Human resource management functions, applications, and skill development

HRM Past and PresentHRM in the PastPresent View of HRMTechnology’s Effect on EfficiencyThe Changing World of HRM New HRM ChallengesLabor DemographicsKnowledge Workers and the Pace of Cha

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

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Human Resource Management

Third edition

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SAGE PUBLISHING: OUR STORY

We believe in creating fresh, cutting-edge content that helps you prepare your students tomake an impact in today’s ever-changing business world Founded in 1965 by 24-year-oldentrepreneur Sara Miller McCune, SAGE continues its legacy of equipping instructors withthe 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 practicalapplications

We offer intuitive digital solutions at student-friendly prices

We remain permanently independent and fiercely committed to quality, innovation,and learning

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Human Resource Management

Functions, Applications, and Skill Development Third edition

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information storage and retrieval system, without permission in writing from the publisher

SAGE Publications India Pvt Ltd.

B 1/I 1 Mohan Cooperative Industrial Area

Mathura Road, New Delhi 110 044

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] |

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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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Editorial Assistant: Alissa Nance

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Brief Contents

Preface

Acknowledgments

About the Authors

Part I 21st Century Human Resource Management Strategic Planning and LegalIssues

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

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Detailed Contents

Preface

Acknowledgments

About the Authors

Part I 21st Century Human Resource Management Strategic Planning and LegalIssues

1 The New Human Resource Management Process

Practitioner’s PerspectiveWhy Study Human Resource Management (HRM)?

HRM Past and PresentHRM in the PastPresent View of HRMTechnology’s Effect on EfficiencyThe Changing World of HRM

New HRM ChallengesLabor DemographicsKnowledge Workers and the Pace of ChangeUnderstanding HR’s Critical Factors

Critical Dependent VariablesThe Importance of Strategic HRMThe Influence of Social MediaHRM Skills

Technical SkillsInterpersonal SkillsConceptual and Design SkillsBusiness Skills

Line Managers’ HRM ResponsibilitiesLine Versus Staff ManagementMajor HR Responsibilities of Line Management

HR Managers’ Responsibilities: Disciplines Within HRMThe Legal Environment: EEO and Diversity ManagementStaffing

Training and DevelopmentEmployee Relations

Labor and Industrial RelationsCompensation and BenefitsSafety and Security

Ethics and SustainabilityResources for HRM CareersSociety for Human Resource Management (SHRM)

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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 ServicesIndustry

Skill Builder 1-1 Getting to Know You

Skill Builder 1-2 Comparing HR Management Skills and HR

Visions and Missions

Strategy Types and Analysis

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 OrganizationsSocial Media and Culture Management

An Introduction to Data Analytics and HR Technology

A Brief on Data Analytics

HR Technology

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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

Structure, Culture, and Technology Are Misaligned

Continuing Globalization Increases the Need for Strategic HRMPlanning

Behind-the-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 ManagingPeople

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 in2008

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Civil Rights Act of 1991Uniformed 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 EqualOpportunity

Reminder: State and Local EEO Laws May Be DifferentEqual Employment Opportunity Commission (EEOC)

What Does the EEOC Do?

Employee Rights Under the EEOCEmployer Rights and ProhibitionsEEO, 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 HarassmentWhat Constitutes Sexual Harassment?

Reducing Organizational Risk From Sexual Harassment LawsuitsReligious Discrimination

Technology May Create New Dangers in Equal Opportunity andDiversity Management

Sexual Orientation and Gender Identity DiscriminationChapter Summary

Skill Builder 3-1 The Four-Fifths Rule

Skill Builder 3-2 Diversity Training

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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

Gig Work and the Agile Workforce

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

The Recruiting Process

Defining the Process

External Forces Acting on Recruiting Efforts

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Organizational Recruiting Considerations

What Policies to Set

When to Recruit

Alternatives to Recruitment

Reach of the Recruiting Effort

Social Media and the Technology Recruiting RevolutionInternal 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

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

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

The Selection Process

The Importance of the Selection Process

Steps in the Selection Process

Looking for “Fit”

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What Qualifies as an Employment Test?

Valid and Reliable MeasuresApplications and Preliminary Screening

Applications and RésumésPre-Employment InquiriesState and Local Laws Vary!

