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Human Resource Management : Essential Perspectives

ISBN: 9780324107586 | 0324107587
Edition: 2nd
Format: Paperback
Publisher: South-Western College Pub
Pub. Date: 3/8/2001

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SummaryTable of Contents
HUMAN RESOURCE MANAGEMENT: ESSENTIAL PERSPECTIVES is the perfect guide for anyone preparing for the HR certification exam. This text offers you practical coverage of basic concepts, as well as a "managerial perspectives" at the beginning of each chapter that will encourage you to apply the concepts you have learned.
Strategic Human Resources Management and Planning
1(16)
HR Management Challenges
1(2)
... MORE
Economic and Technological Change
Occupational Shifts
Workforce Availability and Quality
Demographics and Diversity
Balancing Work and Family
Organizational Restructuring
HR Management Activities
3(3)
HR Planning and Analysis
Equal Employment Opportunity
Staffing
HR Development
Compensation and Benefits
Health, Safety, and Security
Employee and Labor-Management Relations
Nature of HR Management
6(2)
HR as Employee Advocate
Roles of HR Management
Ethics and HR Management
HR Management Competencies and Careers
Organizational Strategies and HR Planning
8(5)
Scanning the External Environment
Internal Assessment of Organizational Workforce
Human Resource Information Systems
Forecasting
Managing a Human Resource Surplus
13(4)
Workforce Reductions and the WARN Act
Downsizing
Organizational Performance and Global Effectiveness
17(18)
Organizational and Global Productivity
17(2)
Global Competitiveness and Productivity
Organizations and Productivity
Increasing Productivity
Quality and Productivity
Service
Individual/Organizational Relationships
19(2)
The Psychological Contract
Productivity and Job Design
21(1)
Consequences of Job Design
Teams and Jobs
Advantages and Disadvantages of Team Jobs
Job Satisfaction and Organizational Commitment
22(2)
Absenteeism
Turnover
Assessing HR Effectiveness
24(2)
HR Audits
Employee Attitude Surveys
Exit Interviews
HR Performance and Benchmarking
Global Human Resource Management
26(2)
Legal and Political Factors
Economic Factors
Cultural Factors
Types of Global Organizations
28(1)
Importing and Exporting
Multinational Enterprises
Global Organizations
International Staffing and Training
29(2)
Types of International Employees
Selection for International Assignments
International Training and Development
International Compensation and Other Activities
31(4)
International Security and Terrorism
Global Labor-Management Relations
Equal Employment Opportunity
35(14)
Diversity
35(3)
Women in the Workforce
Racial and Ethnic Diversity in the Workforce
Aging of the Workforce
Individuals with Disabilities in the Workforce
Individuals with Differing Sexual Orientations in the Workforce
Managing Diversity
38(1)
Equal Employment Opportunity and Affirmative Action
39(3)
Affirmative Action
Reverse Discrimination
Civil Rights Acts of 1964 and 1991
Enforcement Agencies
Interpretations of EEO Laws and Regulations
EEO Compliance
Uniform Guidelines on Employee Selection Procedures
42(1)
``No-Disparate-Impact'' Approach
Job-Related Validation Approach
Gender Discrimination and Sexual Harassment
43(2)
Sexual Harassment
Pregnancy Discrimination
Equal Pay and Pay Equity
The ``Glass Ceiling''
Age Discrimination
45(1)
Americans with Disabilities Act (ADA)
46(1)
Essential Job Functions
Reasonable Accommodation
Undue Hardship
Other Bases of Discrimination
47(2)
Immigration Reform and Control Act (IRCA)
Religious Discrimination
Sexual Orientation
Veterans' Employment Rights
Military Employment Rights
Job Analysis
49(12)
Nature of Job Analysis
49(2)
Work Analysis
Task-Based Job Analysis
Competency Approach to Job Analysis
Uses of Job Analysis
51(4)
Job Descriptions and Job Specifications
Job Families and Organization Charts
Job Analysis and HR Activities
Job Analysis and Legal Issues
Behavioral Aspects of Job Analysis
Job Analysis Methods
55(1)
Observation
Interviews
Questionnaires
Computerized Job Analysis
The Job Analysis Process
56(2)
Planning
Preparation and Introduction
Conducting the Job Analysis
Job Descriptions and Job Specifications
58(3)
Job Description Components
Writing Job Descriptions
Writing Job Specifications
Staffing
61(14)
Planning and Strategic Decisions about Recruiting
62(2)
Internal versus External Recruiting
Flexible Staffing
Internal Recruiting
64(1)
Job Posting and Bidding
Promotion and Transfer
Current Employee Referrals
Recruiting Former Employees and Applicants
Internal Recruiting Database
External Recruiting
65(2)
Schools
Colleges and Universities
Media Sources
Trade and Competitive Sources
Employment Agencies
Executive Search Firms
Internet Recruiting
Recruiting Evaluation
67(1)
Nature of Selection
67(2)
Criteria, Predictors, and Job Performance
Legal Concerns
Selection Responsibilities
The Selection Process
69(4)
Reception and Job Preview
Interest Screening
Application Forms
Selection Testing
Selection Interviewing
Background Investigation
73(2)
Legal Constraints
Medical Examinations
Drug Testing
Training and Development
