Human resource management : managing employees for competitive advantage / David Lepak, Mary Gowan.

Includes bibliographical references (p. 435-461) and indexes.

CHAPTER 1 MANAGING EMPLOYEES FOR COMPETITIVE ADVANTAGEMANAGING EMPLOYEES What's In a Name? The Costs and Benefits of Managing HRFRAMEWORK FOR THE STRATEGIC MANAGEMENT OF EMPLOYEES PRIMARY HR ACTIVITIESWork Design and Workforce Planning Job Design Workforce Planning Managing Employee CompetenciesRecruitmentSelection Training Managing Employee Attitudes and BehaviorsPerformance Management Compensation and IncentivesEmployee Benefits, Health, and WellnessHR Activities AlignmentHR CHALLENGES Challenge 1 - Meeting Organizational Demands Strategy Company Characteristics Organizational Culture Employee ConcernsChallenge 2 -Environmental Influences Labor Force TrendsTechnologyGlobalization Ethics and Social Responsibility Challenge 3 - Legal Compliance THE PLAN FOR THIS BOOKPart 1 - HR Challenges Part 2 -Work Design and Workforce Planning Part 3 - Managing Employee Competencies Part 4 - Managing Employee Attitudes and Behaviors Part 5 - Special Topics Summary Key Terms Discussion Questions Learning Exercise Case Study - The New Job PART ONE: HR CHALLENGESCHAPTER 2 ORGANIZATIONAL DEMANDS AND ENVIRONMENTAL INFLUENCESTHE IMPORTANCE OF CONTEXT MEETING ORGANIZATIONAL DEMANDS StrategyLow Cost Strategy and Managing Employees Differentiation Strategy and Managing Employees Company CharacteristicsCompany SizeStage of Development Organizational Culture Employee Concerns Work / Life Balance Justice ENVIRONMENTAL INFLUENCES Labor Force TrendsThe Aging WorkforceDemographic DiversityTechnologyGlobalization International Strategies Global Factors Implications of Global Factors on Managing EmployeesEthics and Social Responsibility Summary Key Terms Discussion Questions Learning Exercise Case Study - Kay Johnson at Human Capital Consultants (HCC) CHAPTER 3: LEGAL COMPLIANCEEQUAL EMPLOYMENT OPPORTUNITY AND OTHER WORKPLACE LAWSINTRODUCTION TO EQUAL EMPLOYMENT OPPORTUNITY AND DISCRIMINATION Protected Classification Bona Fide Occupational Qualification and Business Necessity Discriminatory Practices Disparate Treatment Disparate Impact Harassment RetaliationEQUAL EMPLOYMENT LEGISLATION Equal Pay Act of 1963 Title VII of the Civil Rights Act of 1964 Race and Color Discrimination Religious Discrimination Gender Discrimination National Origin Discrimination Civil Rights Act of 1991 Age Discrimination in Employment Act of 1967 Americans with Disabilities Act of 1990 Pregnancy Discrimination Act of 1978EEO RESPONSIBILITIES OF MULTINATIONAL EMPLOYERSFILING PROCESS FOR DISCRIMINATION CHARGESEXECUTIVE ORDERS AND AFFIRMATIVE ACTION Executive Order 11246 Affirmative Action RELATED EMPLOYMENT LEGISLATION Immigration Reform and Control Act of 1986 Family and Medical Leave Act of 1993 Vietnam Era Veteran's Readjustment Act of 1974 Uniformed Services Employment and Reemployment Act of 1994FAIR EMPLOYMENT PRACTICESLEGAL COMPLIANCE AND COMPETITIVE ADVANTAGESummary Key Terms Discussion Questions Learning Exercise Case StudyPART TWO: WORK DESIGN AND WORKFORCE PLANNINGCHAPTER 4 JOB DESIGNTHE IMPORTANCE OF JOB DESIGN JOB DESIGN Efficiency Approaches to Job DesignMotivational Approach to Job Design Changing Job Tasks Increasing Responsibility and ParticipationEmployee TeamsWhich Approach to Use? Balancing Efficiency and Motivational Approaches JOB DESCRIPTIONS AND JOB SPECIFICATIONSJOB ANALYSISJob Information Observations and DiariesInterviewsQuestionnairesOccupational Information Network (O*NET)Job Analysis Techniques JOB DESIGN IN PRACTICE: MEETING ORGANIZATIONAL DEMANDSStrategy and Job Design Structure of JobsTasks, Duties, and Responsibilities NeededCompany Characteristics and Job Design Formalization of Job DesignBreadth and Depth of TasksCulture and Job Design Managerial choices of job design tactics Employee acceptance of job design decisions Employee Concerns and Job Design Perception of Fairness