TEST BANK for Human Resource Management 16th Edition by Gary Dessler | All 18 Chapters

TEST BANK for Human Resource Management 16th Edition by Gary Dessler. (All 18 Chapters). ISBN-13: 9780135226803 Full chapters included Part One Introduction 1 Introduction to Human Resource Management Learning ...

TEST BANK for Human Resource Management 16th Edition by Gary Dessler. (All 18 Chapters). ISBN-13: 9780135226803 Full chapters included Part One Introduction 1 Introduction to Human Resource Management Learning Objectives Where are we Now … What Is Human Resource Management? Why Is Human Resource Management Important to All Managers? Avoid Personnel Mistakes Improving Profits and Performance You May Spend Some Time as an HR Manager HR for Small Businesses Line and Staff Aspects of Human Resource Management Line Managers’ Human Resource Management Responsibilities The Human Resource Department New Approaches to Organizing HR The Trends Shaping Human Resource Management Workforce Demographics and Diversity Trends Trends in Jobs People Do On-Demand Workers Human Capital Globalization Trends Economic Trends Labor Force Trends The Unbalanced Labor Force Technology Trends Important Components of Today’s New Human Resource Management A Brief History of Personnel/Human Resource Management Distributed HR and the New Human Resource Management Digital and Social Media Tools and the New Human Resource Management A Quick Overview Strategic Human Resource Management Performance and Human Resource Management HR and Performance Measurement HR and Evidence-Based Management HR and Adding Value Sustainability and Human Resource Management Employee Engagement and Human Resource Management Ethics and Human Resource Management The New Human Resource Manager HR Manager Certification HR and the Manager’s Human Resource Philosophy The Plan of This Book The Basic Themes and Features Practical Tools for Every Manager Chapter Contents Overview Part 1: Introduction Part 2: Recruitment, Placement, and Talent Management Part 3: Training and Development Part 4: Compensation Part 5: Enrichment Topics in Human Resource Management The Topics Are Interrelated Chapter Review Chapter Section Summaries Discussion Questions Individual and Group Activities Experiential Exercise HR and “The Profit” Purpose: Required Understanding: How to Set Up the Exercise/Instructions: Application Case Jack Nelson’s Problem115 Questions Continuing Case Carter Cleaning Company Introduction Carter Cleaning Centers Questions MyLab Management Try It! Key Terms Endnotes 2 Equal Opportunity and the Law Learning Objectives Where are we Now . . . Equal Opportunity Laws Enacted from 1964 to 1991 Title VII of the 1964 Civil Rights Act Executive Orders Equal Pay Act of 1963 Age Discrimination in Employment Act of 1967 Vocational Rehabilitation Act of 1973 Pregnancy Discrimination Act of 1978 Federal Agency Guidelines Early Court Decisions Regarding Equal Employment Opportunity GRIGGS V. DUKE POWER COMPANY Albemarle Paper Company V. Moody The Laws Enacted from 1991 to the Present The Civil Rights Act of 1991 Burden of Proof Money Damages Mixed Motives The Americans with Disabilities Act Qualified Individual Reasonable Accommodation The Ada Amendments Act of 2008 (ADAAA) Uniformed Services Employment and Reemployment Rights Act Genetic Information Nondiscrimination Act of 2008 (GINA) State and Local Equal Employment Opportunity Laws Religious Discrimination58 Trends in Discrimination Law Sexual Harassment What is Sexual Harassment? Proving Sexual Harassment When is the Environment “Hostile”? Supreme Court Decisions Why the Law isn’t Enough What the Employee Can Do Defenses Against Discrimination Allegations The Central Role of Adverse Impact Disparate Rejection Rates The Standard Deviation Rule Restricted Policy Population Comparisons Mcdonnell Douglas Test Adverse Impact Example Bona Fide Occupational Qualification Age as a BFOQ Religion as a BFOQ Gender as a BFOQ National Origin as a BFOQ Business Necessity Recruitment Selection Standards Sample Discriminatory Promotion, Transfer, and Layoff Practices The EEOC Enforcement Process Voluntary Mediation Mandatory Arbitration of Discrimination Claims Diversity Management Potential Threats to Diversity Managing Diversity Top-Down Diversity Management Programs Diversity Through Engagement Implementing the Affirmative Action Program Employee Resistance Program Evaluation Reverse Discrimination Chapter Review Chapter Section Summaries Discussion Questions Individual and Group Activities Experiential Exercise “Space Cadet” or Victim?175 Purpose: Required Understanding: How to Set Up the Exercise/Instructions: Application Case Seeking Gender Equity at Starbucks Questions Continuing Case Carter Cleaning Company A Question of Discrimination Questions Key Terms Endnotes 3 Human Resource Management Strategy and Performance Learning Objectives Where