Managing Voluntary Employee Turnover and Retention 234
Employee Engagement 239
▶ CAse inCident: Enron, Ethics, and Organizational Culture 242
▶ Continuing CAse: Carter Cleaning Company 243
▶ exPeRientiAl exeRCise: To Discipline or Not? 244
Chapter 9 Managing Labor Relations and Collective Bargaining 246
The Labor Movement 247
Unions and the Law 249
The Union Drive and Election 252
The Collective Bargaining Process 258
What’s Next for Unions? 265
▶ CAse inCident: Negotiating with the Writers Guild of America 269
▶ Continuing CAse: Carter Cleaning Company 270
▶ exPeRientiAl exeRCise: The Union-Organizing Campaign at Pierce U 271
Chapter 10 Protecting Safety and Health 273
Employee Safety and Health: An Introduction 274 What Causes Accidents? 277
How to Prevent Accidents 282
Workplace Health Hazards: Problems and Remedies 287
▶ CAse inCident: The New Safety and Health Program 299
▶ Continuing CAse: Carter Cleaning Company 300
▶ exPeRientiAl exeRCise: Checking for Unsafe Conditions 301
▶ Video CAse: Union-Management Relations (UPS) 302
▶ Video CAse: Safety (California Health Foundation) 302
Module A Practical HR Tools, Guidelines, and Systems for Managers 303
Appendix 317
Glossary 334
Notes 341
Name Index 384
Subject Index 399
PReFACe
A Framework for Human Resource Management provides students and practicing managers with a concise but thorough review of essential human resource management concepts and techniques in a highly readable and understandable form. Most books in this market (including my Human Resource Management, 13th edition, and Fundamentals of Human Resource Management , 2nd edition) contain 14–18 chapters and 450–800 large-trim-size pages. In contrast, writing Framework is like building a boat in a bottle: My aim is to create a precise and complete but dramatically downsized model of the human resource management body of knowledge by stripping away repetition, long research reviews, and extraneous content such as long company-based chapter openers. The people reading this book are busy, and I want them to be able to focus on learning the core concepts and tools of human resource management.
Adopters use this book in many ways. Many use it as the basic textbook for the human resource management course, sometimes supplementing it with extra cases or human resource management exercises. Others use it with other textbooks in courses that blend several topics (such as HR and organizational behavior), or in specialized courses (such as “HR for Entrepreneurial Companies”). Because Framework contains a practical and up-to-date review of essential human resource management concepts and techniques, practicing human resource and line managers use it to update their HR skills and to help prepare for certification exams.
What’s NeW iN the 7th editioN
Given its gratifying acceptance and the 6th edition reviewers’ comments, Framework 7 ’s themes, approach, and outline continue largely unchanged from Framework 6. All managers have personnel responsibilities, so I again wrote this book for all managers and management students, not just those who are or will be human resource managers. The book’s basic idea—to provide a concise but thorough review of HR concepts and techniques—is the same. The table of contents is about the same, as is the topic coverage. Adopters can again order a Human Resource Certification Institute guide. There are again five comprehensive cases that I wrote at the end of the book, in addition to the end-of-chapter case incidents. However, I also made seven main changes to this 7th edition, as follows.
1. Dozens of new topics. For example, you’ll find expanded treatments of reliability, validity, generalizability, utility, person-job fit, and bias. Dozens of other new topics appear throughout the book, including using the standard deviation rule in equal employment compliance, retaliation, job satisfaction and withdrawal, managing voluntary turnover, management’s willingness to take a strike, cross training, and job hazard analysis.
2. Expanded coverage of strategic human resource management in Chapter 1, including discussions of HR Scorecards and strategy maps.
3. A new boxed feature, HR as a Profit Center, in most chapters. These HR as a Profit Center features present actual examples of how human resource managers added measurable value to their companies. In addition, continuing their use from the 6th edition, the separate HR in Practice features provide all managers—not just HR managers—with actionable HR tools and guidelines.