of Job DutiesNeed for Flexible Work ArrangementsJOB DESIGN IN PRACTICE: ENVIRONMENTAL INFLUENCESLabor Force Trends and Job Design Skill availability to perform tasksThe aging labor force Technology and Job Design TelecommutingVirtual Teams Globalization and Job DesignNeed to Address Cross-Cultural IssuesRelevant Labor MarketEthics and Job DesignConcerns about Types of Tasks RequiredAttitudes Toward Physical Conditions of Job DesignJOB DESIGN IN PRACTICE: LEGAL COMPLIANCE Importance of Identifying Essential and Non-Essential Job DutiesAttending to how job design may impact employee safetySummary Key TermsDiscussion QuestionsLearning ExerciseCase StudyAppendix to Chapter 4 - Standardized and Customized Approaches to Job AnalysisSTANDARDIZED APPROACHES TO JOB ANALYSISFunctional Job Analysis (FJA)Position Analysis Questionnaire (PAQ) CUSTOMIZED APPROACHES TO JOB ANALYSISCritical Incidents Task Inventories Job Element Approach CHAPTER 5 WORKFORCE PLANNINGPURPOSE OF WORKFORCE PLANNINGFORECASTING LABOR SUPPLY AND LABOR DEMANDInternal ConsiderationsTurnover Promotions, Transfers, and Demotions)Employee ProductivityCompany PerformanceStrategic DirectionExternal ConsiderationsLocal Labor MarketEconomic ConditionsIndustry TrendsTACTICS TO BALANCE SUPPLY AND DEMANDLabor Shortage TacticsEmployee OvertimeContingent Labor Employee RetentionPromotions, Transfers and DemotionsNew HiresLabor Surplus TacticsLayoffsAttrition and Hiring FreezesEarly RetirementPromotions, Transfers and DemotionsWORKFORCE PLANNING IN PRACTICE: ORGANIZATIONAL DEMANDSStrategySpeed to deal with shortages and surplusesCriticality of employee groupsCompany CharacteristicsAmount of labor slackThe relative impact of labor shortages or surplusesWho performs workforce planningCultureLikelihood of using different tacticsEmployee reactions to workforce planning tacticsEmployee ConcernsStress & Work/Life BalancePerceptions of procedural and distributive justiceWORKFORCE PLANNING IN PRACTICE: ENVIRONMENTAL INFLUENCESLabor Force TrendsAvailability of internal/external workersWhich tactics to useTechnologyWhether or not employees are needThe Types of workers that are neededThe quality of workforce planning forecastsGlobalizationWhere the workers areWhich workforce planning tactics to useEthics Community Reactions to workforce planning tacticsHelping employees copeWORKFORCE PLANNING IN PRACTICE: LEGAL COMPLIANCERequirements for mass layoffs and plant closingsTemporary employeesSummaryDiscussion QuestionsLearning ExerciseCase Study PART THREE: MANAGING EMPLOYEE COMPETENCIESCHAPTER 6 RECRUITMENT PURPOSE OF RECRUITMENTRECRUITMENT PROCESSINTERNAL RECRUITMENT Internal Recruitment Methods Advantages and Disadvantages of Internal RecruitmentEXTERNAL RECRUITMENT Advertising Educational Institutions Employment Agencies and Employee Search Firms Professional Associations Temporary Employees Employee Referrals Sourcing Applicants Re-recruiting Advantages and Disadvantages of External RecruitmentMAXIMIZING RECRUITMENT EFFECTIVENESS Preparing the Recruitment Advertisements Developing a Recruitment Value Proposition Writing the Recruitment Message Recruiters Realistic Job Previews Recruitment Follow-Up Recruitment EffectivenessRECRUITMENT IN PRACTICE: ORGANIZATIONAL DEMANDS Strategy and Recruitment Content of Recruitment Message Choice of Recruitment Methods Company Characteristics and Recruitment Use of Internal vs. External Recruiting Who Manages Recruitment Culture and Recruitment Recruitment Value Proposition Balance of Internal vs. External Recruiting Employee Concerns and Recruitment Appraisal of Recruitment Message Perception of Fairness of ProcessRECRUITMENT IN PRACTICE: ENVIRONMENTAL INFLUENCES Labor Force and Recruitment Who is Targeted for Recruitment How Much Recruitment is Needed Technology and Recruitment How Recruitment is Managed Skills Recruited Globalization and Recruitment Recruiting Strategy How Recruiting is Done Ethics, Corporate Social Responsibility, and