are we Now . . . The Strategic Management Process The Management Planning Process What Is Strategic Planning? The Strategic Management Process Types of Strategies Corporate Strategy Competitive Strategy Functional Strategy Managers’ Roles in Strategic Planning Strategic Human Resource Management What Is Strategic Human Resource Management? Sustainability and Strategic Human Resource Management Strategic Human Resource Management Tools Strategy Map The HR Scorecard Digital Dashboards HR Metrics, Benchmarking, and Data Analytics Benchmarking Strategy-Based Metrics What Are HR Audits? Talent Analytics High-Performance Work Systems Employee Engagement Guide for Managers: Employee Engagement and Performance The Employee Engagement Problem What Can Managers Do to Improve Employee Engagement? How to Measure Employee Engagement How Kia Motors (UK) Improved Performance with an HR Strategy Aimed at Boosting Employee Engagement The Challenges The New Human Resource Management Strategy How to Execute an Employee Engagement Strategy The Results Chapter Review Chapter Section Summaries Discussion Questions Individual and Group Activities Experiential Exercise Developing an HR Strategy for Starbucks Purpose: Required Understanding: How to Set Up the Exercise/Instructions: Application Case Tesla’s Strategy Questions Continuing Case Carter Cleaning Company The High-Performance Work System Questions Translating Strategy into HR Policies and Practices Case*,§ Improving Performance at the Hotel Paris The Hotel Paris International The Strategy The Strategically Required Organizational Outcomes The Strategically Relevant Workforce Competencies and Behaviors The Strategically Relevant HR Policies and Activities The Strategy Map How We Will Use the Hotel Paris Case Questions Key Terms Endnotes Part Two Recruitment, Placement, and Talent Management 4 Job Analysis and the Talent Management Process Learning Objectives Where are we Now . . . Talent Management Process Talent Management Software The Basics of Job Analysis What Is Job Analysis? Uses of Job Analysis Information Recruitment and Selection EEO Compliance Performance Appraisal Compensation Training Conducting a Job Analysis Step 1: Step 2: Workflow Analysis Boosting Productivity Through Work Redesign10 Business Process Reengineering Job Redesign Step 3: Step 4: Step 5: Step 6: Methods for Collecting Job Analysis Information The Interview Typical Questions Structured Interviews Pros and Cons Interviewing Guidelines Questionnaires Observation Participant Diary/Logs Quantitative Job Analysis Techniques Position Analysis Questionnaire Department of Labor (DOL) Procedure Online Job Analysis Methods23 Writing Job Descriptions Job Identification What’s in a Name (or in a Job Title)? Job Summary Relationships Responsibilities and Duties Standards of Performance and Working Conditions Writing Job Specifications Specifications for Trained versus Untrained Personnel Specifications Based on Judgment Job Specifications Based on Statistical Analysis The Job-Requirements Matrix Employee Engagement Guide for Managers Using Competencies Models How to Write Competencies Statements BP Example Chapter Review Chapter Section Summaries Discussion Questions Individual and Group Activities Experiential Exercise The Instructor’s Job Description Purpose: Required Understanding: How to Set Up the Exercise/Instructions: Application Case The Flood Questions Continuing Case Carter Cleaning Company The Job Description Questions Translating Strategy into HR Policies and Practices Case*,§ Improving Performance at the Hotel Paris The New Job Descriptions Questions Key Terms Endnotes 5 Personnel Planning and Recruiting Learning Objectives Where are we Now . . . Introduction Workforce Planning and Forecasting Strategy and Workforce Planning Forecasting Personnel Needs (Labor Demand) Trend Analysis Ratio Analysis The Scatter Plot Managerial Judgment Forecasting the Supply of Inside Candidates Markov Analysis Forecasting the Supply of Outside Candidates Predictive Workforce Monitoring Matching Projected Labor Supply and Demand with a Plan Succession Planning Example Why Effective Recruiting Is Important Improving Recruitment Effectiveness: Recruiters, Sources, and Branding The Recruiting Yield Pyramid The Supervisor’s Role Internal Sources of Candidates Finding Internal Candidates Employee Engagement Guide for Managers Promotion from Within Outside Sources of Candidates Informal Recruiting and the Hidden Job Market Recruiting via the Internet55 Online Recruitment around the Globe Pros and Cons Using Recruitment Software and Artificial Intelligence Artificial Intelligence Systems Improving Online Ads LinkedIn and Beyond Advertising The Media Constructing (Writing) the AD Employment Agencies Public and Nonprofit Agencies Private Agencies Recruitment Process Outsourcers On-Demand Recruiting Services Poaching Offshoring