioral Interview 179

Methods of Interviewing 180One-on-One Interview 180

Group Interview 180 ;

Board (or Panel) Interview 180

Multiple Interviews 180

Stress Interview 180

Q TRENDS & INNOVATIONS: In terv iewing Through Crowd Sourcing 181

Realistic Job Preview 181

Potential Interviewing Problems 182Inappropriate Questions 182

Permitting Non-Job-Related Information 182

Premature Judgment 183

Interview Illusion 183

Interviewer Domination 183

Contrast Effect '183

Lack of Training 183

Nonverbal Communication 183

Concluding the Interview 184

Pre-Employment Screening: Background Investigations 184Continuous Background Investigation 185

Background Investigation with Social Networking 185

Remembering Hiring Standards to Avoid 185

Pre-Employment Screening: Reference Checks 186

Automated Reference Checking 186

Negligent Hiring 187

12 CONTENTS

Selection Decision 187

Medical Examination 187

Notification of Candidates 188

Candidate Relationship Management 188

Human Capital Metrics 188

Metrics for Evaluating the Effectiveness of Recruitment/Selection 189

Quality of Hire 189

Time Required to Hire 189

New Hire Retention 189

Hiring Manager Overall Satisfaction 189

Turnover Rate 189

Recruiting Costs 189

a A GLOBAL PERSPECTIVE: Leadership Effectiveness in the GlobalEnvironment 190

Selection Rate 190

Acceptance Rate 191

Yield Rate 191

Cost/Benefit of Recruitment Sources and Methods 191

Summary 191 • Key Terms 193 • Questions for Review 193 •HRM Incident 1: A Matter of Priorities 194 • HRM Incident 2: The Best Personfor the Job: A Matter of Fit! 194 • Notes 195