Recruitment Value Proposition Offered Target of RecruitmentRECRUITMENT AND THE LAW Content of Recruitment Message Recruiter Words and Actions RecordkeepingSummaryKey TermsDiscussion QuestionsLearning ExerciseCase StudyAppendix to Chapter 5: Evaluating Recruiting Effectiveness CHAPTER 7 SELECTIONSELECTION AND FIRM PERFORMANCE Selection Defined Selection and Firm PerformancePERSON-JOB FITSTANDARDS FOR EFFECTIVE SELECTION Reliability Validity Bias Personal Characteristics Contrast Effect Halo/Devil's Horns Effect Impression ManagementSELECTION METHODS: INITIAL SCREENING Applications and Resumes Screening Interview Reference Checks, Credit Reports, Background Checks, and Honesty Tests SELECTION METHODS: FINAL SCREENING Employment Tests Ability Tests Achievement/Competency Tests Personality Inventories When to Use Employment Tests Interviews Unstructured Interviews Structured Interviews Interview Process and Outcomes Assessment Centers Biodata Drug and Alcohol Tests Medical ExamsMAKING THE FINAL DECISION Compensatory Approach Multiple Hurdle Approach Multiple Cutoff Approach Choice of MethodSELECTION IN PRACTICE: ORGANIZATIONAL DEMANDS Strategy and Selection Core Competencies Criteria for Person-Job Fit Methods of Selection Company Characteristics and Selection Degree of Structure Substance and Form of Process Culture and Selection Person-Organization Fit Promotion from Within Policy Who Participates in the Selection Process Employee Concerns and Selection Fair and Equal Treatment Impact of Job on Family LifeSELECTION IN PRACTICE: ENVIRONMENTAL INFLUENCES Labor Market Types of Applicants Available Willingness of Applicants to Accept Jobs Technology and Selection Process of Selection Verification of Credentials Globalization and Selection Labor market at home Labor market abroad Ethics and Selection Concerns about Privacy Amount and Type of Information for ApplicantsSELECTION IN PRACTICE: THE LAW Procedures for Using Selection Measures Definition of ApplicantSummaryKey TermsDiscussion QuestionsLearning ExerciseCase StudyAppendix to Chapter 7: Reliability and Validity CHAPTER 8 TRAINING AND DEVELOPMENTPURPOSE OF TRAINING AND DEVELOPMENT Training and Development DefinedDESIGNING AN EFFECTIVE TRAINING PROCESS Part 1: Needs Assessment Organization Analysis Task Analysis Person Analysis Part 2: Design Instructional Objectives Lesson Planning Principles of Learning Learning Styles Learning Agility Self-efficacy Interest in training program Location Part 3: Implementation Training Methods On-the-job training Operations and procedures manuals Classroom E-learning Audiovisual Simulations Blended Learning Coaching and Mentoring Types of Training Compliance training Legal compliance Diversity training Knowledge training Skills training Behavioral training Employee orientation Onboarding Part 4: Evaluation Level 1: Reaction Level 2: Learning Level 3: Behavior Level 4: Results TRAINING AND DEVELOPMENT IN PRACTICE: ORGANIZATIONAL DEMANDS Strategy and Training Level of Investment Emphasis of Investment Company Characteristics and Training Where Training is Done Who Does the Training Type of Training How Training is Provided Culture and Training Focus of Training Employee Willingness to Participate Employee Concerns and Training Fairness and Equity Work/Life Balance TRAINING AND DEVELOPMENT IN PRACTICE: ENVIRONMENTAL INFLUENCES Labor Market Who needs training Type of training Technology Skills Inventories Method of Delivery Communication of Options Globalization and Training Where Training will be offered When Training will be offered How Training will be offered What Training will be offered Ethics and Training Obligation to Train Content of Training Use of Training to Change Behavior TRAINING, DEVELOPMENT, AND THE LAW Accessibility of Training and Employee Development Opportunities Type of Training NeededSummaryKey TermsDiscussion QuestionsLearning ExerciseCase StudyPART FOUR: MANAGING EMPLOYEE ATTITUDES AND BEHAVIORSCHAPTER 9 - PERFORMANCE