4. A completely revised Chapter 8, now titled Managing Employee Ethics, Engagement, Retention, and Fair Treatment, which includes discussions of employee engagement, withdrawal, and retention, as well as managing ethics, and a new presentation (in Chapter 7) of how to create a market-competitive pay structure
5. Expanded treatment of Career Management in Chapter 6 (Performance Management, Appraisals, and Careers) and of the ADDIE training process in Chapter 5 (Training and Developing Employees).
6. A new end-of-book module on Practical HR Tools for Managers, focusing on nuts-andbolts human resource management tools, guidelines, and systems all managers can use, for instance, to comply with EEOC interview question guidelines. This module replaces the 6th edition’s International HR module, with international HR issues still covered in special boxed features in most chapters.
7. Nine new videos with discussion questions and a synopsis for each video included at the end of each part of the textbook.
Websites to which we refer in the text sometimes change or are discontinued because companies change names, are bought or sold, merge, or fail. They were accurate when we put the book into production. We apologize in advance for any inconvenience.
ACknowledgMents
No book ever reaches the light of day without the dedicated efforts of many people, and Framework is no exception. I am grateful to past and present reviewers:
Mark Barnard, Edgewood College
Kathleen Barnes, East Stroudsburg University
Gerald Baumgardner, Penn College
Jerry Bennett, Western Kentucky University
Stephen Betts, William Paterson University
Genie Black, Arkansas Tech University
David Lawrence Blum, Moraine Park Technical College
Michael Bochenek, Elmhurst College
Henry Bohleke, Owens Community College
Frank Bosco, University of Memphis
Richard Brocato, Mount Saint Mary’s University
Patricia Buhler, Goldey-Beacom College
Jackie Bull, Immaculata University
Melissa Cardon, Pace University
Martin Carrigan, The University of Findlay
Yvonne Chandler, Seattle Community Colleges
Charlie Cook, University of West Alabama
Roger Dean, Washington and Lee University
Karen Dielmann, Lebanon Valley College and Elizabethtown College
Michael Dutch, Greensboro College
Dale Dwyer, University of Toledo
William Ferris, Western New England College
John Fielding, Mount Wachusett Community College
Michael Frew, Oklahoma City University
Eugene Garaventa, College of Staten Island, CUNY
Alyce Giltner, Shawnee Community College
Armand Giroux, Mitchell College
Caren Goldberg, American University
John Golden, Slippery Rock University
John Gronholt, Modesto Junior College
Janet Henquinet, Metropolitan State University, St. Paul, MN
William Hodson, Indiana University
Peter Hughes, Cambridge College, Lawrence, MA
John Kachurick, College Misericordia
Dennis Kimble, Central Michigan University
Jacqueline Landau, Salem State College
Cheryl Macon, Butler County Community College
Dan Morrell, Middle Tennessee State University
Patricia Morrow, Middlesex Community College
Arlene Nicholas, Salve Regina University
Kay Nicols, Texas State University–San Marcos
Jacquelyn Palmer, Wright State University
Rich Patterson, Western Kentucky University
Diana Peaks, Jacksonville University
Jane Philbrick, Savannah State University
Larry Phillips, Indiana University South Bend
Jonathan Phillips, North Carolina State University
Tracy Porter, Cleveland State University
Luanne Powel, Union University
Chris Osuanah, J. Sargeant Reynolds Community College and University of Phoenix
David Radosevich, Montclair State University
Carlton R. Raines, Lehigh Carbon Community College
Pramila Rao, Marymount University–Arlington
Dr. Michael J. Renahan, College of Saint Elizabeth
Fritz Scherz, Morrisville State College
Biagio Sciacca, Penn State University
Dan Scotti, Providence College
Robert W. (Bill) Service, Samford University
John Shaw, Mississippi State University
Walter Siganga, Southern Illinois University Edwardsville
Deanna Smith, Missouri State University
Marjorie Smith, Mountain State University
Chester Spell, Rutgers University
Jerry Stevens, Texas Tech University
Susan Stewart, University of Puget Sound
Michele Summers, Purdue University
Vicki Talor, Shippensburg University
Rebecca Thacker, Ohio University
Jeff Walls, Indiana Institute of Technology
Carol Williams, Pearl River Community College
Angela Willson, Yuba College
Jenell Wittmer, University of Toledo
I am grateful to the professors, students, managers, and Prentice Hall sales and marketing associates who have helped make this a top-selling book, not only in English but also in several languages world-wide, including Chinese. At Pearson, I appreciate the efforts of all the professionals on the 7th edition team, including Stephanie Wall, editor-in-chief; Judy Leale, senior managing editor; Kelly Warsak, production project manager; Nikki Jones, senior marketing manager; Linda Albelli, editorial supervisor; and Sarah Holle, editorial project manager.
