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 TA B L E O F C O N T E N T S

Preface xxi

S E C T I O N 1
The Environment of Human Resource
Management 1
CHAPTER 1 1-5b Globalization 18
Human Resource Management in 1-5c A Changing Workforce 19
1-5d Human Resources and Technology 20
Organizations 2
1-6 Organizational Ethics and Human
HR HEADLINE: Cool Commitment at Igloo 3 Resource Management 22
1-1 What Is Human Resource Management? 4 1-6a Ethical Culture and Practices 22

1-1a Why Organizations Need HR Management 4 HR ETHICS: HR Keeps Organization on

Straight and Narrow 23
HR PERSPECTIVE: Transforming HR at
Popeyes Louisiana Kitchen 6 1-6b Ethics and Global Differences 24
1-6c Role of Human Resources in Organizational
1-2 Managing Human Resources Ethics 24
in Organizations 7
1-7 Human Resources Management
1-2a Human Resource Management as a Core ­Competencies and Careers 25
Competency 7
1-7a Human Resources Competencies 25
1-2b Employees as a Core Competency 7
1-7b Human Resource Management as a
1-3 HR Management Functions 11 Career Field 27
1-7c Human Resource Professionalism and
HR COMPETENCIES & APPLICATIONS: Certification 27
Building Healthy Organizations 12
Summary 28
1-4 Roles for Human Resource Departments 14 Critical Thinking Challenges 29
1-4a Administrative Role for Human Resources 15 Case: Organizational Culture Gone Wrong 29
1-4b Operational and Employee Advocate Role for
Supplemental Cases: Water Quality Association:
Human Resources 15
Building Competencies with Technology; Rio
1-4c Strategic Role for Human Resources 15 Tinto: Redesigning HR; Phillips Furniture; Sysco;
1-5 Human Resources Management HR, Culture, and Success at Google, Scripps,
and UPS 30
Challenges 16
1-5a Competition, Cost Pressures, and
End Notes 31
Restructuring 16

vi

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 TA B L E O F C O N T E N T S vii

CHAPTER 2 2-7 Workforce Imbalances 51

Human Resource Strategy and 2-7a Managing a Talent Surplus 52
Planning 34 2-7b Legal Considerations for Workforce
Reductions 55
HR HEADLINE: HR Planning in the 2-7c Managing a Talent Shortage 55
“Air Capital of the World” 35
2-8 Human Resources Planning in Mergers
2-1 Organizational Strategic Planning 36 and Acquisitions 56
2-1a Strategy Formulation 36 2-8a Before the Deal 56
2-1b Managing in Turbulent Conditions 37 2-8b During Integration 57
2-1c Triple Bottom Line 37 2-8c Post-Integration 58

2-2 Human Resources and Strategy 38 2-9 Measuring the Effectiveness of Human
­Resources and Human Capital 58
HR PERSPECTIVE: Genentech Maps Its Human 2-9a HR Metrics and Analytics 58
Resources Possibilities 39
HR COMPETENCIES & APPLICATIONS: Talking
2-2a Human Resource Contributions to Strategy 41
Numbers with Organization Leaders 60
2-2b Human Resources Strategies for Global
Competitiveness 41 2-9b Human Resources and Benchmarking 61
2-9c Human Resources and the Balanced Scorecard 61
HR COMPETENCIES & APPLICATIONS: Latin 2-9d Human Capital Effectiveness Measures 62
American Firms Face Staffing Problems 43
2-9e Human Resources Audit 63

2-3 Human Resource Planning 44 Summary 64

2-3a Human Resources Planning Process 44 Critical Thinking Challenges 64
2-3b Environmental Analysis 45
Case: Happy and Healthy Talent Transformation
2-4 Planning for External Workforce Availability 46 at Walgreens 65
2-4a Economic and Governmental Factors 46 Supplemental Cases: HR’s Performance Consulting at
2-4b Geographic and Competitive Evaluations 46 Ingersoll Rand; Analytics at PricewaterhouseCoopers;
Where Do You Find the Bodies?; Xerox; Pioneers in HR
2-4c Changing Workforce Considerations 47
Analytics 66
2-5 Planning for Internal Workforce Availability 47 End Notes 66
2-5a Current and Future Jobs Audit 47