and Outsourcing Jobs Executive Recruiters Working with Recruiters Internal Recruiting Referrals and Walk-Ins Walk-Ins College Recruiting Internships Military Personnel Recruiting a More Diverse Workforce Recruiting Women Recruiting Single Parents Older Workers Recruiting Minorities The Disabled Developing and Using Application Forms Purpose of Application Forms Application Guidelines Using Application Forms to Predict Job Performance Mandatory Arbitration Building Your Management Skills: The Human Side of Recruiting Chapter Review Chapter Section Summaries Discussion Questions Individual and Group Activities Experiential Exercise The Nursing Shortage Purpose: Required Understanding: How to Set Up the Exercise/Instructions: Application Case Techtonic Group Questions Continuing Case Carter Cleaning Company Getting Better Applicants Questions Translating Strategy into HR Policies and Practices Case*,§ Improving Performance at the Hotel Paris The New Recruitment Process Questions Key Terms Endnotes 6 Employee Testing and Selection Learning Objectives Where are we Now . . . Why Employee Selection Is Important The Basics of Testing and Selecting Employees Reliability Validity Evidence-Based HR: How to Validate a Test STEP 1: Analyze the Job STEP 2: Choose the Tests STEP 3: Administer the Test STEP 4: Relate Your Test Scores and Criteria STEP 5: Cross-Validate and Revalidate Bias Utility Analysis Validity Generalization Test Takers’ Individual Rights and Test Security How Do Employers Use Tests at Work? Types of Tests Tests of Cognitive Abilities Intelligence Tests Specific Cognitive Abilities Tests of Motor and Physical Abilities Measuring Personality and Interests Interest Inventories Achievement Tests Work Samples and Simulations Using Work Sampling for Employee Selection Situational Judgment Tests Situation: Management Assessment Centers Situational Testing and Video-Based Situational Testing The Miniature Job Training and Evaluation Approach Realistic Job Previews Choosing a Selection Method Background Investigations and Other Selection Methods Why Perform Background Investigations and Reference Checks? Using Preemployment Information Services Steps for Making the Background Check More Valuable The Polygraph and Honesty Testing Written Honesty Tests “Human Lie Detectors” Testing for Honesty: Practical Guidelines Physical Exams Substance Abuse Screening Drug Testing Legal Issues Complying with Immigration Law Chapter Review Chapter Section Summaries Discussion Questions Individual and Group Activities Experiential Exercise A Test for a Reservation Clerk Purpose: Required Understanding: How to Set Up the Exercise/Instructions: Application Case The Insider Questions Continuing Case Carter Cleaning Company Honesty Testing Questions Translating Strategy into HR Policies and Practices Case*,§ Improving Performance at the Hotel Paris The New Employee Testing Program Questions Key Terms Endnotes 7 Interviewing Candidates Learning Objectives Where are we Now . . . Basic Types of Interviews Structured versus Unstructured Interviews Interview Content (What Types of Questions to Ask) Other Types of Questions How Should We Conduct the Interview? Phone Interviews Computer-Based Job Interviews Online Video Interviews Avoiding Errors That Can Undermine an Interview’s Usefulness First Impressions (Snap Judgments) Not Clarifying What the Job Requires Candidate-Order (Contrast) Error and Pressure to Hire Nonverbal Behavior and Impression Management Impression Management Effect of Personal Characteristics: Attractiveness, Gender, Race Interviewer Behavior How to Design and Conduct an Effective Interview Designing a Structured Situational Interview Competency Profiles and Employee Interviews Employee Engagement Guide for Managers Building Engagement: A Total Selection Program The Toyota Way Developing and Extending the Job Offer Chapter Review Chapter Section Summaries Discussion Questions Individual and Group Activities Experiential Exercise The Most Important Person You’ll Ever Hire Purpose: Required Understanding: How to Set Up the Exercise/Instructions: Application Case The Out-of-Control Interview Questions Continuing Case Carter Cleaning Company The Better Interview Questions Translating Strategy into HR Policies and Practices Case*,§ Improving Performance at the Hotel Paris The New Interviewing Program Questions Key Terms Endnotes Appendix 1 for Chapter 7 Structured Interview Guide Appendix 2 for Chapter 7 Interview Guide for Interviewees Getting an Extra Edge Tackling the “Standard” Questions Should You Be Forthright? Part Three Training and Development 8 Training and Developing Employees Learning Objectives Where are we Now . . . Orienting and Onboarding New Employees The Purposes of Employee Orientation/Onboarding The Orientation Process The Employee Handbook Orientation Technology Employee Engagement Guide for Managers: Onboarding at Toyota Overview of the Training Process Aligning Strategy and Training The ADDIE Five-Step Training Process Analyzing the Training Needs Strategic Training Needs Analysis Current Emlployees’ Training Needs Analysis New Employees: Task Analysis for Analyzing Training Needs Current Employees: Performance Analysis of Training Needs Can’t Do/Won’t Do Competency Profiles and Models in Training and Development Designing the Training Program Setting Learning Objectives40 Creating a Motivational Learning Environment Make the Learning Meaningful Make Skills Transfer Obvious and Easy Reinforce the Learning Ensure Transfer of Learning to the Job Developing the Program HR in Action at the Hotel Paris Implementing the Training Program On-the-Job Training Types of on-the-Job Training Apprenticeship Training Informal Learning Job Instruction Training Lectures Programmed Learning Behavior Modeling Audiovisual-Based Training Vestibule Training Electronic Performance Support Systems (EPSS) Videoconferencing Computer-Based Training Simulated Learning and Gaming Online/Internet-Based Training Learning Portals The Virtual Classroom Mobile and Micro Learning Lifelong and Literacy Training Techniques Literacy Training Diversity Training Team Training Implementing Management Development Programs Strategy’s Role in Management Development Candidate Assessment and the 9-Box Grid Managerial On-the-Job Training and Rotation Coaching/Understudy Approach Action Learning Stretch Assignments Off-the-Job Management Training and Development Techniques Outside Seminars University-Related Programs Role-Playing Corporate Universities Executive Coaches The Shrm Learning System Leadership Development at Cigna Characteristics of Effective Leadership Development Programs Managing Organizational Change Programs Lewin’s Change Process Using Organizational Development Evaluating the Training Effort Designing the Study Training Effects to Measure Chapter Review Chapter Section Summaries Discussion Questions Individual and Group Activities Experiential Exercise Flying the Friendlier Skies Purpose: Required Understanding: How to Set Up the Exercise/Instructions: Application Case Reinventing the Wheel at Apex Door Company Questions Continuing Case Carter Cleaning Company The New Training Program Questions Translating Strategy into into HR Policies and Practices Case*,§ Improving Performance at the Hotel Paris The New Training Program Questions Key Terms Endnotes 9 Performance Management and Appraisal Learning Objectives Where are we Now … Basics of Performance Appraisal The Performance Appraisal Process Why Appraise Performance? Defining the Employee’s Goals and Performance Standards Who Should Do the Appraising? Peer Appraisals Crowd Appraisals Virtual Games Rating Committees Self-Ratings Appraisal by Subordinates 360-Degree Feedback Traditional Tools for Appraising Performance Graphic Rating Scale Method Alternation Ranking Method Paired Comparison Method Forced Distribution Method Critical Incident Method Narrative Forms Behaviorally Anchored Rating Scales Management by Objectives Appraisal in Practice: Using Forms, Installed Software, or Cloud-Based Systems Electronic Performance Monitoring Conversation Days Using Multiple Methods Dealing with Rater Error Appraisal Problems Potential Rating Problems Unclear Standards Halo Effect Central Tendency Leniency or Strictness Recency Effects The Need for Fairness Managing the Appraisal Interview How to Conduct the Appraisal Interview Make it a Dialogue How to Handle a Defensive Subordinate How to Criticize a Subordinate Get Agreement on a Plan How to Handle a Written Warning Employee Engagement Guide for Managers Use the Appraisal Interview to Build Engagement Performance Management Total Quality Management and Performance Appraisal What Is Performance Management? Performance Management in Action The Manager’s Role in Performance Management Chapter Review Chapter Section Summaries Discussion Questions Individual and Group Activities Experiential Exercise Grading the Professor Purpose: Required Understanding: How to Set Up the Exercise/Instructions: Application Case Appraising the Secretaries at Sweetwater U Questions Continuing Case Carter Cleaning Company The Performance Appraisal Questions Translating Strategy into HR Policies and Practices Case*,§ Improving Performance at the Hotel Paris The New Performance Management System Questions Key Terms Endnotes 10 Managing Careers and Retention Learning Objectives Where are We Now… Career Management Careers Today The Psychological Contract The Employee’s Role in Career Management Exercise 1 Exercise 2 The Employer’s Role in Career Management Employer Career Management Methods The Manager as Mentor and Coach Employee Engagement Guide for Managers Career Management Commitment-Oriented Career Development Efforts Managing Employee Turnover and Retention Managing