For many years senior project director Jennifer Welsch has managed the actual day-day-to-day production of Framework and my other Pearson books. I am and will always be grateful to her for the major role she has played in making these books successful.
At home, I appreciate all my wife Claudia’s support, and my son Derek’s support, assistance, and practical suggestions.
Managing Strategic Human Resources Today One
When you finish studying this chapter you should be able to:
◼ Answer the question “What is human resource management?”
◼ Discuss the trends affecting human resource management.
◼ Describe important competencies human resource managers need today.
◼ Explain and give examples of strategic human resource management.
◼ Discuss three strategic management tools managers use.
Overview
If you’ve eaten at a restaurant where the food is overcooked or the wait staff seems inept, then you already know something about human resource management. Human resource management includes tasks like selecting, training, and appraising employees. The main purpose of this chapter is to explain what human resource management is, and why it is important to all managers. We will see that human resource management—activities like recruiting, hiring, training, appraising, and compensating employees—is both a separate management function as well as part of every manager’s job. The main topics we cover here are What Is Human Resource Management, Trends Influencing Human Resource Management, The New Human Resource Managers, Strategic Human Resource Management, and The Plan of This Book.
What Is human ResouRce management?
Human resource management refers to the practices and policies you need to carry out the personnel aspects of your management job, specifically, acquiring, training, appraising, rewarding, and providing a safe, ethical, and fair environment for your company’s employees. These practices and policies include, for instance:
• Conducting job analyses (determining the nature of each employee’s job)
• Planning labor needs and recruiting job candidates
• Selecting job candidates
• Orienting and training employees
• Appraising performance
• Managing wages and salaries (how to compensate employees)
• Providing incentives and benefits
• Communicating and managing employee relations (interviewing, counseling, disciplining)
And what a manager should know about:
• Equal opportunity, ethics, and affirmative action
• Employee health, safety, and ethical treatment
• Grievances and labor relations
Why Is hR management Important to all managers, and Why should I study this Book?
Why are these concepts and techniques important to all managers?
avoId PeRsonnel mIstakes Perhaps the best way to answer that is to start by listing the sorts of personnel mistakes you don’t want to make while managing. For example, no manager wants:
• To have your employees not performing at peak capacity
• To hire the wrong person for the job
• To experience high turnover
• To find employees not doing their best
• To have your company taken to court because of your discriminatory actions
• To have your company cited under federal occupational safety laws for unsafe practices
• To allow a lack of training to undermine your department’s effectiveness
• To commit any unfair labor practices
Carefully studying this book can help you avoid mistakes like these. More important, it can help ensure that you get results—through people. Remember that you could do everything else right as a manager—lay brilliant plans, draw clear organization charts, set up modern assembly lines, and use sophisticated accounting controls—but still fail, for instance, by hiring the wrong people.