MANAGEMENT PURPOSES OF PERFORMANCE MANAGEMENT Administrative Developmental Strategic AlignmentWHAT IS EVALUATED? Reliability Validity SpecificityPERFORMANCE EVALUATION APPROACHES Individual Comparisons Ranking Bell-Curve / Forced Distribution Forced ChoiceAbsolute Approaches - Measuring traits and Behaviors Graphic Rating ScalesMixed StandardsCritical Incidents Behavioral Observation Scale Behavioral-Anchored Rating ScalesAssessment CentersResults Based Direct MeasuresManagement by Objectives / Goal SettingSOURCES OF PERFORMANCE DATA 360 Degree Performance Evaluation Self EvaluationsMINIMIZING RATER ERRORS Psychological ErrorsDistributional ErrorsPROVIDING PERFORMANCE FEEDBACKConducting the Performance Appraisal meetingImproving Performance Employee Development Plans CoachingPERFORMANCE MANAGEMENT IN PRACTICE: ORGANIZATIONAL DEMANDS StrategyCriteria used for performance managementExtent of use of performance management Company CharacteristicsFormalization of processNature of process (e.g., dynamic or static)CultureFocus on process or outcomesHow process is perceivedEmployee ConcernsProcedural and distributive justiceSignals from process about work/life balanceConfidentiality of informationPERFORMANCE MANAGEMENT IN PRACTICE: ENVIRONMENTAL INFLUENCES Labor ForceExpectations of feedbackFormat for feedbackNeed for feedbackTechnologyProcess of appraisalAvailability and ease of monitoring employeesGlobalizationContent of performance appraisalWho manages processCriteria for evaluationEthics/Social Responsibility Relationship between performance management and rewardsNature of grievance processPERFORMANCE MANAGEMENT IN PRACTICE: LEGAL COMPLIANCENeed for eliminating bias in performance managementQuality of performance managementSummaryKey TermsDiscussion Questions Learning Exercise Case Study CHAPTER 10 - COMPENSATION EQUITY AND WAGE THEORY REGULATION OF COMPENSATION Fair Labor Standards Act Minimum Wage Exempt versus Non-Exempt Status Child Labor Regulations Overtime Davis-Bacon Act Walsh-Healy Act FMLAPAY STRUCTURESJob Based Pay StructuresInternal Equity Job Evaluation Approaches Job Ranking Job Classification Point System Factor ComparisonExternal Equity - matching the market Identifying Key Jobs Collecting Market Survey Data Pricing JobsEstablishing Pay Policy Line Pay Ranges Pay GradesAdministration Communication EvaluationSkill Based Pay StructuresCompetency Based Pay StructuresBroadbandingSalary CompressionEXECUTIVE COMPENSATION Strategies Compensation CommitteesCOMPENSATION IN PRACTICE: ORGANIZATIONAL DEMANDSStrategyWhat is rewardedFrequency of rewardsNature of rewardsCompany CharacteristicsAbility to provide rewardsLevels of rewards providedForm of rewardsCultureExpectations about rewardsAttitudes toward rewardsEmployee ConcernsEquity versus equalityFairness of rewardsAppropriateness of rewardsCOMPENSATION IN PRACTICE: ENVIRONMENTAL INFLUENCESLabor ForceLevels of compensation expectedTypes of compensation desiredMarket wagesTechnologyPay structureHow pay is deliveredGlobalizationBasis for compensationAcceptableness of compensationEthics/Social ResponsibilityWillingness to provide compensationFocus of compensationAttitudes toward living wage, comparable worth, etc.COMPENSATION IN PRACTICE: LEGAL COMPLIANCERequired compensationWho must be compensatedSummaryKey TermsDiscussion QuestionsLearning ExerciseCase Study CHAPTER 11- INCENTIVES AND REWARDSEXPECTANCY THEORYTYPES OF INCENTIVE PLANSIndividual Incentives Merit RaisesPiece Rate SystemStandard Hour PlanBonusesSales IncentivesGroup/Organizational IncentivesTeam IncentivesProfit Sharing PlansGainsharing PlansEmployee Ownership PlansExecutive IncentivesAdvantages and Disadvantages of different incentive plansINCENTIVES AND REWARDS IN PRACTICE: ORGANIZATIONAL DEMANDSStrategyPercent of variable pay vs. fixed payWhat is incentivized and rewardedValue placed on incentives & rewardsLevel for rewards (individual, team, etc.)Company CharacteristicsAbility to provide