PART 4 Human Resource Development 198

Chapter 7 Training and Development 198

HRM in Action: Executive Integration, the Sink or Swim Approach

Does Not Work 198


Strategic Training and Development 200

Learning Organization 200

Factors Influencing Training and Development 201

Top Management Support 201

Technological Advances 201

World Complexity 201

Lifetime Learning 201

Learning Styles 201

• ETHICAL DILEMMA: Tough Side of Technology 202

Other Human Resource Functions 202

Training and Development Process 202

Determine Specific Training and Development Needs 202

Establish Specific Training and Development Objectives 203

Training Area: Employment Compliance 203

Training and Development Methods 204

Instructor-Led 204

E-Learning 204

Case Study 205

Behavior Modeling and Twittering 205

Role-Playing 206

Business Games 206

In-Basket Training 206

On-the-Job Training 206

Internships 207

Apprenticeship Training 207

CONTENTS 1 3

Training and Development Delivery Systems 207Corporate Universities 207

Colleges and Universities 207

Community Colleges 208

Online Higher Education 208

Vestibule System 208

Video Media 208

S TRENDS & INNOVATIONS: Telepresence—High-Tech

Videoconferencing 209

Simulators 209

Management Development 209Mentoring and Coaching 210

Reverse Mentoring 211

Orientation 211

Implementing Training and Development Programs 212

Metrics for Evaluating Training and Development 213Participant Reaction 213

Level of Learning Achieved 213

Changes in Learner Behavior 213

Business Results Derived from Training 213 i

Retum-on-lnvestment from Training 213

Benchmarking 214

ISO 9001 Quality Assurance Training Standards 214

Workforce I nvestment Act 214

Organization Development: A Strategic HR Tool 214Survey Feedback 215

Quality Circles 215

Team Building 215

Sensitivity Training 216

a A GLOBAL PERSPECTIVE: Buddies Across the Globe 217


HRM Incident 1: Training at Keller-Globe 219 • HRM Incident 2: Career versus Job

Security? 219 » Notes 220

Appendix Chapter 7 Career Planning and Development 222

Job Security versus Career Security 222

Career and Career Planning Defined 223

Career Planning 223Career Planning: Self-Assessment 223

Using the Web for Self-Assessment Assistance 225

Using the Web for Career-Planning Assistance 226

Career Paths andCareer Development 226

Career Development Methods 227Manager/Employee Self-Service 227

Discussions with Knowledgeable Individuals 227

Company Material 227

Performance-Appraisal System 228

Workshops 228

Career Paths 228

Traditional Career Path 228

Network Career Path 229

Lateral Skill Path 229

Dual-Career Path 229

Adding Value to Your Career 229

14 CONTENTS

Demotion 229

Free Agents (Being Your Own Boss) 230

Developing Unique Segments of the Workforce 230

Baby Boomers 230

Generation X Employees 230

Generation Y Employees 231

Generation I (Google Generation) as Future Employees 232

Multigenerational Diversity 232

Key Terms 232 • Notes 232

Chapter 8 Performance Management and Appraisal 234

HRM in Action: Employee Engagement as a Strategic HR Tool 234


Performance Management 236

Performance Appraisal 236

Uses of Performance Appraisal 237

Human Resource Planning 237

Recruitment and Selection 237

Training and Development 237

Career Planning and Development 238

Compensation Programs 238

Internal Employee Relations 238

Assessment of Employee Potential 238

Performance Appraisal Environmental Factors 238

S3 TRENDS & INNOVATIONS: Integrating Learning and Performance

Management 239

Performance Appraisal Process 239

Establish Performance Criteria (Standards) 240

Traits 240

Behaviors 241 ;

Competencies 241

Goal Achievement 241

Improvement Potential 241

Responsibility for Appraisal 242

Immediate Supervisor 242

Subordinates 242

Peers and Team Members 242

Self-Appraisal 243

Customer Appraisal 243

Appraisal Period 243

Performance Appraisal Methods 244

360-Degree Feedback Evaluation Method 244

Rating Scales Method 245

Critical Incident Method 247

Essay Method 247

Work Standards Method 247

Ranking Method 247

Fovced Distribution Method 248

Beha\i\ora\\\j Knckvted Rating S>ca\e Method 248

Resute-Based System 149

Problems m Performance Appraisal 249

Halo/Horn 250

CONTENTS 1 5

Leniency/Strictness 250

Central Tendency 251

Recent Behavior Bias 251

Personal Bias (Stereotyping) 251

Manipulating the Evaluation 251

• ETHICAL DILEMMA: Abdication of Responsibility 252

Employee Anxiety 252

Characteristics of an Effective Appraisal System 253

Job-Related Criteria 253

Performance Expectations 253

Standardization 253

Trained Appraisers 253

Continuous Open Communication 254

Conduct Performance Reviews 254

Due Process 254

Legal Implications 254

Appraisal Interview 255

Scheduling the Interview 255

Interview Structure 255

Use of Praise and Criticism 255

H A GLOBAL PERSPECTIVE: Two Cultures' Views of Performance

Appraisal 256

Employees' Role 256

Concluding the Interview 257


HRM Incident 1: These Things Are a Pain 258 • HRM Incident 2: Performance

Appraisal? 259 • Notes 259

PART 5 Compensation 262

Chapter 9 Direct Financial Compensation 262

HRM in Action: Are Top Executives Paid Too Much? 262


Compensation: An Overview 264

Equity in Financial Compensation 265

Determinants of Direct Financial Compensation 266

Organization as a Determinant of Direct Financial Compensation 266Compensation Policies 267

Organizational Level 267

Ability to Pay 267

Labor Market as a Determinant of Direct Financial Compensation 267Compensation Surveys 268

