Human resource management lussier 3rd edition pdf

2

3

4

5

Sara Miller McCune founded SAGE Publishing in 1965 to support the dissemination of usable knowledge and educate a global community. SAGE publishes more than 1000 journals and over 800 new books each year, spanning a wide range of subject areas. Our growing selection of library products includes archives, data, case studies and video. SAGE remains majority owned by our founder and after her lifetime will become owned by a charitable trust that secures the company’s continued independence.

Los Angeles | London | New Delhi | Singapore | Washington DC | Melbourne

6

Human Resource Management

Third edition

7

SAGE PUBLISHING: OUR STORY

We believe in creating fresh, cutting-edge content that helps you prepare your students to make an impact in today’s ever-changing business world. Founded in 1965 by 24-year-old entrepreneur Sara Miller McCune, SAGE continues its legacy of equipping instructors with the tools and resources necessary to develop the next generation of business leaders.

We invest in the right authors who distill the best available research into practical applications We offer intuitive digital solutions at student-friendly prices We remain permanently independent and fiercely committed to quality, innovation, and learning.

8

Human Resource Management

Functions, Applications, and Skill Development

Third edition

Robert N. Lussier Springfield College John R. Hendon

University of Arkansas at Little Rock

Los Angeles London

New Delhi Singapore

Washington DC Melbourne

9

Copyright © 2019 by SAGE Publications, Inc.

All rights reserved. No part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the publisher.

FOR INFORMATION:

SAGE Publications, Inc.

2455 Teller Road

Thousand Oaks, California 91320

E-mail: order@sagepub.com

SAGE Publications Ltd.

1 Oliver’s Yard

55 City Road

London, EC1Y 1SP

United Kingdom

SAGE Publications India Pvt. Ltd.

B 1/I 1 Mohan Cooperative Industrial Area

Mathura Road, New Delhi 110 044

India

SAGE Publications Asia-Pacific Pte. Ltd.

3 Church Street

#10-04 Samsung Hub

Singapore 049483

Library of Congress Cataloging-in-Publication Data

Names: Lussier, Robert N., author. | Hendon, John R., author.

Title: Human resource management : functions, applications, and skill

development / Robert N. Lussier, Springfield College, USA, John Hendon.

Description: Third Edition. | Thousand Oaks : SAGE Publications, [2018] |

Revised edition of the authors’ Human resource management, [2016] |

10

Includes bibliographical references and index.

Identifiers: LCCN 2017038956 | ISBN 9781506360348 (pbk. : alk. paper)

Subjects: LCSH: Personnel management.

Classification: LCC HF5549 .L825 2018 | DDC 658.3—dc23 LC record available at https://lccn.loc.gov/2017038956

This book is printed on acid-free paper.

Acquisitions Editor: Maggie Stanley

Editorial Assistant: Alissa Nance

Content Development Editor: Lauren Holmes

Production Editor: Tracy Buyan

Copy Editors: Ellen Howard, Kim Husband

Typesetter: Hurix Systems Pvt. Ltd.

Proofreader: Tricia Currie-Knight

Indexer: Wendy Allex

Cover & Interior Designer: Gail Buschman

Marketing Manager: Amy Lammers

11

https://lccn.loc.gov/2017038956
Brief Contents

Preface Acknowledgments About the Authors Part I 21st Century Human Resource Management Strategic Planning and Legal Issues

1. The New Human Resource Management Process 2. Strategy-Driven Human Resource Management 3. The Legal Environment and Diversity Management

Part II Staffing 4. Workforce Planning: Job Analysis, Design, and Employment Forecasting 5. Recruiting Job Candidates 6. Selecting New Employees

Part III Developing and Managing 7. Learning and Development 8. Performance Management and Appraisal 9. Rights and Employee Management 10. Employee and Labor Relations

Part IV Compensating 11. Compensation Management 12. Incentive Pay 13. Employee Benefits

Part V Protecting and Expanding Organizational Reach 14. Workplace Safety, Health, and Security 15. Organizational Ethics, Sustainability, and Social Responsibility 16. Global Issues for Human Resource Managers