ImPRove PRofIts and PeRfoRmance On the other hand, many managers—from presidents to supervisors—have been successful without adequate plans, organizations,
or controls. They were successful because they had the knack for hiring the right people and motivating, appraising, and developing them. Remember as you read this book that getting results is the bottom line of managing and that, as a manager, you will have to get these results through people. That fact hasn’t changed from the dawn of management. As one company president summed it up,
For many years it has been said that capital is the bottleneck for a developing industry. I don’t think this any longer holds true. I think it’s the workforce and the company’s inability to recruit and maintain a good workforce that does constitute the bottleneck for production. I don’t know of any major project backed by good ideas, vigor, and enthusiasm that has been stopped by a shortage of cash. I do know of industries whose growth has been partly stopped or hampered because they can’t maintain an efficient and enthusiastic labor force, and I think this will hold true even more in the future.1
You maY sPend some tIme as an hR manageR Here is a third reason to study this book. You may well make a career stopover as a human resource manager. For example, Pearson Corporation (which publishes this book) recently promoted the head of one of its publishing divisions to chief human resource executive at its corporate headquarters. One survey found that about one-fourth of large U.S. businesses appointed managers with no human resource management experience as their top human resource executives. Reasons given include the fact that these people may be better equipped to integrate the firm’s human resource efforts with the rest of the business.2 However, about 80% of top human resource executives in one survey did work their way up within HR.3 SHRM— the Society for Human Resource Management—offers a brochure describing alternative career paths within human resource management. Find it at www.shrm.org/Communities/ StudentPrograms/Documents/07-0971%20Careers%20HR%20Book_final.pdf.
hR foR entRePReneuRs And here is another reason to study this book. You may well end up as your own human resource manager. More than half the people working in the United States work for small firms. Therefore, most people graduating in the next few years will either work for small businesses or create new small businesses of their own. Most of these firms are too small to have their own human resource managers. Especially if you are managing your own small firm, you’ll have to be skilled at human resource management.4
line and staff aspects of hRm
All managers are in a sense human resource managers, because they all get involved in recruiting, interviewing, selecting, and training their employees. Yet most firms also have human resource departments with their own top HR managers. How do the duties of this human resource manager and department relate to the human resource duties of sales and production and other managers? Answering this requires a short definition of line versus staff authority.
Authority is the right to make decisions, to direct the work of others, and to give orders. Managers usually distinguish between line authority and staff authority.
In organizations, having what managers call line authority traditionally gives managers the right to issue orders to other managers or employees. Line authority therefore creates a superior (order giver)–subordinate (order receiver) relationship. When the vice president of sales tells her sales director to “get the sales presentation ready by
Tuesday” she is exercising her line authority. Staff authority gives a manager the right to advise other managers or employees. It creates an advisory relationship. When the human resource manager suggests that the plant manager use a particular selection test, the HR manager is exercising his staff authority.
On the organization chart, managers with line authority are line managers . Those with staff (advisory) authority are staff managers. In popular usage, people tend to associate line managers with managing departments (like sales or production) that are crucial for the company’s survival. Staff managers generally run departments that are advisory or supportive, like purchasing, and human resource management. Human resource managers are usually staff managers. They assist and advise line managers in areas like recruiting, hiring, and compensation.
lIne–staff hR cooPeRatIon HR and line managers share responsibility for most human resource activities. For example, human resource and line managers in about two-thirds of the firms in one survey shared responsibility for skills training.5 (Thus the supervisor might describe what training the new employee needs, HR might design the training, and the supervisor might then do the actual training.) Figure 1-1 illustrates the typical HR–line partnership. For example, HR alone typically handles interviewing in about 25% of firms. But in about 60% of firms, HR and the other hiring departments are both involved in interviewing.
line managers’ human Resource management Responsibilities
In any case, the direct handling of people always has been part of every line manager’s responsibility, from president to first-line supervisor. All managers therefore spend much of their time on HR-type tasks.
Employment interviews
Recruiting (other than college recruiting)
Temporary labor administration
Preemployment testing (except drug tests)
College recruiting
HR department only HR and other departments
Other departments only
Note: Length of bars represents prevalence of activity among all surveyed employers.
fIguRe 1-1 Employment and Recruiting—Who Handles It? (Percentage of All Employers). Source: Reproduced with permission from HR Department Benchmarks and Analysis 2004, p. 17, Figure 2.1, “Employment and Recruiting—Who Handles It?”, p. 17 by The Bureau of National Affairs, Inc. (800-372-1033) http://www.bna.com.