incentivesAcceptableness of incentivesRole of incentives in total rewards planCultureWhat incentives signalExpectations about incentivesEmployee ConcernsFairnessWhat is being signaledINCENTIVES AND REWARDS IN PRACTICE: ENVIRONMENTAL INFLUENCESLabor ForceDesirability of types of rewardsWhether more or less pay is acceptableTechnologyTracking of performanceEmployee access to rewards information and policiesGlobalizationForm of incentiveAcceptability of incentivesEthics/Social ResponsibilityAttitudes toward system designConcern over wage gapsINCENTIVES AND REWARDS IN PRACTICE: LEGAL COMPLIANCEHow incentives are taxedNon-discrimination practicesSummaryKey TermsDiscussion QuestionsLearning ExerciseCase StudyCHAPTER 12: EMPLOYEE BENEFITS, HEALTH AND WELLNESSROLE OF BENEFITSMANDATORY BENEFITS Social Security Unemployment Insurance Workers Compensation Insurance Consolidated Omnibus Budget Reconciliation Act (COBRA) Family Medical Leave Act Older Workers' Benefit Protection ActVOLUNTARY BENEFITS Health Care Insurance Wellness programs Prevention Health Promotion Employee Assistance Disease/Case Management Life Insurance Unemployment Insurance Retirement Paid Time OffFlex Benefits Programs Flex Accounts Cafeteria PlansEMPLOYEE BENEFITS, HEALTH AND WELLNESS IN PRACTICE: ORGANIZATIONAL DEMANDSStrategyRole of benefits in total rewards packageFunds available for benefitsCompany CharacteristicsStandardization of benefitsTypes of benefits offeredCulture Who gets nonmandated benefitsEmployee ConcernsDesirability of benefitsWhether needs for benefits are metEMPLOYEE BENEFITS, HEALTH AND WELLNESS IN PRACTICE: ENVIRONMENTAL INFLUENCESLabor ForceWhat benefits are needed to attract workersWhat benefits need to be offeredTechnologyHow benefits information is deliveredEmployee access to their benefit informationGlobalizationTypes of benefits offeredPolicies about benefits equalizationEthics/Social Responsibility Focus of benefits on issues such as stress reductionEMPLOYEE BENEFITS, HEALTH AND WELLNESS IN PRACTICE: LEGAL COMPLIANCEWhich benefits must be offeredHow changes in benefits have to be handled (e.g., early retirement)Information companies can collect on employeesSummaryKey TermsDiscussion QuestionsLearning ExerciseCase Study PART FIVE: SPECIAL TOPICSCHAPTER 13 - LABOR UNIONS AND EMPLOYEE MANAGEMENTWHY DO WORKERS ORGANIZE?TYPES OF UNIONSNational and International UnionsTypes of Unions Local Unions Closed Shop Open Shop Union Shop Agency ShopGOVERNMENT REGULATION OF LABOR UNIONSThe Norris-LaGuardia Act of 1932The Wagner Act of 1935 The National Labor Relations BoardUnfair Employer Labor Practices The Taft-Hartley Act of 1947 Unfair Union Labor PracticesThe Landrum-Griffin Act of 1959 Rights of Union MembersUNION ORGANIZING CAMPAIGNSCOLLECTIVE BARGAININGGood faith bargainingBargaining powerBargaining TopicsImpasses Impasse Resolution GRIEVANCE PROCEDURES AND DISPUTE RESOLUTIONSSummaryKey TermsDiscussion QuestionsLearning ExerciseCase Study CHAPTER 14 - CREATING HIGH PERFORMANCE ORGANIZATIONSALIGNMENT AMONG HR ACTIVITIES HR systems versus HR practices Types of HR systems Commitment Control QualityALIGNMENT OF HR ACTIVITIES WITH HR CHALLENGES Strategies and HR systems Creating the culture with HR activitiesAligning HR systems with Employee ContributionsCore knowledge employees Job-based employeesContingent workers External Partners and ConsultantsMEASURING HR SYSTEM EFFECTIVENESS Balanced ScorecardSummaryKey TermsDiscussion Questions Learning ExerciseCase StudyAPPENDICESAppendix A: Integrative CasesAppendix B: Careers in Human Resource ManagementAppendix C: Planning Your CareerAppendix D: Resources for Research on Employee Management IssuesGlossary

For Undergrad or MBA level Human Resource Mgmt courses; Appropriate for both majors and non-majors.This book seeks to help students understand the dynamic and exciting environment of human resources (HR) management and the complex decisions that all managers must make when managing employees.