Appendix: SHRM 2016 Curriculum Guidebook Glossary Notes Name Index Company Index Subject Index

12

Detailed Contents

Preface Acknowledgments About the Authors Part I 21st Century Human Resource Management Strategic Planning and Legal Issues

1. The New Human Resource Management Process Practitioner’s Perspective Why Study Human Resource Management (HRM)? HRM Past and Present

HRM in the Past Present View of HRM Technology’s Effect on Efficiency

The Changing World of HRM New HRM Challenges Labor Demographics Knowledge Workers and the Pace of Change

Understanding HR’s Critical Factors Critical Dependent Variables The Importance of Strategic HRM The Influence of Social Media

HRM Skills Technical Skills Interpersonal Skills Conceptual and Design Skills Business Skills

Line Managers’ HRM Responsibilities Line Versus Staff Management Major HR Responsibilities of Line Management

HR Managers’ Responsibilities: Disciplines Within HRM The Legal Environment: EEO and Diversity Management Staffing Training and Development Employee Relations Labor and Industrial Relations Compensation and Benefits Safety and Security Ethics and Sustainability

Resources for HRM Careers Society for Human Resource Management (SHRM)

13

Other HR Organizations Professional Liability

Practitioner’s Model for HRM The Model Sections of the Model

Trends and Issues in HRM Employee Engagement Improves Productivity HRM and Organizational Agility

Chapter Summary Key Terms Key Terms Review Communication Skills Case 1-1 Ba-Zynga! Zynga Faces Trouble in FarmVille Case 1-2 Fracturing the Labor Market—Employment in the Oil Services Industry Skill Builder 1-1 Getting to Know You Skill Builder 1-2 Comparing HR Management Skills and HR Responsibilities

2. Strategy-Driven Human Resource Management Practitioner’s Perspective Strategy and Strategic Planning: The Organization and the Environment

The External Environment Strategic Vision and Mission

What Is Strategy? Visions and Missions

Strategy Types and Analysis Types of Strategies How Strategy Affects HRM Strategic Analysis Designing a Strategy How HR Promotes Strategy

Structure Basics of Organizational Structure How Does Structure Affect Employee Behavior? How Does Structure Affect HRM?

Organizational Culture What Is Organizational Culture? How Culture Controls Employee Behavior in Organizations Social Media and Culture Management

An Introduction to Data Analytics and HR Technology A Brief on Data Analytics HR Technology

14

Desired Outcomes Human Resource Management Systems (HRMS)

What Are HRMS? How Do HRMS Assist in Making Decisions?

Measurement Tools for Strategic HRM Economic Value Added (EVA) Return on Investment (ROI) Balanced Scorecard (BSC) HR Scorecard

Trends and Issues in HRM Structure, Culture, and Technology Are Misaligned Continuing Globalization Increases the Need for Strategic HRM Planning

Chapter Summary Key Terms Key Terms Review Communication Skills Case 2-1 Catalya Hats: Pulling a Rabbit out of the Hat or Coming up Empty Handed? Case 2-2 Strategy-Driven HR Management: Netflix, A Behind-the- Scenes Look at Delivering Entertainment Skill Builder 2-1 Writing Objectives Skill Builder 2-2 Strategic Planning at Your College

3. The Legal Environment and Diversity Management Practitioner’s Perspective The Legal Environment for HRM and a User’s Guide to Managing People

Protecting Your Organization The OUCH Test Objective Uniform in Application Consistent in Effect Has Job Relatedness

Major Employment Laws Equal Pay Act of 1963 (EPA) Title VII of the Civil Rights Act of 1964 (CRA) Age Discrimination in Employment Act of 1967 (ADEA) Vietnam Era Veterans Readjustment Assistance Act of 1974 (VEVRAA) Pregnancy Discrimination Act of 1978 (PDA) Americans with Disabilities Act of 1990 (ADA), as Amended in 2008