Testing and Legal Issues

The EEOC and Employment TestingPolygraph Testing

Genetic TestingWritten TestingPhysical Testing

To Test or Not to TestSelection Interviews

InterviewingTypes of Interviews and QuestionsPreparing for the Interview

Conducting the InterviewBackground Checks

Credit ChecksCriminal Background ChecksReference Checks

Social Media and Web SearchesSelecting the Candidate and Offering the Job

Problems to Avoid During the Selection ProcessHiring

Federal Regulation Limits Selection TestingThe Global Workforce and ImmigrationChapter Summary

Key Terms

Key Terms Review

Case 6-1 A Kink in Links of London’s Selection Process

Case 6-2 Not Getting Face Time at Facebook—and Getting the LastLaugh!

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

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The Need for Training and Development

Training and Development

When Is Training Needed?

The Training Process and Needs Assessment

Steps in the Training Process

Design and Delivery of Training

On-the-Job Training (OJT)

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

Gamification—A Phoenix Rising?

The Corporate Learning Imperative

Skill Builder 7-1 The Training Process

Skill Builder 7-2 Career Development

8 Performance Management and Appraisal

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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?

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?

Performance Appraisal Problems

Common Problems Within the Performance Appraisal ProcessAvoiding Performance Appraisal Problems

Debriefing the Appraisal

The Evaluative Performance Appraisal Interview

The Developmental Performance Appraisal Interview

Building Engagement Through Performance ManagementTechnology: Electronic Performance Monitoring

Chapter Summary

Key Terms

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Key Terms Review

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)

Teams and Organizational Change

Building Effective Work Teams

Managing the Change Process

Overcoming Resistance to Change

Good Feedback Makes a Good Manager

Social Media and the Web Continue to Create ManagerialNightmares

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Chapter Summary

Key Terms

Key Terms Review

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

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

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Initiating Conflict ResolutionNegotiations

The Negotiation ProcessPlanning the NegotiationNegotiate

Alternative Dispute Resolution: Mediation and ArbitrationTrends and Issues in HRM

The NLRB Is Redefining the Employer/Employee RelationshipAre Union Avoidance or Suppression Policies Ethical?

Skill Builder 10-2 Negotiating

Ability to PayWhat Types of Compensation?

Pay for Performance or Pay for Longevity?

Skill-Based or Competency-Based Pay?

At, Above, or Below the Market?

Wage CompressionPay Secrecy

Legal and Fairness Issues in Compensation

Fair Labor Standards Act of 1938 (Amended)Pay Equity, Comparable Worth, and Other Legal Issues

Comparable WorthOther Legal IssuesJob Evaluation

Job-Ranking MethodPoint-Factor MethodFactor Comparison MethodDeveloping a Pay System

Job Structure and Pay Levels

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Pay Structure

Stacking Pay Levels and Evaluating

Delayering and Broadbanding

Designation of Independent Contractors Continues to Be an IssueThe Stubborn Gender–Wage Gap: Can It Be Fixed?

Chapter Summary

Key Terms

Key Terms Review

Case 11-1 Discounting Everything but Compensation at Costco

Case 11-2 Employee Red-Lining at CVS: The Have and the Have NotSkill Builder 11-1 Job Evaluation

Skill Builder 11-2 Product Market Competition Limits

12 Incentive Pay

Incentive Compensation

Why Do We Use Incentive Pay?

Individual or Group-Based Incentives?

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 ProtectionAct of 2010

Executive Incentives

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Short-Term Versus Long-Term

The Goal of Executive Compensation

Does Incentive Pay Actually Improve Performance?

Comprehensive Pay and Incentive Programs Aren’t Just for HighlySkilled Employees

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 IncentiveSkill Builder 12-3 Giving Praise

13 Employee Benefits

The Strategic Value of Benefits Programs

Why Are Benefits Continuing to Grow as a Portion of OverallCompensation?

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

Benefits for “Domestic Partners”

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Personalization of Health CareChapter Summary

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

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 BalanceEmployee Assistance Programs (EAPs) and Employee WellnessPrograms (EWPs)

Ergonomics and Musculoskeletal Disorders (MSDs)Safety and Health Management and TrainingStress

Functional and Dysfunctional StressCauses of Job Stress

Stress ManagementThe Stress Tug-of-WarWorkplace Security

Cyber SecurityWorkplace ViolenceSocial Media for Workplace Safety and SecurityEmployee Selection and Screening

General Security Policies, Including Business Continuity andRecovery

OSHA Limits Postaccident Drug TestingeDocAmerica: Health and Wellness OnlineChapter Summary

Key Terms

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Key Terms Review

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

Ethical Organizations

Ethics in Business

Ethics Defined

Contributing Factors to Unethical Behavior

Justification of Unethical Behavior

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

Skill Builder 15-1 Ethics and Whistle-Blowing

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Skill Builder 15-2 Code of Ethics and Corporate Social Responsibility

16 Global Issues for Human Resource Managers

Globalization of Business and HRM

Reasons for Business GlobalizationEthnocentrism Is Out and “Made in America” Is BlurredStages of Corporate Globalization

Is HRM Different in Global Firms?