Voluntary Turnover A Comprehensive Approach to Retaining Employees Raise Pay Hire Smart Discuss Careers Provide Direction Offer Flexibility Use High-Performance HR Practices Counteroffer? Job Withdrawal Employee Life-Cycle Career Management Making Promotion Decisions Decision 1: Is Seniority or Competence the Rule? Decision 2: How Should We Measure Competence? Decision 3: Is the Process Formal or Informal? Decision 4: Vertical, Horizontal, or Other? Managing Transfers Managing Retirements Retirement Program Steps Managing Dismissals Grounds for Dismissal Fairness Safeguards Avoiding Wrongful Discharge Suits Supervisor Liability Security Measures The Termination Interview and Exit Process Outplacement Counseling Exit Interview The Exit Process For the Employee Layoffs and the Plant Closing Law Layoff’s Effects Adjusting to Downsizings and Mergers Chapter Review Chapter Section Summaries Discussion Questions Individual and Group Activities Experiential Exercise Where Am I Going . . . and Why? Purpose: Required Understanding: How to Set Up the Exercise/Instructions: Application Case Uber Technologies Inc. Questions Continuing Case Carter Cleaning Company The Career Planning Program Questions Translating Strategy into HR Policies and Practices Case*,§ Improving Performance at the Hotel Paris The New Career Management System Questions Key Terms Endnotes Appendix for Chapter 10 Managing Your Career and Finding a Job Making Career Choices Identify Your Occupational Orientation Identify Your Skills Aptitudes and Special Talents O*net Identify Your Career Anchors Technical/Functional Competence Managerial Competence Creativity Autonomy and Independence Security Assessing Career Anchors What Do You Want to Do? Identify High-Potential Occupations Finding the Right Job Job Search Techniques Personal Contacts Social Media Online Job Boards and Employer Websites Answering Advertisements Employment Agencies Executive Recruiters Career Counselors Executive Search Consultants Writing Your Résumé Online Bios Handling the Interview Prepare First Impressions Uncover the Interviewer’s Needs Relate Yourself to the Person’s Needs Make a Good Appearance and Show Enthusiasm Nonverbal Behavior and Impression Management Part Four Compensation 11 Establishing Strategic Pay Plans Learning Objectives Where are we Now . . . Basic Factors in Determining Pay Rates Aligning Total Rewards with Strategy Equity and Its Impact on Pay Rates Legal Considerations in Compensation The 1938 Fair Labor Standards Act Exempt/Nonexempt Inequity and the Minimum Wage39 1963 Equal Pay Act 1974 Employee Retirement Income Security Act Other Legislation Affecting Compensation Union Influences on Compensation Decisions Pay Policies Geography Job Evaluation Methods Compensable Factors Preparing for the Job Evaluation Job Evaluation Methods: Ranking Job Evaluation Methods: Job Classification Job Evaluation Methods: Point Method “Packaged” Point Plans Computerized Job Evaluations How to Create a Market-Competitive Pay Plan 1. Choose Benchmark Jobs 2. Select Compensable Factors 3. Assign Weights to Compensable Factors 4. Convert Percentages to Points for Each Factor 5. Define Each Factor’s Degrees 6. Determine for Each Factor Its Factor Degrees’ Points 7. Review Job Descriptions and Job Specifications 8. Evaluate the Jobs Wage Curves 9. Draw the Current (Internal) Wage Curve 10. Conduct a Market Analysis: Salary Surveys Using the Internet to do Compensation Surveys 11. Draw the Market (External) Wage Curve 12. Compare and Adjust Current and Market Wage Rates for Jobs 13. Develop Pay Grades Determining the Number of Pay Grades 14. Establish Rate Ranges Developing Rate Ranges 15. Address Remaining Jobs 16. Correct Out-of-Line Rates Pricing Managerial and Professional Jobs What Determines Executive Pay? Compensating Executives Compensating Professional Employees Contemporary Topics in Compensation Competency-Based Pay Broadbanding Comparable Worth Board Oversight of Executive Pay Employee Engagement Guide for Managers Total Rewards Programs Total Rewards and Employee Engagement Chapter Review Chapter Section Summaries Discussion Questions Individual and Group Activities Experiential Exercise Ranking the College’s Administrators Purpose: Required Understanding: How to Set Up the Exercise/Instructions: Application Case Salary Inequities at AstraZeneca Questions Continuing Case Carter Cleaning Company The New Pay Plan Questions Translating Strategy into HR Policies and Practices Case*,§ Improving Performance at the Hotel Paris The New Compensation Plan Questions Key Terms Endnotes 12 Pay for Performance and Financial Incentives Learning Objectives Where are we Now . . . Money’s Role in Motivation Incentive Pay Terminology Linking Strategy, Performance, and Incentive Pay Motivation and Incentives Motivators and Frederick Herzberg Demotivators and Edward Deci Expectancy Theory and