HR HIGHLIGHT: Barriers to Workforce CHAPTER 3

Planning 48 Equal Employment Opportunity 70
2-5b Employee and Organizational Capabilities
HR HEADLINE: Dupont Helps Employees
Inventory 48
Challenged by Mental Illnesses 71
2-6 Forecasting HR Supply and Demand 49
3-1 The Nature of Equal Employment Opportunity 72
2-6a Forecasting Methods and Periods 49
2-6b Forecasting the Demand (Need) for Human 3-1a Sources of Regulation and Enforcement 73
Resources 49
3-2 Theories of Unlawful Discrimination 75
2-6c Forecasting the Supply (Availability) of Human
Resources 51 3-2a Equal Employment Opportunity Concepts 75

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viii TA B L E O F C O N T E N T S

HR COMPETENCIES & APPLICATIONS: What to Do 3-6b Americans with Disabilities Act 90

When the EEOC Comes Knocking 77 3-6c ADA Amendments Act 90
3-6d ADA and Job Requirements 91
3-3 Broad-Based Discrimination Laws 78 3-6e Claims of Discrimination 93
3-3a Civil Rights Act of 1964, Title VII 78 3-6f Genetic Bias Regulations 94
3-3b Civil Rights Act of 1991 79
3-7 Age Discrimination Laws 94
3-3c Executive Orders 11246, 11375, and 11478 79
3-3d Managing Affirmative Action Requirements 80 3-7a Age Discrimination in Employment Act 95
3-3e Managing Racial and Ethnic Discrimination 3-7b Older Workers Benefit Protection Act 95
Issues 80 3-7c Managing Age Discrimination 95

3-4 Sex and Gender Discrimination Laws 3-8 Religion and Spirituality in the Workplace 96
and Regulations 81 3-8a Managing Religious Diversity 97
3-4a Pregnancy Discrimination 81
3-9 Managing Other Discrimination Issues 97
3-4b Equal Pay and Pay Equity 81
3-9a National Origin 97
HR COMPETENCIES & APPLICATIONS: Practices 3-9b Immigration Reform and Control Act 98
That Help Reduce the Gender Pay Gap 82 3-9c Language Issues 98
3-4c Managing Sex and Gender Issues 83 3-9d Military Status Protections 99
3-9e Appearance and Weight Discrimination 99
HR HIGHLIGHT: Gender Bias Negatively Impacts
Men Too 85 3-10 Diversity Training 100
3-4d Sexual Orientation 86 3-10a Components of Traditional Diversity
Training 100
3-4e Nepotism 86
3-10b Mixed Results for Diversity Training 100
3-4f Consensual Relationships and Romance
at Work 86 3-10c Improving Diversity Training Efforts 100

3-5 Sexual Harassment 86 Summary 101

3-5a Types of Sexual Harassment 87 Critical Thinking Challenges 101

3-5b Sexual Harassment Causes and Issues 88 Case: Hilton Turns to Veterans to Staff the Ranks 101
3-5c Preventing Sexual Harassment 88 Supplemental Cases: Conflict over an Employee’s
3-6 Disability Discrimination 88 Pregnancy at UPS; Worker Exploitation at Foxconn/
Hon Hai; Keep on Trucking; Mitsubishi Believes in
3-6a Rehabilitation Act 88 EEO—Now; Religious Accommodation? 102
HR COMPETENCIES & APPLICATIONS: Develop End Notes 103
Effective Harassment Training for Your
Employees 89

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 TA B L E O F C O N T E N T S ix

S E C T I O N 2
Jobs and Labor 109
CHAPTER4 4-5 Implementing Job Analysis 133
Workforce, Jobs, and 4-5a Plan the Job Analysis 134
Job Analysis 110 4-5b Prepare for and Introduce the Job
Analysis 134
HR HEADLINE: Preparing for Industry 4.0 111 4-5c Conduct the Job Analysis 134
4-5d Develop Job Descriptions and Job
4-1 The Workforce Profile 112 Specifications 134
4-1a Important Elements of the Workforce 4-5e Maintain and Update Job Descriptions and
Profile 113 Job Specifications 134