15

Civil Rights Act of 1991 Uniformed Services Employment and Reemployment Rights Act of 1994 (USERRA) Veterans Benefits Improvement Act of 2004 (VBIA) Title II of the Genetic Information Nondiscrimination Act of 2008 (GINA) Lilly Ledbetter Fair Pay Act of 2009 (LLFPA) Immigration Laws Relating to Employment and Equal Opportunity Reminder: State and Local EEO Laws May Be Different

Equal Employment Opportunity Commission (EEOC) What Does the EEOC Do? Employee Rights Under the EEOC Employer Rights and Prohibitions

EEO, Affirmative Action, and Diversity: What’s the Difference? Affirmative Action (AA) The Office of Federal Contract Compliance Programs (OFCCP) Diversity in the Workforce

Sexual Harassment: A Special Type of Discrimination Types of Sexual Harassment What Constitutes Sexual Harassment? Reducing Organizational Risk From Sexual Harassment Lawsuits

Religious Discrimination Trends and Issues in HRM

Technology May Create New Dangers in Equal Opportunity and Diversity Management Sexual Orientation and Gender Identity Discrimination

Chapter Summary Key Terms Key Terms Review Communication Skills Case 3-1 You Can’t Get There From Here: Uber Slow on Diversity Case 3-2 When Religion Is on the Agenda Skill Builder 3-1 The Four-Fifths Rule Skill Builder 3-2 Diversity Training

Part II Staffing 4. Workforce Planning: Job Analysis, Design, and Employment Forecasting

Practitioner’s Perspective Workforce Planning: Workflow Analysis

Organizational Output Tasks and Inputs

Job Analysis

16

Why Do We Need to Analyze Jobs? Databases Job Analysis Methods Do We Really Have “Jobs” Anymore? Task or Competency Based? Outcomes: Job Description and Job Specification

Job Design/Redesign Organizational Structure and Job Design Approaches to Job Design and Redesign The Job Characteristics Model (JCM) Applying the Job Characteristics Model (JCM)

Designing Motivational Jobs Job Simplification Job Expansion Work Teams Flexible Job Design Job Design Is Country Specific

HR Forecasting Forecasting Methods Measuring Absenteeism and Turnover Succession Planning

Reconciling Internal Labor Supply and Demand Options for a Labor Surplus Options for a Labor Shortage

Trends and Issues in HRM Gig Work and the Agile Workforce Automation at Work

Chapter Summary Key Terms Key Terms Review Communication Skills Case 4-1 Walmart’s Everyday Hiring Strategy: Fueling Future Consumer Demand With Passion and Talent Case 4-2 Gauging Employment at Honeywell Skill Builder 4-1 Job Analysis Skill Builder 4-2 Job Characteristics Model (JCM) Skill Builder 4-3 O*Net

5. Recruiting Job Candidates Practitioner’s Perspective The Recruiting Process

Defining the Process External Forces Acting on Recruiting Efforts

17

Organizational Recruiting Considerations What Policies to Set When to Recruit Alternatives to Recruitment Reach of the Recruiting Effort Social Media and the Technology Recruiting Revolution

Internal or External Recruiting? Internal Recruiting External Recruiting

Challenges and Constraints in Recruiting Budgetary Constraints Policy Constraints and Organizational Image The Recruiter–Candidate Interaction Job Characteristics and the Realistic Job Preview (RJP)

Evaluation of Recruiting Programs Yield Ratio Cost per Hire Time Required to Hire New Hire Turnover New Hire Performance

Trends and Issues in HRM Millennial Versus Generation Z: Aren’t They All the Same? Look for Grit, Not Just Talent

Chapter Summary Key Terms Key Terms Review Communication Skills Case 5-1 Here a GM, There a GM, Everywhere a GM (or So They Thought!) Case 5-2 Trying to Build When Nobody Wants to Work Skill Builder 5-1 Online Job Search Skill Builder 5-2 Résumé

6. Selecting New Employees Practitioner’s Perspective The Selection Process

The Importance of the Selection Process Steps in the Selection Process

Looking for “Fit” Personality-Job Fit Ability-Job Fit Person-Organization Fit

Uniform Guidelines on Employee Selection Procedures

18

What Qualifies as an Employment Test? Valid and Reliable Measures

Applications and Preliminary Screening Applications and Résumés Pre-Employment Inquiries State and Local Laws Vary!