Victor Vroom Behavior Modification/Reinforcement and B. F. Skinner Individual Employee Incentive and Recognition Programs Piecework Advantages and Disadvantages Merit Pay as an Incentive Merit Pay Options Incentives for Professional Employees Nonfinancial and Recognition-Based Awards Job Design Incentives for Salespeople Salary Plan Commission Plan Combination Plan Maximizing Sales Results Enterprise Incentive Management Sales Incentives in Action Incentives for Managers and Executives Strategy and the Executive’s Long-Term and Total Rewards Package Sarbanes–Oxley Short-Term Incentives and the Annual Bonus Eligibility Fund Size The Individual Awards Stock Options Other Stock Plans Potential Problems Ethics and Incentives Some Other Executive Incentives Team and Organization-Wide Incentive Plans How to Design Team Incentives Evidence-Based HR: Inequities That Undercut Team Incentives Profit-Sharing Plans Scanlon Plans Other Gainsharing Plans At-Risk Pay Plans Employee Stock Ownership Plans Broad-Based Stock Options Incentive Plans in Practice: Nucor Employee Engagement Guide for Managers Incentives and Engagement Chapter Review Chapter Section Summaries Discussion Questions Individual and Group Activities Experiential Exercise Motivating the Employees at Pearson Urgent Care Purpose: Required Understanding: How to Set Up the Exercise/Instructions: Application Case The HubSpot.com Sales Incentive Plan Questions Continuing Case Carter Cleaning Company The Incentive Plan Questions Translating Strategy into HR Policies and Practices Case*,§ Improving Performance at the Hotel Paris The New Incentive Plan Questions Key Terms Endnotes 13 Benefits and Services Learning Objectives Where are we Now . . . Introduction: The Benefits Picture Today Policy Issues Pay for Time Not Worked Unemployment Insurance Vacations and Holidays Sick Leave Cost-Reduction Tactics FMLA Guidelines Severance Pay Guidelines Supplemental Unemployment Benefits Insurance Benefits Workers’ Compensation How Benefits are Determined Controlling Workers’ Compensation Costs Hospitalization, Health, and Disability Insurance Coverage HMOs PPOs Mental Health Benefits The Evolving Law COBRA Other Laws Trends in Employer Health-Care Cost Control Other Cost-Control Tools Wellness Programs Long-Term Care Life Insurance Benefits for Part-Time and Contingent Workers Retirement Benefits Social Security Pension Plans 401(K) Plans Other Plans Cash Balance Pension Plans Membership Requirements Vesting Pensions and Early Retirement Personal Services and Family-Friendly Benefits Personal Services Family-Friendly Benefits Subsidized Child Care Sick Child Benefits Elder Care Educational Subsidies Other Personal Services Benefits Executive Perquisites Flexible Benefits Programs The Cafeteria Approach Flexible Work Schedules Compressed Workweeks Other Flexible Work Arrangements Employee Engagement Guide for Managers Costco’s Compensation Plan Chapter Review Chapter Section Summaries Discussion Questions Individual and Group Activities Experiential Exercise Revising the Benefits Package Purpose: Required Understanding: How to Set Up the Exercise/Instructions: Application Case Striking for Benefits193 Questions Continuing Case Carter Cleaning Company The New Benefit Plan Questions Translating Strategy into HR Policies and Practices Case*,§ Improving Performance at the Hotel Paris The New Benefits Plan Questions Key Terms Endnotes Part Five Enrichment Topics in Human Resource Management 14 Building Positive Employee Relations Learning Objectives Where are we Now . . . What Is Employee Relations? Employee Relations Programs for Building and Maintaining Positive Employee Relations Ensuring Fair Treatment Research Insight Bullying and Victimization Improving Employee Relations through Communications Programs Using Organizational Climate Surveys Develop Employee Recognition/Relations Programs Use Employee Involvement Programs Using Employee Involvement Teams Using Suggestion Systems The Ethical Organization Ethics and Employee Rights What Shapes Ethical Behavior at Work? The Person (What Makes Bad Apples?) Which Ethical Situations Make for Ethically Dangerous Situations (Bad Cases)? What are the “Bad Barrels”?