Expediency 268

Cost of Living 268

Labor Unions 268

Economy 269

Legislation 269

Job as a Determinant of Direct Financial Compensation 270

Job Evaluation 270Ranking Method 271

Classification Method 271

Factor Comparison Method 271

Point Method 272

Hay Guide Chart-Profile Method (Hay Plan) 272

16 CONTENTS

Job Pricing 272

Pay Grades 272Pay Ranges 273Broadbanding 274Single-Rate System 274

Adjusting Pay Rates 274

Employee as a Determinant of Direct Financial Compensation 275

Job Performance—Performance-Based Pay 275Skills—Skill-Based Pay 276Competencies—Competency-Based Pay 277Seniority 277Experience 277Organization Membership 277Potential 277Political Influence 278

Luck 278

Team-Based Pay 278B TRENDS & INNOVATIONS: Salary Compression, Why Is the

New Guy Making What I Am Making? 279Company-Wide Pay Plans 279

Profit Sharing 279Gainsharing 280

Professional Employee Compensation 280

M ETHICAL DILEMMA: Creative Accounting? 281

Sales Representative Compensation 281

Contingent Worker Compensation 282

Executive Compensation 282

Base Salary 282Bonuses and Performance-Based Pay 282Stock Option Plans 283 ;

Perquisites 283

Golden Parachute Contract 283B A GLOBAL PERSPECTIVE: Executive Compensation in the Global

Environment 284

Clawback Contract Provision 284

Summary 285 • Key Terms 286 • Questions for Review 286 •HRM Incident 1: A Motivated Worker! 286 • HRM Incident 2: The ControversialJob 287 • Notes 288

Chapter 10 Indirect Financial Compensation (Benefits)

and Nonfinancial Compensation 290

HRM in Action: Two in a Box 290


Indirect Financial Compensation (Benefits) 292H TRENDS & INNOVATIONS: Total Rewards Are Much More

Than the Money that jingles in Your Pocket 293

Mandated (Legally Required) Benefits 293

m ETHICAL DILEMMA: A Poor Bid 294

Social Security 294Unemployment Compensation 294Workers' Compensation 294

Discretionary Benefits 295

CONTENTS 1 7

Payment for Time Not Worked 295

Paid Vacations 295

Sick Pay and Paid Time Off 295

Sabbaticals 296

Other Types of Payment for Time Not Worked 296

Health Care 296

Managed-Care Health Organizations 297

Consumer-Driven Health Care Plans 297

On-Site Health Care (Work-Site Clinics) 298

Major Medical Benefits 298

Dental and Vision Care 298

Life Insurance 298

Retirement Plans 298Defined Benefit Plans 299

Defined Contribution Plans 299

Cash Balance Plans 299

Disability Protection 300

Employee Stock Option Plans 300

Employee Services 300

Child Care 300

Educational Assistance 301

Food Services/Subsidized Cafeterias 301

Scholarships for Dependents 301

Relocation Benefits 301

Unique Employee Services Benefits 301

Premium Pay 302

Voluntary Benefits 302

Customized Benefit Plans 303

Health Care Legislation 303

Consolidated Omnibus Budget Reconciliation Act 303

Health Insurance Portability and Accountability Act 303

Employee Retirement Income Security Act 303

Older Workers Benefit Protection Act 304

Family and Medical Leave Act 304

Pension Protection Act 304

Patient Protection and Affordable Care Act 304

Communicating Information about the Benefits Package 305

Nonfinancial Compensation 305Job Itself as a Nonfinancial Compensation Factor 305

Job Environment as a Nonfinancial Compensation Factor 306

Sound Policies 306

Capable Managers 307

Competent Employees 307

Congenial Co-workers 307

Appropriate Status Symbols 307

Working Conditions 308

Workplace Flexibility (Work-Life Balance) 308

Flextime 308

Compressed Work Week 309

Job Sharing 309

Examples of Executive Job Sharing 309

18 CONTENTS

Telecommuting 310

13 A GLOBAL PERSPECTIVE: Global Customized Benefits 311

Part-Time Work 311 ;

Summary 312 • Key Terms 313 • Questions for Review 313 •HRM Incident 1: Flextime 314 • HRM Incident 2: A Benefits Package Designedfor Whom? 3114 • Notes 315