Testing and Legal Issues The EEOC and Employment Testing Polygraph Testing Genetic Testing Written Testing Physical Testing To Test or Not to Test

Selection Interviews Interviewing Types of Interviews and Questions Preparing for the Interview Conducting the Interview

Background Checks Credit Checks Criminal Background Checks Reference Checks Social Media and Web Searches

Selecting the Candidate and Offering the Job Problems to Avoid During the Selection Process Hiring

Trends and Issues in HRM Federal Regulation Limits Selection Testing The Global Workforce and Immigration

Chapter Summary Key Terms Key Terms Review Communication Skills Case 6-1 A Kink in Links of London’s Selection Process Case 6-2 Not Getting Face Time at Facebook—and Getting the Last Laugh! Skill Builder 6-1 Interview Questions for Use When Hiring a Professor to Teach This Course Skill Builder 6-2 Interviewing

Part III Developing and Managing 7. Learning and Development

Practitioner’s Perspective

19

The Need for Training and Development Training and Development When Is Training Needed?

The Training Process and Needs Assessment Steps in the Training Process Needs Assessment Challenges to the Training Process Employee Readiness

Learning and Shaping Behavior Learning Learning Theories Shaping Behavior Learning Styles

Design and Delivery of Training On-the-Job Training (OJT) Classroom Training Distance or E-Learning Simulations

Assessing Training Assessment Methods Choosing Assessment Methods Measuring Training Success

Talent Management and Development Careers Why Career Development? Common Methods of Employee Development A Model of Career Development Consequences

Trends and Issues in HRM Gamification—A Phoenix Rising? The Corporate Learning Imperative

Chapter Summary Key Terms Key Terms Review Communication Skills Case 7-1 Doing Crunches at Nestlé: Continuous Improvement of Human Assets Case 7-2 Google Search: Building the Program That Writes the Code to Find Female Talent Skill Builder 7-1 The Training Process Skill Builder 7-2 Career Development

8. Performance Management and Appraisal Practitioner’s Perspective

20

Performance Management Systems Performance Management Versus Performance Appraisal Is It Time to Delete the Annual Appraisal Process? Performance Appraisals Accurate Performance Measures

Why Do We Conduct Performance Appraisals? Communication (Informing) Decision Making (Evaluating) Motivation (Engaging) Evaluating and Motivating = Development

What Do We Assess? Trait Appraisals Behavioral Appraisals Results Appraisals Which Option Is Best?

How Do We Use Appraisal Methods and Forms? Critical Incidents Method Management by Objectives (MBO) Method Narrative Method or Form Graphic Rating Scale Form Behaviorally Anchored Rating Scale (BARS) Form Ranking Method Which Option Is Best?

Who Should Assess Performance? Supervisor Peers Subordinates Self Customers 360-Degree Evaluations Whom Do We Choose?

Performance Appraisal Problems Common Problems Within the Performance Appraisal Process Avoiding Performance Appraisal Problems

Debriefing the Appraisal The Evaluative Performance Appraisal Interview The Developmental Performance Appraisal Interview

Trends and Issues in HRM Building Engagement Through Performance Management Technology: Electronic Performance Monitoring

Chapter Summary Key Terms

21

Key Terms Review Communication Skills Case 8-1 Not Spilling the Beans at Jelly Belly: Developing a More Accurate Performance Appraisal System Case 8-2 Amazon.com: Selling Employee Performance With Organization and Leadership Review Self-Assessment and Skill Builder 8-1 Peer and Self-Assessments Skill Builder 8-2 Debriefing the Appraisal