—The Outside Factors that Mold Ethical Choices How Any Manager Can Create an Ethical Environment Reduce Job-Related Pressures Make it Clear What’S Okay and Not Okay65 Model the Desired Behavior (“Walk the Talk”) Reinforce the Desired Behavior, Not the Undesirable Behavior69 Take it Seriously How Human Resource Managers Can Create More Ethical Environments Institute Ethics Policies and Codes Enforce the Rules Encourage Whistleblowers Foster an Ethical Culture77 Hire Right Use Ethics Training Use Rewards and Discipline Institute Employee Privacy Policies Managing Employee Discipline The Three Pillars of Fair Discipline Rules and Regulations Progressive Penalties Appeals Process How to Discipline an Employee Discipline without Punishment Employee Engagement Guide for Managers How Companies Become “Best Companies to Work For” The “Best Companies to Work For” SAS: Great Benefits, Trust, and Work–Life Balance Google: Happiness and People Analytics FedEx: Guaranteed Fair Treatment Survey Feedback Action (SFA) The Fedex Guaranteed Fair Treatment Process A “Best Company” Human Resource Philosophy? Chapter Review Chapter Section Summaries Discussion Questions Individual and Group Activities Experiential Exercise Discipline or Not? Purpose: Required Understanding: How to Set Up the Exercise/Instructions: Botched Batch: Application Case Enron, Ethics, and Organizational Culture Questions Continuing Case Carter Cleaning Company Guaranteeing Fair Treatment Questions Translating Strategy into HR Policies and Practices Case*,§ Improving Performance at the Hotel Paris The Hotel Paris’s New Ethics, Justice, and Fair Treatment Process Questions Key Terms Ethics Quiz Answers Endnotes 15 Labor Relations and Collective Bargaining Learning Objectives Where are we Now . . . The Labor Movement Why Do Workers Organize? Employee Engagement and Unionization What Do Unions Want? Union Security Improved Wages, Hours, and Benefits The AFL–CIO and the SEIU Unions and the Law Period of Strong Encouragement: The Norris–LaGuardia (1932) and National Labor Relations (or Wagner) Acts (1935) Unfair Employer Labor Practices From 1935 to 1947 Period of Modified Encouragement Coupled with Regulation: The Taft–Hartley Act (1947) Unfair Union Labor Practices Rights of Employees Rights of Employers National Emergency Strikes Period of Detailed Regulation of Internal Union Affairs: The Landrum–Griffin Act (1959) The Union Drive and Election Step 1. Initial Contact Labor Relations Consultants Union Salting Step 2. Obtaining Authorization Cards Steps to Take Step 3. Hold a Hearing Step 4. The Campaign Step 5. The Election How to Lose an NLRB Election Evidence-Based HR: What to Expect the Union to Do to Win the Election The Supervisor’s Role Some Tips Decertification Elections: Ousting the Union The Collective Bargaining Process What Is Collective Bargaining? What Is Good Faith? The Negotiating Team Costing the Contract Bargaining Items Building Negotiating Skills Bargaining Guidelines Impasses, Mediation, and Strikes Third-Party Involvement Sources of Third-Party Assistance Strikes Other “Weapons” Unions Go Digital The Contract Agreement Dealing with Disputes and Grievances Sources of Grievances The Grievance Procedure Guidelines for Handling Grievances The Union Movement Today and Tomorrow What Are Unions Doing About It? Recent Trends in Labor Laws Cooperative Labor–Management Relations Chapter Review Chapter Section Summaries Discussion Questions Individual and Group Activities Experiential Exercise The Organizing Campaign at Sam’s Cupcake Shop Purpose: Required Understanding: Incident: How to Set Up the Exercise/Instructions: Application Case Organizing New Media Employees at Vice Media Questions Continuing Case Carter Cleaning Company The Grievance Questions Translating Strategy into HR Policies and Practices Case*,§ Improving Performance at the Hotel Paris The Hotel Paris’s New Labor Relations Practices Questions Key Terms Endnotes 16 Safety, Health, and Risk Management Learning Objectives Where are we Now . . . Introduction: Safety and the Manager Why Safety Is Important Top Management’s Role in Safety The Supervisor’s Role in Accident Prevention Manager’s Briefing on Occupational Safety Law OSHA Standards and Record Keeping What the Employer Must Report Inspections and Citations Inspection Priorities The Inspection Penalties Responsibilities and Rights of Employers and Employees Dealing with Employee Resistance Sitedocs Digital Workplace Safety What Causes Accidents? What Causes Unsafe Conditions? Safety Schedules and Climate What Causes Unsafe Acts? How to Prevent Accidents Reducing Unsafe Conditions Job Hazard Analysis Operational Safety Reviews Personal Protective Equipment Reducing Unsafe Acts Reducing Unsafe Acts through Screening Reducing Unsafe Acts through Training Reducing Unsafe Acts through Posters, Incentives, and Positive Reinforcement Reducing Unsafe Acts by Fostering a Culture of Safety Reducing Unsafe Acts by Creating a Supportive Environment Reducing Unsafe Acts by Establishing a Safety Policy Reducing Unsafe Acts by Setting Specific Loss Control Goals Reducing Unsafe Acts through Behavior-Based Safety and Safety Awareness Programs Reducing Unsafe Acts through Employee Participation Conducting Safety and Health Audits and Inspections Employee Engagement Guide for Managers Milliken & Company—World-Class Safety through Employee Engagement Involvement-Based Employee Engagement Workplace Health Hazards: Problems and Remedies Chemicals and Industrial Hygiene Asbestos Exposure at Work and Air Quality Alcoholism