HR COMPETENCIES & APPLICATIONS: 4-6 Job Analysis Methods and Sources 135
Capitalizing on the Graying Workforce 116 4-6a Observation 135
4-6b Interviewing 136
HR PERSPECTIVE: Women Dig Mining 4-6c Questionnaires 136
Careers 118
4-6d O*Net 136
4-6e Sources of Information for Job Analysis 137
4-2 The Nature of Work and Jobs 119
4-2a Technology Transformation 119 4-7 Behavioral and Legal Aspects of Job
4-2b Workflow Analysis 120 Analysis 138
4-2c Job Design/Job Redesign 121 4-7a Current Incumbent Emphasis 138
4-2d Using Contingent Workers as Job Design 121 4-7b “Inflation” of Jobs and Job Titles 138
4-2e Common Approaches to Job Design 122 4-7c Employee and Managerial Concerns 138
4-2f Characteristics of Jobs to Consider in 4-7d Legal Aspects of Job Analysis 139
Design 123
4-2g Using Teams in Job Design 124 HR COMPETENCIES & APPLICATIONS: Writing
Appropriate Job Descriptions 140
HR COMPETENCIES & APPLICATIONS:
Telecommuting in the Global Business 4-8 Job Descriptions and Job
Environment 125 Specifications 141
4-8a Job Descriptions 141
4-3 Designing Flexible Jobs 126 4-8b Job Specifications 141
4-3a Place Flexibility: Telework 127 4-8c Performance Standards 141
4-3b Time Flexibility: Work Scheduling 128 4-8d Job Description Components 141

HR PERSPECTIVE: Flexing on the Front Summary 143

Line 129 Critical Thinking Challenges 143
4-3c Managing Flexible Work 130
Case: Chatting with the HR Chatbot 144
4-3d Flexibility and Work–Life Integration 130
Supplemental Cases: Unilever Jumps on the
4-4 Understanding Job Analysis 131 Flexible Work Bandwagon; Bon Secours Health
4-4a Purposes of Job Analysis 131
Care; The Reluctant Receptionist; Jobs and Work at
R. R. Donnelley; Flexible Work and Success at Best
4-4b Job Analysis Responsibilities 132
Buy 145
4-4c Task-Based Job Analysis 132
4-4d Competency-Based Job Analysis 133
End Notes 145

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x TA B L E O F C O N T E N T S

CHAPTER 5 5-7 Managing Retention 174

Individual/Organization Relations 5-7a Retention Assessment and Metrics 174
and Retention 148 HR COMPETENCIES & APPLICATIONS: Conducting
Exit Interviews 176
HR HEADLINE: Starwood Hotels’ Employees
Create Guest Experience 149 5-7b Retention Evaluation and Follow-Up 176

Summary 177
5-1 Individuals at Work 150
5-1a Individual Performance Factors 151 Critical Thinking Challenges 177
5-1b Individual Motivation 152 Case: Giving Time to Get Employees Engaged 178

HR ETHICS: Working with Slackers Hurts Supplemental Cases: Carolina Biological Uses Survey
Motivation 155 to Assess Worker Engagement; The Clothing Store;
Accenture: Retaining for Itself; Alegent Health 178
5-1c Management Implications for Motivating
Individual Performance 155 End Notes 179

5-2 Individual Workers and Organizational

Relationships 156 CHAPTER 6
5-2a Psychological Contract 157 Recruiting High-Quality Talent 182
5-2b Job Satisfaction and Commitment 158 HR HEADLINE: Artificial Intelligence Makes
HR PERSPECTIVE: Getting Engaged at PwC 160 Recruiting Smart 183