9. Rights and Employee Management Practitioner’s Perspective Commonly Accepted Employee Rights

Rights and Privileges Right of Free Consent Right to Due Process Right to Life and Safety Right of Freedom of Conscience (Limited) Right to Privacy (Limited) Right to Free Speech (Limited)

Management Rights Codes of Conduct Data and Device Policies Workplace Monitoring Employment-at-Will Orientation (Probationary) Periods Drug Testing

Coaching, Counseling, and Discipline Coaching Counseling Disciplining Terminating Coaching, Counseling, and Discipline May Differ Globally

Leadership and Management Leadership Situational Management

Teams and Organizational Change Building Effective Work Teams Managing the Change Process Overcoming Resistance to Change

Trends and Issues in HRM Good Feedback Makes a Good Manager Social Media and the Web Continue to Create Managerial Nightmares

22

Chapter Summary Key Terms Key Terms Review Communication Skills Case 9-1 Balancing Rights and Privileges Case 9-2 Off-Duty Misconduct Skill Builder 9-1 Coaching Skill Builder 9-2 Disciplining Skill Builder 9-3 Situational Management Skill Builder 9-4 Developing a Habit

10. Employee and Labor Relations Practitioner’s Perspective Labor Relations: A Function of Trust and Communication

Trust and Communication Sending Messages Receiving Messages

Job Satisfaction Job Satisfaction/Dissatisfaction and Performance Measuring Job Satisfaction Determinants of Job Satisfaction

Legal Issues in Labor Relations The Railway Labor Act (RLA) of 1926 The National Labor Relations Act (NLRA) of 1935 (Wagner Act) The Labor Management Relations Act (LMRA) of 1947 (Taft- Hartley Act) The Labor Management Reporting and Disclosure Act of 1959 (Landrum-Griffin Act or LMRDA) The Worker Adjustment and Retraining Notification Act of 1988 (WARN Act) Labor Laws Vary Significantly From Country to Country Other Legal Issues in Labor Relations

Unions and Labor Rights Union Organizing Labor Relations and Collective Bargaining Grievances

Management Rights and Decertification Elections Limiting Union Organizing Efforts Lockouts and Replacement Workers Decertification Elections

Managing Conflict Conflict Conflict Management Styles

23

Initiating Conflict Resolution Negotiations

The Negotiation Process Planning the Negotiation Negotiate Alternative Dispute Resolution: Mediation and Arbitration

Trends and Issues in HRM The NLRB Is Redefining the Employer/Employee Relationship Are Union Avoidance or Suppression Policies Ethical?

Chapter Summary Key Terms Key Terms Review Communication Skills Case 10-1 Willful Violation, or a Problem That Can Be Corrected? Case 10-2 Constructive Discharge and Reinstatement of Strikers Skill Builder 10-1 Conflict Resolution Skill Builder 10-2 Negotiating

Part IV Compensating 11. Compensation Management

Practitioner’s Perspective Compensation Management

The Compensation System Motivation and Compensation Planning

Compensation Strategy Ability to Pay What Types of Compensation? Pay for Performance or Pay for Longevity? Skill-Based or Competency-Based Pay? At, Above, or Below the Market? Wage Compression Pay Secrecy

Legal and Fairness Issues in Compensation Fair Labor Standards Act of 1938 (Amended)

Pay Equity, Comparable Worth, and Other Legal Issues Comparable Worth Other Legal Issues

Job Evaluation Job-Ranking Method Point-Factor Method Factor Comparison Method

Developing a Pay System Job Structure and Pay Levels

24

Pay Structure Stacking Pay Levels and Evaluating Delayering and Broadbanding

Trends and Issues in HRM Designation of Independent Contractors Continues to Be an Issue The Stubborn Gender–Wage Gap: Can It Be Fixed?

Chapter Summary Key Terms Key Terms Review Communication Skills Case 11-1 Discounting Everything but Compensation at Costco Case 11-2 Employee Red-Lining at CVS: The Have and the Have Not Skill Builder 11-1 Job Evaluation Skill Builder 11-2 Product Market Competition Limits

12. Incentive Pay Practitioner’s Perspective Incentive Compensation

Why Do We Use Incentive Pay? Individual or Group-Based Incentives?