and Substance Abuse Substance Abuse Testing Dealing with Substance Abuse Stress, Burnout, and Depression Reducing Job Stress What The Employer Can Do Burnout Employee Depression Solving Computer-Related Ergonomic Problems Repetitive Motion Disorders Sitting Infectious Diseases Workplace Smoking Occupational Security and Risk Management Enterprise Risk Management Preventing and Dealing with Violence at Work Heighten Security Measures Improve Employee Screening Establish a Zero-Tolerance Policy Toward Workplace Violence Use Workplace Violence Training Guidelines for Firing a High-Risk Employee Violence Toward women at Work Securing the Facility Terrorism Cybersecurity Business Continuity and Emergency Plans Twitter Notifications Chapter Review Chapter Section Summaries Discussion Questions Individual and Group Activities Experiential Exercise How Safe Is My University? Purpose: Required Understanding: How to Set Up the Exercise/Instructions: Application Case The Dangerous Third Shift Questions Continuing Case Carter Cleaning Company The New Safety Program Questions Translating Strategy into HR Policies and Practices Case*,§ Improving Performance at the Hotel Paris The New Safety and Health Program Questions Key Terms Endnotes 17 Managing Global Human Resources Learning Objectives Where are we Now . . . The Manager’s Global Challenge What Is International Human Resource Management? Adapting Human Resource Activities to Intercountry Differences Cultural Factors The Hofstede Study Legal Factors Economic Systems HR Abroad Example: The European Union HR Abroad Example: China Recruiting Selection Compensation Labor Unions Staffing the Global Organization International Staffing: Home or Local? Internationalization Stage, Values, and Staffing Policy Expats Versus Locals Job Boards Abroad Other Solutions Offshoring Using Global Virtual Teams Selecting International Managers Realistic Previews Adaptability Screening Testing Legal Issues Avoiding Early Expatriate Returns Family Pressures Training and Maintaining Employees Abroad Orienting and Training Employees on International Assignment Ongoing Training Ethics and Codes of Conduct Performance Appraisal of International Managers Compensating Managers Abroad Expatriate Pay Example Incentives Steps in Establishing a Global Pay System Union Relations Abroad Safety Abroad Repatriation: Problems and Solutions Steps in Repatriation Employee Engagement Guide for Managers Engagement around the Globe Managing HR Locally: How to Put into Practice a Global HR System Developing a More Effective Global HR System Making the Global HR System More Acceptable Implementing the Global HR System Chapter Review Chapter Section Summaries Discussion Questions Individual and Group Activities Experiential Exercise A Taxing Problem for Expatriate Employees Purpose: Required Understanding: How to Set Up the Exercise/Instructions: Application Case “Boss, I Think We Have a Problem” Questions Continuing Case Carter Cleaning Company Going Abroad Questions Translating Strategy into HR Policies and Practices Case*,§ Improving Performance at the Hotel Paris Managing Global Human Resources Questions Key Terms Endnotes 18 Managing Human Resources in Small and Entrepreneurial Firms Learning Objectives Where are we Now . . . The Small Business Challenge How Small Business Human Resource Management Is Different Size Priorities Informality The Entrepreneur Implications Why HRM Is Important to Small Businesses Using Internet, Government, and Other Tools to Support the HR Effort Government Tools for Complying with Employment Laws DOL Online elaws Advisors EEOC Online Tools OSHA Online Tools for Small Businesses Online Employment Planning and Recruiting Tools Online Recruiting Small Business Employee Selection Tools Small Business Training Tools Employment Appraisal and Compensation Online Tools Employment Safety and Health Tools Leveraging Small Size with Familiarity, Flexibility, Fairness, and Informality Simple, Informal Employee Selection Procedures Flexibility in Training Encouraging Informal Training Flexibility in Benefits and Rewards Simple Retirement Benefits Fairness and the Family Business Using Professional Employer Organizations How Do PEOs Work? Why Use a PEO? Insurance and Benefits Caveats What Is the Alternative? Managing HR Systems, Procedures, and Paperwork Introduction Basic Components of Manual HR Systems Other Sources Automating Individual HR Tasks Packaged Systems94 Human Resource Information Systems (HRIS) Improved Transaction Processing Online Self-Processing Improved Reporting Capability HR System Integration HRIS Vendors HR on the Cloud Chapter Review Chapter Section Summaries Discussion Questions Individual and Group Activities Experiential Exercise Building an HRIS Purpose: Required Understanding: How to Set Up the Exercise/Instructions: Application Case Netflix Breaks the Rules109 Questions