Visual Preface
Front Matter
Brief Contents
Detailed Contents
Media Library
Preface
Acknowledgments
About the Author
Part I 21st Century Human Resource Management Strategic Planning and Legal Issues
1 The New Human Resource Management Process
Media Library
Why Study Human Resource Management (HRM)?
HRM Past and Present
The Changing World of HRM
Understanding HR’s Critical Factors
HRM Skills
Line Managers’ HRM Responsibilities
HR Managers’ Responsibilities: Disciplines Within HRM
Resources for HRM Careers
Practitioner’s Model for HRM
Trends and Issues in HRM
2 Strategy-Driven Human Resource Management
Media Library
Strategy and Strategic Planning: The Organization and the Environment
Strategic Vision and Mission
Strategy Types and Analysis
Structure
Organizational Culture
An Introduction to Data Analytics and HR Technology
Human Resource Management Systems (HRMS)
Measurement Tools for Strategic HRM
Trends and Issues in HRM
3 The Legal Environment and Diversity Management
Media Library
The Legal Environment for HRM and a User’s Guide to Managing People
Major Employment Laws
Equal Employment Opportunity Commission (EEOC)
EEO, Affirmative Action, and Diversity: What’s the Difference?
Sexual Harassment: A Special Type of Discrimination
Religious Discrimination
Trends and Issues in HRM
Part II Staffing
4 Workforce Planning: Job Analysis, Design, and Employment Forecasting
Media Library
Workforce Planning: Workflow Analysis
Job Analysis
Job Design/Redesign
Designing Motivational Jobs
HR Forecasting
Reconciling Internal Labor Supply and Demand
Trends and Issues in HRM
5 Recruiting Job Candidates
Media Library
The Recruiting Process
Organizational Recruiting Considerations
Internal or External Recruiting?
Challenges and Constraints in Recruiting
Evaluation of Recruiting Programs
Trends and Issues in HRM
6 Selecting New Employees
Media Library
The Selection Process
Looking for “Fit”
Uniform Guidelines on Employee Selection Procedures
Applications and Preliminary Screening
Testing and Legal Issues
Selection Interviews
Background Checks
Selecting the Candidate and Offering the Job
Trends and Issues in HRM
Part III Developing and Managing
7 Learning and Development
Media Library
The Need for Training and Development
The Training Process and Needs Assessment
Learning and Shaping Behavior
Design and Delivery of Training
Assessing Training
Talent Management and Development
Trends and Issues in HRM
8 Performance Management and Appraisal
Media Library
Performance Management Systems
Why Do We Conduct Performance Appraisals?
What Do We Assess?
How Do We Use Appraisal Methods and Forms?
Who Should Assess Performance?
Performance Appraisal Problems
Debriefing the Appraisal
Trends and Issues in HRM
9 Rights and Employee Management
Media Library
Commonly Accepted Employee Rights
Management Rights
Coaching, Counseling, and Discipline
Leadership and Management
Teams and Organizational Change
Trends and Issues in HRM
10 Employee and Labor Relations
Media Library
Labor Relations: A Function of Trust and Communication
Job Satisfaction
Legal Issues in Labor Relations
Unions and Labor Rights
Management Rights and Decertification Elections
Managing Conflict
Negotiations
Trends and Issues in HRM
Part IV Compensating
11 Compensation Management
Media Library
Compensation Management
Compensation Strategy
Legal and Fairness Issues in Compensation
Pay Equity, Comparable Worth, and Other Legal Issues
Job Evaluation
Developing a Pay System
Pay Structure
Trends and Issues in HRM
12 Incentive Pay
Media Library
Incentive Compensation
Individual or Group-Based Incentives?
Options for Individual Incentives
Options for Group Incentives
Failures and Challenges in Creating Incentive Pay Systems
Guidelines for Creating Motivational Incentive Systems
Executive Compensation
Trends and Issues in HRM
13 Employee Benefits
Media Library
The Strategic Value of Benefits Programs
Old Age, Survivors, and Disability Insurance (OASDI)
Other Statutory Benefits
Voluntary Benefits
Administration and Communication of Benefits
Trends and Issues in HRM
Part V Protecting and Expanding Organizational Reach
14 Workplace Safety, Health, and Security
Media Library
Workplace Safety and OSHA
Employee Health
Stress
Workplace Security
Trends and Issues in HRM
15 Organizational Ethics, Sustainability, and Social Responsibility
Media Library
Ethical Organizations
Ethical Approaches
Creating and Maintaining Ethical Organizations
Just Because It’s Legal Doesn’t Mean It’s Ethical!
Corporate Social Responsibility (CSR)
Levels of Corporate Social Responsibility
Sustainability
Trends and Issues in HRM
16 Global Issues for Human Resource Managers
Media Library
Globalization of Business and HRM
Legal, Ethical, and Cultural Issues
Global Staffing
Developing and Managing Global Human Resources
Compensating Your Global Workforce
Trends and Issues in HRM
Appendix: SHRM 2016 Curriculum Guidebook
Glossary
Notes
Name Index
Company Index
Index
p.i
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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] |
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.
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p.ix
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
p.x
Detailed Contents
Preface Acknowledgments About the Authors
PART I • 21ST CENTURY HUMAN RESOURCE MANAGEMENT STRATEGIC PLANNING AND LEGAL ISSUES
JONATHAN NACKSTRAND/AFP/Getty Images
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)
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
©iStockphoto.com/sanjeri
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
p.xi
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
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
©iStockphoto.com/Yuri_Arcurs
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
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
p.xii
PART II • STAFFING
SANDY HUFFAKER/AFP/Getty Images
4. Workforce Planning: Job Analysis, Design, and Employment Forecasting
Practitioner’s Perspective
Workforce Planning: Workflow Analysis
Organizational Output
Tasks and Inputs
Job Analysis
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
©iStockphoto.com/YinYang
5. Recruiting Job Candidates
Practitioner’s Perspective
The Recruiting Process
Defining the Process
External Forces Acting on Recruiting Efforts
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
p.xiii
©iStockphoto.com/Tsyhun
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
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
©iStockphoto.com/alvarez
7. Learning and Development
Practitioner’s Perspective
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
p.xiv
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
©iStockphoto.com/Bill Oxford
8. Performance Management and Appraisal
Practitioner’s Perspective
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
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
©iStockphoto.com/vgajic
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
p.xv
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
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
©iStockphoto.com/Jacob Wackerhausen
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
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
©iStockphoto.com/xavierarnau
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?
p.xvi
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
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
©iStockphoto.com/Sproetniek
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
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
©iStockphoto.com/Yagi-Studio
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
p.xvii
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”
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
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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
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
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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
p.xviii
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
Skill Builder 15-2 Code of Ethics and Corporate Social Responsibility
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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
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