PART 6 Safety and Health 318

Chapter 11 A Safe and Heal thy W o r k Envi ronment 3 1 8

HRM in Action: Smoke-free Workplaces: Dealing with the

Low Hanging Fruit 318


Nature and Role of Safety and Health 320

Occupational Safety and Health Administration 320

Safety: The Economic Impact 322

Focus of Safety Programs 322Unsafe Employee Actions 322

H ETHICAL DILEMMA: Illegal Dumping 323Unsafe Working Conditions 323

Developing Safety Programs 323

Accident Investigation 324

Evaluation of Safety Programs 324

Repetitive Stress Injuries 326

Ergonomics 326

Workplace Violence 327

Vulnerable Employees 327

Legal Consequences of Workplace Violence 328

Individual and Organizational Characteristics to Monitor 328

Preventive Actions 328

Domestic Violence 329

Laws Related to Domestic Violence 329

Nature of Stress 329Potential Consequences of Stress 330

Stressful Jobs 330

Managing Stress 331

B TRENDS & INNOVATIONS: Identity Theft as a Major Stressor in Today'sEnvironment 332 '

Burnout 333

Wellness Programs 333

Physical Fitness Programs 334

Substance Abuse 335

Alcohol Abuse 335

Drug Abuse 335

Substance-Abuse-Free Workplace 335

Implementing a Drug-Testing Program 338

Employee Assistance Programs 338

m A GLOBAL PERSPECTIVE: Global Healthcare for Expats 339Summary 340 • Key Terms 341 • Questions for Review 339 •HRM Incident 1: What a Change! 341 • HRM Incident 2: I'm Just StressedOut! 342 • Notes 343

CONTENTS 1 9

PART 7 Employee and Labor Relations 346

Chapter 12 Labor Unions and Collective Bargaining 346

HRM in Action: The Two-Tier Wage System Returns 346


Union Objectives 348

Why Employees Join Unions 348Dissatisfaction with Management 348

Social Outlet 349

Opportunity for Leadership 349

Forced Unionization 349

Peer Pressure 350

Organized Labor's Strategies for a Stronger Movement 350Strategically Located Union Members 350

Pulling the Union Through 350

Political Involvement 350

Union Salting 351

Flooding the Community 351

Public Awareness Campaigns 351

Building Organizing Funds 351

Unions Partnering with High Schools 351

B TRENDS & INNOVATIONS: Organizing Younger Workers, A Strategy Seriously

Needed 352

Organizing Through the Card Check 352

• ETHICAL DILEMMA: A Strategic Move 353

Employee Free Choice Act 353

Union Structure 353Local Union 353

National Union 354

American Federation of Labor and Congress of Industrial Organizations(AFL-CIO) 354 '

Change to Win Coalition 354

Establishing the Collective Bargaining Relationship 355Signing of Authorization Cards 356

Petition for Election 356

Election Campaign 356

Election and Certification 357

Collective Bargaining 357

Collective Bargaining Process 357

Bargaining Issues 357Recognition 358

Management Rights 359

Union Security 359

Compensation 360

Grievance Procedure 360

Employee Security 360

Job-Related Factors 360

Preparation for Negotiations 361

Negotiating the Agreement 361

Breakdowns in Negotiations 363Third-Party Intervention 363

Union Strategies for Overcoming Negotiation Breakdowns 364

Management Strategies for Overcoming Negotiation Breakdowns 365

20 CONTENTS

Reaching the Agreement 366

Ratifying the Agreement 366

Administration of the Agreement 366

Grievance Procedure in a Union Environment 366

Recent Labor/Management Legal Trends 368

Collective Bargaining in the Public Sector 369

Union Decertification 370

Unions Today 370

B A GLOBAL PERSPECTIVE: Union Organizing in the Global Environment CanBe Dangerous 371