Individual Incentives Group Incentives

Options for Individual Incentives Bonus Commissions Merit Pay Piecework Plans Standard Hour Plans Giving Praise and Other Nonmonetary Incentives

Options for Group Incentives Profit-Sharing Plans Gainsharing Plans Employee Stock Ownership Plan (ESOP) Stock Options and Stock Purchasing Plans

Failures and Challenges in Creating Incentive Pay Systems Why Do Incentive Pay Systems Fail? Challenges to Incentive Pay Systems

Guidelines for Creating Motivational Incentive Systems Executive Compensation

Too Much or Just Enough? The Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010 Executive Incentives

25

Short-Term Versus Long-Term The Goal of Executive Compensation

Trends and Issues in HRM Does Incentive Pay Actually Improve Performance? Comprehensive Pay and Incentive Programs Aren’t Just for Highly Skilled Employees

Chapter Summary Key Terms Key Terms Review Communication Skills Case 12-1 Best Buy or Best Scam? Trying to Get Commission Results on So-Called Noncommission Pay Case 12-2 Barclays Bonus Bank: Robbing Peter to Pay Paul Skill Builder 12-1 Calculating Individual Incentives Skill Builder 12-2 Developing a Compensation Plan With an Incentive Skill Builder 12-3 Giving Praise

13. Employee Benefits Practitioner’s Perspective The Strategic Value of Benefits Programs

Why Are Benefits Continuing to Grow as a Portion of Overall Compensation? Considerations in Providing Benefits Programs

Old Age, Survivors, and Disability Insurance (OASDI) Social Security and Medicare

Other Statutory Benefits Workers’ Compensation Unemployment Insurance Family and Medical Leave Act of 1993 (FMLA) The Patient Protection and Affordable Care Act of 2010 (ACA) Statutory Requirements When Providing Certain Voluntary Benefits

Voluntary Benefits Group Health Insurance Retirement Benefits Paid Time Off Other Employee Insurance Coverage Employee Services

Administration and Communication of Benefits Flexible Benefit (Cafeteria) Plans Communicate Value to Employees

Trends and Issues in HRM Benefits for “Domestic Partners”

26

Personalization of Health Care Chapter Summary Key Terms Key Terms Review Communication Skills Case 13-1 It Is Not Just About the Bling Anymore: Benefits and Perks— the Competitive Edge in Employee Recruitment Case 13-2 Google Searches SAS for the Business Solution to How to Create an Award-Winning Culture Skill Builder 13-1 Developing Flexible Employee Benefit Plans Skill Builder 13-2 Selecting Flexible Employee Benefit Plans

Part V Protecting and Expanding Organizational Reach 14. Workplace Safety, Health, and Security

Practitioner’s Perspective Workplace Safety and OSHA

The Occupational Safety and Health Act (OSH Act) The Occupational Safety and Health Administration (OSHA) National Institute of Occupational Safety and Health (NIOSH) Federal Notice Posting Requirements

Employee Health Work–Life Balance Employee Assistance Programs (EAPs) and Employee Wellness Programs (EWPs) Ergonomics and Musculoskeletal Disorders (MSDs) Safety and Health Management and Training

Stress Functional and Dysfunctional Stress Causes of Job Stress Stress Management The Stress Tug-of-War

Workplace Security Cyber Security Workplace Violence Social Media for Workplace Safety and Security Employee Selection and Screening General Security Policies, Including Business Continuity and Recovery

Trends and Issues in HRM OSHA Limits Postaccident Drug Testing eDocAmerica: Health and Wellness Online

Chapter Summary Key Terms

27

Key Terms Review Communication Skills Case 14-1 Handling the Unhealthy Employee Case 14-2 You Are Not Hurt? Good—You’re Fired! Skill Builder 14-1 Developing a Stress Management Plan Skill Builder 14-2 Safety, Health, and Security