75(14)
Nature of Training
75(2)
Types of Internal Training
External Training
Web-Based Training
Learning Principles: The Psychology of Learning
77(1)
Intention to Learn
Whole Learning
Reinforcement
Behavior Modification
Immediate Confirmation
Learning Practice
Transfer of Training
Orientation: Training for New Employees
78(1)
Organizational Overview
Establishing an Effective Orientation System
Systems Approach to Training
79(3)
Training Needs Assessment
Implementing Training
Evaluation of Training
Human Resource Development
82(3)
The HR Development Process
Succession Planning
Development Approaches
Management Development
Careers
85(4)
Organization-Centered vs. Individual-Centered Career Planning
Dual Career Paths for Technical and Professional Workers
Dual-Career Couples
Retirement
Managing and Appraising Performance
89(14)
Identifying and Measuring Employee Performance
89(4)
Job Criteria and Information Types
Potential Criteria Problems
Performance Standards
The Nature and Uses of Performance Appraisal
93(3)
Informal versus Systematic Appraisal
Who Conducts Appraisals?
Methods for Appraising Performance
96(5)
Category Rating Methods
Comparative Methods
Narrative Methods
Behavioral
Objectives Methods
Rater Errors
Appraisal Feedback
Performance Appraisals and the Law
101(2)
Effective Performance Management
Compensation
103(18)
The Nature of Compensation
103(2)
Base Pay
Variable Pay
Benefits
Strategic Compensation
105(2)
Cost-Effectiveness and Labor Market Positioning
Competency-Based Pay
Broadbanding
Use of Variable Pay
Team-Based Compensation
Behavioral Aspects of Compensation
Legal Constraints on Pay Systems
107(3)
Fair Labor Standards Act (FLSA)
Independent Contractor Regulations
Equal Pay and Pay Equity
Wage and Salary Administration
110(1)
Pay Policies
Unions and Compensation
Developing a Base Pay System
111(6)
Job Evaluation
Pay Surveys
Pay Structures
Individual Pay Issues
Executive Compensation
117(4)
The Role of the Board of Directors in Executive Compensation
Criticism of Executive Compensation
``Golden Parachutes'' for Executives
Variable Pay and Benefits
121(14)
Variable Pay: Incentives for Performance
121(2)
Guidelines for Variable Pay Plans
Individual Incentives
123(1)
Bonuses
Special Individual Incentive Programs
Sales Compensation and Incentives
Team-Based Incentives
124(2)
Types of Team Incentives
Distributing Team Incentives
Problems with Team Incentives
Successful Team Incentives
Gainsharing
Organizational Incentives
126(1)
Profit Sharing
Employee Stock Ownership Plans (ESOPs)
Benefits
127(1)
Security Benefits
128(1)
Retirement Benefits
129(1)
Pension Plans
Individual Retirement Benefit Options
Health-Care Benefits
129(2)
Managed Care
Health-Care Legislation
Other Benefits
131(1)
Insurance Benefits
Family-Oriented Benefits
Time-Off Benefits
Benefits Administration
132(3)
Benefits Communication
Flexible Benefits
Employee Relations
135(18)
Health, Safety, and Security
135(2)
Workers' Compensation
Child Labor Laws
Americans with Disabilities Act
Occupational Safety and Health Act
137(2)
OSHA Inspections
Record-Keeping Requirements
Evaluating the Effects of OSHA
Safety Management
139(1)
Components of Effective Safety Management Programs
Issues in Safety and Health
140(2)
Individuals and Safety
Health
142(2)
Smoking at Work
Substance Abuse
Wellness Programs
Employee Assistance Programs (EAPs)
Security
144(1)
Employee Rights and Responsibilities
145(1)
Rights Affecting the Employment Relationship
145(2)
Employment-at-Will (EAW)
Just Cause
Due Process
Balancing Employer Security Concerns and Employee Rights
147(2)
Monitoring of E-Mail and Voice Mail
Video Surveillance
The Drug-Free Workplace Act of 1988
HR Policies, Procedures, and Rules
149(1)
Guidelines for an Employee Handbook
Employee Discipline
150(3)
Approaches to Discipline
Union-Management Relations
153(16)
When Management Faces a Union
153(1)
Why Employees Unionize
Unions in the United States
154(3)
Union Decline Worldwide
Public-Sector Unionism
The History of American Unions
157(1)
The ``National Labor Code''
157(2)
Wagner Act (National Labor Relations Act)
Taft-Hartley Act (Labor-Management Relation Act)
Landrum-Griffin Act (Labor-Management Reporting and Disclosure Act)
The Process of Unionizing
159(5)
Collective Bargaining
Bargaining Impasse
Strikes and Lockouts
Management's Choice: Cooperate or Stay Nonunion
164(1)
Cooperation and Employee Involvement
Staying Nonunion
Grievance Management
165(4)
Steps in a Grievance Procedure
APPENDIX A Content Outline of the HR Body of Knowledge169(8)
APPENDIX B Important Organizations in HR Management177(4)
Associations
177(2)
U.S. Department of Labor Agencies
179(1)
Other Government Agencies
179(2)
APPENDIX C Current Literature in HR Management181(6)
A. Research-Oriented Journals
181(2)
B. Management-Oriented Journals
183(1)
C. Abstracts & Indices
184(3)
APPENDIX D Major Federal Equal Employment Opportunity Laws and Regulations187(2)
APPENDIX E Guidelines to Lawful and Unlawful Preemployment Inquiries189(2)
APPENDIX F Sample Job Description and Specifications191(2)
Glossary193(8)
Index201

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