Summary 372 • Key Terms 373 • Questions for Review 374 • HRM Incident 1:Break Down the Barrier 374 • HRM Incident 2: You Are Out of What? 375 •Notes 375

Appendix Chapter 12 History of Unions in the United States 378

Labor Movement Before 1930 378

Labor Movement After 1930 379Anti-Injunction Act (Norris-LaGuardia Act), 1932 379National Labor Relations Act (Wagner Act), 1935 379Labor Management Relations Act (Taft—Hartley Act), 1947 380Labor-Management Reporting and Disclosure Act (Landrum-Griffin Act), 1959 381

Key Terms 382 * Notes 383

Chapter 13 Internal Employee Relations 384HRM in Action: Worker Retention: It Costs Less to Keep

Qualified Workers than to Replace Them 384


, Internal Employee Relations Defined 386

Employment at Will 386

Discipline and Disciplinary Action 387

Disciplinary Action Process 388

Approaches to Disciplinary Action 389Hot Stove Rule 389Progressive Disciplinary Action 389Disciplinary Action without Punishment 390

Problems in the Administration of Disciplinary Action 391

M ETHICAL DILEMMA: To Fire or Not To Fire 392

Termination 392

B TRENDS & INNOVATIONS: Emotional IntelligenceNeeded in Disciplinary Action 333

Termination of Employees at Various Levels 393

Termination of Nonmanagerial/Nonprofessional Employees 394Termination of Executives 394

Termination of Middle and Lower-Level Managers and Professionals 394

Demotion as an Alternative to Termination 395

Downsizing 395

Negative Aspects of Downsizing 396Downsizing Software 396Worker Adjustment and Retraining Notification Act (WARN) 396Outplacement 397

Severance Pay 397

Ombudspersons 398

Alternative Dispute Resolution 398

CONTENTS 21

Transfers 399

Promotions 399

Resignations 400

Analyzing Voluntary Resignations 400

Attitude Surveys: A Means of Retaining Quality Employees 401

Advance Notice of Resignation 401

m A GLOBAL PERSPECTIVE: Disciplinary Action in the Global Environment 402

Offboarding 402

Retirements 402

Summary 403 • Key Terms 404 • Questions for Review 404 •HRM Incident 1: Should He Be Fired? 404 • HRM Incident 2: It's the BestThing to Do 405 • Notes 406

PART 8 Operating in a Global Environment 408

Chapter 14 Global Human Resource Management 408HRM in Action: Getting Tougher to Bribe in the International Arena 408


Evolution of Global Business 410

Global Strategic Human Resource Management 411

Global Staffing 412

Types of Global Staff Members 412

Approaches to Global Staffing 413

Selecting Expatriates 414

Background Investigation 414

B TRENDS & INNOVATIONS: Cyberwork in the Global Environment 415

Hiring Temps in Japan 415

Global Human Resource Development 415

Expatriate Training and Development 416

Pre-move Orientation and Training 416

Continual Development: Online Assistance and Training 416

Repatriation Orientation and Training 417

Global E-learning 417

Virtual Teams in a Global Environment 418

Global Compensation 419Compensation for Host-Country Nationals 419

Expatriate Compensation 420

Global Safety and Health 421

Global Employee and Labor Relations 422

NAFTA and CAFTA 422

Global Legal and Political Factors 423

• ETHICAL DILEMMA: Mordita 424

Global EEO and Sexual Harassment 424


HRM Incident 1: The Overseas Transfer 426 • HRM Incident 2: Was There Enough

Preparation? 427 « Notes 427

Glossary 430Name Index 440Company Index 445Subject Index 447

R. WAYNE evaONDY, SPHR - Verbundzentrale des GBV · CONTENTS PART 2 Ethical, Social, and Legal...

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Transcript of R. WAYNE evaONDY, SPHR - Verbundzentrale des GBV · CONTENTS PART 2 Ethical, Social, and Legal...