15. Organizational Ethics, Sustainability, and Social Responsibility Practitioner’s Perspective Ethical Organizations

Ethics in Business Ethics Defined Contributing Factors to Unethical Behavior Justification of Unethical Behavior

Ethical Approaches General Guides to Ethical Decision Making Codes of Ethics

Creating and Maintaining Ethical Organizations Authority Responsibility Accountability

Just Because It’s Legal Doesn’t Mean It’s Ethical! Facing Ethical Questions

Corporate Social Responsibility (CSR) CSR Defined Stakeholders and CSR

Levels of Corporate Social Responsibility Where You Stand Depends on Where You Sit

Sustainability HR and Organizational Sustainability Sustainability Training The Sustainable Organization

Trends and Issues in HRM Sustainability-Based Benefits Does Diversity Training Work?

Chapter Summary Key Terms Key Terms Review Communication Skills Case 15-1 CEO Compensation: Do They Deserve Rock Star Pay? Case 15-2 Microsoft, Nokia, and the Finnish Government: A Promise Made, a Promise Broken? Skill Builder 15-1 Ethics and Whistle-Blowing

28

Skill Builder 15-2 Code of Ethics and Corporate Social Responsibility 16. Global Issues for Human Resource Managers

Practitioner’s Perspective Globalization of Business and HRM

Reasons for Business Globalization Ethnocentrism Is Out and “Made in America” Is Blurred Stages of Corporate Globalization Is HRM Different in Global Firms?

Legal, Ethical, and Cultural Issues International Laws US Law International Ethics National Culture

Global Staffing Skills and Traits for Global Managers Staffing Choice: Home-, Host-, or Third-Country Employees Outsourcing as an Alternative to International Expansion

Developing and Managing Global Human Resources Recruiting and Selection Expatriate Training and Preparation Repatriation After Foreign Assignments

Compensating Your Global Workforce Pay Incentives in Global Firms Benefit Programs Around the World

Trends and Issues in HRM Globalization of Business Continues as a Trend!

Chapter Summary Key Terms Key Terms Review Communication Skills Case 16-1 Sand by Saya: The Challenges of a Small Business Going Global Case 16-2 The Great Singapore Sale at Jurong Point: Finding and Retaining Bargain Employees Skill Builder 16-1 The Global HRM Environment Skill Builder 16-2 Cultural Diversity Awareness Skill Builder 16-3 The Most Important Things I Got From This Course

Appendix: SHRM 2016 Curriculum Guidebook Glossary Notes Name Index

29

Company Index Subject Index

30

Preface

In his book Power Tools, John Nirenberg asks, “Why are so many well-intended students learning so much and yet able to apply so little in their personal and professional lives?” The world of business and human resource management (HRM) has changed, and so should how it is taught. Increasing numbers of students want more than lectures to gain an understanding of the concepts of HRM. They want their courses to be relevant and to show them how to apply what they learn, and they want to develop skills they can use in their everyday life and at work. It’s not enough to learn about HRM; they want to learn how to be HR managers. This is why we wrote the book. After reviewing and using a variety of HRM books for more than a decade, we didn’t find any that (1) could be easily read and understood by students and (2) effectively taught students how to be HR managers. We wrote this text out of our desire to prepare students to be successful HR managers. As the subtitle states, this book not only presents the important HRM concepts and functions but also takes students to the next level by actually teaching them to apply the concepts through critical thinking and to develop HRM skills they can use in their personal and professional lives.

31

Market and Course

This book is for undergraduate and graduate-level courses in human resource management (HRM) including personnel management. It is appropriate for a first course in an HRM major, as well as required and elective courses found in business schools. This textbook is also appropriate for HRM courses taught in other disciplines such as education and psychology, particularly industrial psychology and organizational psychology. The level of the text assumes no prior background in business or HRM. This book is an excellent choice for online and hybrid courses in HRM (and earlier editions have been used in online HRM courses for nearly a decade).

