r. wayne evaondy, sphr - verbundzentrale des gbv · contents part 2 ethical, social, and legal...
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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
Chapter Objectives 49
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
Chapter Objectives 71
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
Legal Considerations 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
Chapter Objectives 137
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
Legal Considerations 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
Legal Considerations 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
Chapter Objectives 199
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
Summary 217 • Key Terms 218 • Questions for Review 218 •
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
Chapter Objectives 235
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
Summary 257 • Key Terms 258 • Questions for Review 258 •
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
Chapter Objectives 263
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
Chapter Objectives 291
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
Chapter Objectives 319
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
Chapter Objectives 347
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
Chapter Objectives 385
, 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
Chapter Objectives 409
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
Summary 425 • Key Terms 426 • Questions for Review 426 •
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