Legal, Ethical, and Cultural Issues

International Laws

US LawInternational EthicsNational CultureGlobal Staffing

Skills and Traits for Global ManagersStaffing Choice: Home-, Host-, or Third-Country EmployeesOutsourcing as an Alternative to International ExpansionDeveloping and Managing Global Human Resources

Recruiting and SelectionExpatriate Training and PreparationRepatriation After Foreign AssignmentsCompensating Your Global Workforce

PayIncentives in Global FirmsBenefit Programs Around the WorldTrends and Issues in HRM

Globalization of Business Continues as a Trend!

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 CourseAppendix: SHRM 2016 Curriculum Guidebook

Glossary

Notes

Name Index

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Company Index

Subject Index

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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 soshould how it is taught Increasing numbers of students want more than lectures to gain anunderstanding of the concepts of HRM They want their courses to be relevant and toshow them how to apply what they learn, and they want to develop skills they can use intheir everyday life and at work It’s not enough to learn about HRM; they want to learnhow to be HR managers This is why we wrote the book After reviewing and using avariety of HRM books for more than a decade, we didn’t find any that (1) could be easilyread 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 HRmanagers As the subtitle states, this book not only presents the important HRM conceptsand functions but also takes students to the next level by actually teaching them to applythe concepts through critical thinking and to develop HRM skills they can use in theirpersonal and professional lives

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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 HRMmajor, as well as required and elective courses found in business schools This textbook isalso appropriate for HRM courses taught in other disciplines such as education and

psychology, particularly industrial psychology and organizational psychology The level ofthe text assumes no prior background in business or HRM This book is an excellent choicefor online and hybrid courses in HRM (and earlier editions have been used in online HRMcourses for nearly a decade)

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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—tohelp 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 morelikely to be acquired from learning by doing, than from learning by reading, listening, orthinking We designed this book to give students the opportunity to “learn by doing” withthe 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 thinking skills

critical-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

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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 ofteaching do not always meet their needs They are used to, and in fact demand, instantopportunities to learn and interact with material that they are interested in Our text isflexible enough to accompany lecture-based teaching, and it also offers a wide range ofengaging activities that accommodate a variety of contemporary learning styles Many ofthe specific learning preferences of today’s students have been addressed in the book’soverall approach, organization, and distinctive features:

Active Learning

A desire for active learning is addressed with a large variety of activities and building tools

skill-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 assessment are found in the Work Application prompts and self-assessment tools.Organization tools such as checklists, summaries, and “how to” instructions areintegrated throughout, for example, the marginal references to SHRM curriculumguidelines

self-Accessible Content

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

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A Three-Pronged Approach

We have created a comprehensive textbook intended to develop the full range of HRMcompetencies As the title of this book implies, we provide a balanced, three-prongedapproach 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 SHRMwith 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, KeyTerms, 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

Organizational examples of HRM concepts and functions appear throughout the book.Work Applications incorporate open-ended questions that require students to explain howthe HRM concepts apply to their own work experience Student experience can be present,past, summer, full-time, part-time employment, or volunteer work

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Applying the Concept features ask the student to determine the most appropriate HRMconcept to be used in a specific short example.

Cases: at the end of each chapter are two cases illustrating how specific organizations usethe HRM functions Critical-thinking questions challenge the students to identify andapply the chapter concepts that are illustrated in each case Several longer and more

comprehensive cases are also available to the instructor on the website, either for testingmaterial or to allow students to apply what they have learned over a significant part of thecourse

Communication Skills at the end of each chapter include questions for class discussion,presentations, and/or written assignments to develop critical-thinking communicationskills; they are based on HR Content Areas

Behavior Modeling showing step-by-step actions to follow when implementing HRMfunctions, such as how to conduct a job interview, performance appraisals, and coachingand disciplining, are presented throughout the text

Skill Development Exercises teach skills that can be used in students’ personal and

professional lives Many of the competitor exercises tend to be discussion-oriented exercisesthat don’t actually develop a skill that can be used immediately on the job

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New To The Third Edition

General Updates

The chapters have been completely updated with nearly 80% new references in thisedition to strengthen the text