32

Learning By Doing: A Practical Approach

I (Lussier) started writing management textbooks in 1988—prior to the calls by the Association to Advance Collegiate Schools of Business (AACSB) for skill development—to help professors teach their students how to apply concepts and develop management skills. Pfeffer and Sutton (The Knowledge Doing Gap, 2000) concluded that the most important insight from their research is that knowledge that is actually implemented is much more likely to be acquired from learning by doing, than from learning by reading, listening, or thinking. We designed this book to give students the opportunity to “learn by doing” with the following approaches:

A practical “how-to-manage” approach that is strategy driven. The only HR text where every primary content area identified as required for undergraduate students listed in the Society of Human Resource Management (SHRM) 2016 Curriculum Guidebook is specifically identified in the text where the material is covered (over 210 items). In addition, many of the secondary and graduate students only items are also identified as they occur in the text. Six types of high-quality application materials use the concepts to develop critical- thinking skills. Four types of high-quality, skill-builder exercises help to actually develop HR management skills that can be utilized in students’ professional and personal lives. A comprehensive video package reinforces HRM-related abilities and skills. An approach that meets the preferred learning styles of today’s students.

33

A New Generation of Learners

Today’s students, “Millennials” and the early students of the next generation or “Gen Z,” succeed when they are fully engaged in learning on multiple levels; traditional methods of teaching do not always meet their needs. They are used to, and in fact demand, instant opportunities to learn and interact with material that they are interested in. Our text is flexible enough to accompany lecture-based teaching, and it also offers a wide range of engaging activities that accommodate a variety of contemporary learning styles. Many of the specific learning preferences of today’s students have been addressed in the book’s overall approach, organization, and distinctive features:

Active Learning

A desire for active learning is addressed with a large variety of activities and skill- building tools. Practical Approaches

A desire for application and skills in personal and professional realms is addressed by a variety of features throughout the text. Immediate application and ongoing self- assessment are found in the Work Application prompts and self-assessment tools. Organization tools such as checklists, summaries, and “how to” instructions are integrated throughout, for example, the marginal references to SHRM curriculum guidelines. Accessible Content

Chunking of content into easily digested segments helps students to organize study time. Visual learning preferences are accommodated in colorful exhibits, models, and figures throughout the text, along with an ancillary package that includes visual learning options. Internet learning preferences are recognized in a robust Web-based package that includes video and interactive features for students.

34

A Three-Pronged Approach

We have created a comprehensive textbook intended to develop the full range of HRM competencies. As the title of this book implies, we provide a balanced, three-pronged approach to the curriculum.

Concepts/Functions

The following features are provided to support the first step in the three-pronged approach.

HRM functions. Chapter 1 presents eight major HRM functions identified by SHRM with questions that need to be answered. The book is structured around the eight functions in five parts; see the table of contents for details. These functions are emphasized in order to show students the depth of knowledge that is required of an HR manager today.

Pedagogical aids. Each chapter includes Learning Objectives, a Chapter Summary, Key Terms, and Key Terms Review Questions.

SHRM’s Required Content, as well as many Secondary and Graduate-Only HR Content Areas from the most recent SHRM Human Resource Curriculum: Guidebook and Templates for Undergraduate and Graduate Programs (SHRM, 2016), are annotated for easy reference where they appear in each chapter of the text. A margin note identifies the Curriculum Guide topic being covered, and a reference number links to an appendix covering all “Required Content” for undergraduate HR programs in the SHRM Curriculum Guide. Every primary Content Area and Subtopic identified in the SHRM Curriculum Guidebook is at least introduced within the text, and most are covered in significant depth.

Applications

The following features are provided to support the second step in the three-pronged approach.

Opening Vignettes, titled Practitioner’s Perspective, illustrate how a real-life Human Resources manager currently employed by the state of Arkansas works within the various HRM functions in her daily activities.

Organizational examples of HRM concepts and functions appear throughout the book.

Work Applications incorporate open-ended questions that require students to explain how the HRM concepts apply to their own work experience. Student experience can be present, past, summer, full-time, part-time employment, or volunteer work.