For example, one company outlines its line supervisors’ responsibilities for effective human resource management under the following general headings:
1. Placing the right person in the right job
2. Starting new employees in the organization (orientation)
3. Training employees for jobs that are new to them
4. Improving the job performance of each person
5. Gaining cooperation and developing smooth working relationships
6. Interpreting the company’s policies and procedures
7. Controlling labor costs
8. Developing the abilities of each person
9. Creating and maintaining departmental morale
10. Protecting employees’ health and physical conditions
In small organizations, line managers may carry out all these personnel duties unassisted. But as the organization grows, line managers need the assistance, specialized knowledge, and advice of a separate human resource staff.
organizing the human Resource department’s Responsibilities
The human resource department provides this specialized assistance. Figure 1-2 shows typical human resource management jobs. These include compensation and benefits manager, employment and recruiting supervisor, and employee relations executive. Examples of job duties include:
Recruiters: Maintain contact within the community and publicize openings to search for qualified job applicants.6
Equal employment opportunity (EEO) representatives or affirmative action coordinators: Investigate and resolve EEO grievances, examine organizational practices for potential violations, and compile and submit EEO reports.
Job analysts: Collect and examine detailed information about job duties to prepare job descriptions.
Compensation managers: Develop compensation plans and handle the employee benefits program.
Training specialists: Plan, organize, and direct training activities.
At the other extreme, the human resource team for a small company may contain just five or six (or fewer) staff. There is generally about one human resource employee per 100 company employees.
neW WaYs to oRganIze the human ResouRces functIon Employers are also delivering human resource services in new ways. For example, many employers now organize how they deliver their HR services via the following groups:7
• The transactional HR group uses call centers and outsourced vendors (such as outside benefits advisors) to deliver day-to-day HR support on matters such as changing benefits plans and employee assistance programs to all the company’s employees.8
• The corporate HR group focuses on giving top management advice on “top level” matters, such as explaining the personnel aspects of the company’s long-term strategic plan.
Assistant Director PB/E2
RECORDS ADMINISTRATION
HR Records & Admin Mgr PB/E10
TRAINING & HR SUPPORT
Human Resources Technician PB/C7
Admin Support Specialist PB/C30
Admin Support Specialist PB/C40
Human Resources Coordinator PB/E12
Human Resources Analyst PB/C44
Sr Office Specialist PB/C19
Sr Office Specialist PB/C32
HUMAN RESOURCES ORGANIZATION CHART
Director PB/E1
Executive Administrative Secretary PB/E17
TOTAL COMPENSATION Human Resources Manager PB/E4
Human Resources Coordinator PB/E11
Health & Wellness Specialist PB/E18
Human Resources Specialist PB/C35
Human Resources Technician PB/C12
Human Resources Technician PB/C15
Human Resources Coordinator PB/E13
Human Resources Analyst PB/C42
Human Resources Analyst PB/C24
Human Resources Technician PB/C17
COMMUNICATIONS & RESEARCH Dept Admin Mgr PB/E15
Human Resources Specialist PC/C43
EMPLOYMENT VOLUNTEERS & HRIS Human Resources Manager PB/E5
Human Resources Coordinator PB/E14
Human Resources Technician PB/C37
Human Resources Technician PB/C16
Personnel Aide PB/C25
Personnel Aide PB/C14
Human Resources Support Spec PB/C34
Human Resources Support Spec PB/C33
Human Resources Support Spec PB/C36
Human Resources Technician PB/C31
EMPLOYEE RELATIONS Human Resources Manager PB/E9
Human Resources Coordinator PB/E8
Human Resources Technician PB/C9
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Tunstall, C., Deartesupputandi, Pynson, 1522, 165
TwelveProfitsofTribulation, Caxton, 21
TylHowleglas.SeeHowleglas
Type, side impression of, 216
Ulmer, Johann, 219
Upsala University Library, 11
Utrecht printing, 5, 217
Valuationofgoldandsilver, J. van Doesborch, 155, 221
Year-books, Lettou and Machlinia, 44; Pynson, 57, 59
Yonge, John, 198
York, printing, 87; stationer, 94
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CAMBRIDGE: PRINTED BY JOHN CLAY, M.A., AT THE UNIVERSITY PRESS.
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