All chapters in this third edition have been updated according to the SHRM 2016

Curriculum Guidebook As in the second edition, all required undergraduate

guidelines are included in the text as well as many secondary and graduate guidelines.There is one new end-of-chapter case in each of the 16 chapters The retained caseshave been updated

There are changes to all of the Applying the Concept box questions and answers inthis edition

Several examples using today’s best companies are introduced in this new edition ofthe text

Premium Ethical Dilemma videos located in the interactive eBook challenge students

to practice their managerial reasoning and HR decision-making skills

Chapter 1

There are two new Applying the Concept boxes, each with five questions, making atotal of 4 Application boxes with 30 examples to apply the text concepts

There are two new Work Application Questions, for a total of 11

New cases studies

Chapter 2

Data analytics has been added as a new key term, and outsourcing and sustainability

have been removed

A new section on data analytics for HRM and desired outcomes has been added.The section on HRIS has been moved to earlier in the chapter

Two new trends and issues in HRM have been added on managing data for HRMdecision-making and increased strategic use of social media for HRM planning

A second case has been added on strategy-driven HR management at Netflix

Chapter 3

Information on the ADA and the ADAAA Amendment has been included

The discussion on the EEOC has been expanded

Updated information on recent Affirmative Action rulings in federal courts has been

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The mnemonic tool to help remember resource inputs has been updated to include

machines, added to material, manpower, and money.

There are now examples of job analysis questionnaires included in this chapter aswell

There is also more information about job specifications, as well as independentcontractors

The discussion on labor surplus as it pertains to early retirement has been expanded.Three new trends in HRM have been added, on O*Net as a job analysis tool,

competency models in job analysis, and sustainability

A second case has been added on company culture at Honeywell

Chapter 5

Updated information on external forces acting on recruiting efforts, including theAffordable Care Act, has been added

There is a new section on social media recruiting

New issues in HRM have been added on talent wars and on-demand workforces

A second case has been added on recruiting and LinkedIn

Chapter 6

Fitness for duty test has been added as a new key term.

There is now information about state laws as they pertain to job applications andpreliminary screenings in this chapter

A new section on social media’s role in job selection and Web searches has beenadded as well

Exhibit 6-2 features an updated list of pre-employment inquiries

There is now more information on medical marijuana as it pertains to employee drugtesting

A new discussion on fitness-for-duty testing as an alternative to drug testing has beenadded

There is a new section on behavior-based interview questions

A new trend in HRM has been added on perceived cultural fit and selection

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A second case has been added on selecting new employees.

Chapter 7

A greater emphasis on the need for job training and development has been

incorporated into this chapter

Training design and delivery have been combined into a single section

There is a new section on measuring training success

New trends and issues in HRM have been added on the gamification of training anddevelopment, and social media for learning

A second case on Google and their Made with Code project has been added

Chapter 8

The chapter introduction has been revised

Information on the American National Standards Institute has been added

The section discussing the value of peer reviews has been expanded

There are new sections on frame-of-reference training and continuous appraisals.New information on Electronic Performance Monitoring (EPM) has been added aswell

A new case on performance appraisal at Amazon has been added

A new issue in HRM has been added on Google Glass and other privacy issues

A second case on off-duty misconduct has been added to this chapter as well

Chapter 10

New research on job satisfaction has been incorporated into this chapter

There is new data on union membership and new information on union bargaining

A new trend in HRM has been added on non-union worker protection and theNLRB

A second case on constructive discharge and the reinstatement of strikers has beenadded to this chapter as well

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Chapter 11

New research about compensation as it pertains to job satisfaction has been included

in this chapter

New information on pay secrecy has been incorporated as well

There is a new discussion about Seattle’s minimum wage hike

Exhibit 11-3 has been updated with a new list of FLSA exemptions

Exhibit 11-4 has been updated with new duties tests for general employee

exemptions

A new trend in HRM on independent contractors has been added as well

A second case on compensation management at CVS has been added

Chapter 12

The section on recognition has been updated in this chapter

There is also new information on motivational incentives

A new issue for HRM has been added on the ethics of executive compensation

A second case on incentive pay at Barclays has been added as well

New trends and issues for HRM have been added on new information about

domestic partnership and benefits, and a new section on the personalization of healthcare

A second case on employee benefits at SAS has been added as well

Chapter 14

New information about OSHA, including employer and employee rights and

responsibilities under the act, has been added

The Department of Labor posting requirements have been updated

There is a new section on social media for workplace safety and security

New trends and issues in HRM have been added on employee wellness and bullying

in the workplace

The key term Material Safety Data Sheets is now Safety Data Sheets.

A second case on workplace safety at Nike has been added to this chapter

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