5-2c Employee Engagement, Loyalty, and 6-1 Recruiting 184

Organizational Citizenship 161
6-1a Strategic Recruiting and Human Resources
5-2d Organizational Trust 162
Planning 185
HR ETHICS: The Formula for Building
6-2 Strategic Recruiting Decisions 185
Trust 163
6-2a Assigning Responsibility for Recruiting 186
5-3 Employee Absenteeism 163 6-2b Employment Branding and Employer of
Choice 187
5-3a Types of Absenteeism 164
5-3b Controlling Absenteeism 164 HR COMPETENCIES & APPLICATIONS: Manage
5-3c Measuring Absenteeism 165 Your Employment Brand 188

5-4 Employee Turnover 166 6-2c Core versus Flexible Staffing 188
6-2d Recruiting and EEO: Diversity
5-4a Types of Employee Turnover 167
Considerations 190
5-4b Measuring Employee Turnover 168
HR PERSPECTIVE: Companies Recruit Millennials
HR PERSPECTIVE: All Aboard the Retention to Secure Age-Diverse Talent 192
Bus 169
6-3 Understanding Labor Markets 193
5-5 HR Metrics: Determining Turnover Costs 169
6-3a Elements of the Labor Market 193
5-5a Detailing Turnover Cost 170
6-3b Recordkeeping of Applications 194
5-5b Optimal Turnover 170
6-3c Different Labor Markets and Recruiting 195
5-6 Retaining Talent 171
HR COMPETENCIES & APPLICATIONS: Decoding
5-6a Myths and Realities about Retention 171 Military Résumés 196
5-6b Drivers of Retention 171
6-3d Recruiting Source Choices: Internal versus
5-6c Retaining Top Performers 173 External 197

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 TA B L E O F C O N T E N T S xi

6-4 Technology for Recruiting 197 CHAPTER 7

6-4a Social Media and Networking 197 Selecting Human Resources 220
6-4b Web-Based Recruiting Options 198
HR HEADLINE: Lights . . . Camera . . . Action!
6-4c E-Video and Recruiting 199
Firms Use Tryouts and Auditions to Hire
6-4d Gamification 199
Employees 221
6-4e Legal Issues in Internet Recruiting 200
6-4f Advantages of Using Technology in Recruiting 200 7-1 Selection and Placement 222
6-4g Disadvantages of Using Technology in
7-1a Placement 222
Recruiting 201
7-1b Selection Responsibilities 223
6-5 Internal Recruiting Methods 201
HR PERSPECTIVE: A Focus on Competencies for
6-5a Organizational Databases 202 Strategic Hiring 224
6-5b Job Posting 202
7-1c Selection, Criteria, Predictors, and Job
6-5c Employee-Focused Recruiting 203
Performance 225
HR PERSPECTIVE: Employee Referrals Go 7-1d Reliability and Validity 225
“Social” 204
HR COMPETENCIES & APPLICATIONS:
6-6 External Recruiting Sources 205 Understanding Errors in Selection Decision
Making 227
6-6a Media Sources 205
6-6b Competitive Recruiting Sources 206 7-1e Combining Predictors 229
6-6c Employment Agencies 206 7-2 The Selection Process 230
6-6d Labor Unions 206
7-2a Legal Considerations in Selection 231
6-6e Job Fairs and Creative Recruiting 206
7-2b Applicant Job Interest 231
6-6f Educational Institutions and Recruiting 207
7-2c Pre-Employment Screening 231
6-7 Recruiting Evaluation and Metrics 208 7-2d Applications and Résumés 232
6-7a Evaluating Recruiting Quantity and Quality 208 HR PERSPECTIVE: The Good Housekeeping Seal
6-7b Evaluating Recruiting Satisfaction 209 of Approval? 235
6-7c Evaluating the Time Required to Fill Openings 209
7-2e Security Concerns and Immigration
6-7d Evaluating the Cost of Recruiting 210 Verification 235
6-7e General Recruiting Process Metrics 210
6-7f Improving Recruiting Effectiveness 212 7-3 Selection Testing 236
7-3a Ability Tests 236
Summary 213
7-3b Personality Tests 237
Critical Thinking Challenges 213 7-3c Emotional Intelligence Tests 238
Case: General Electric Hires Marketing Expert to Build 7-3d Honesty and Integrity Tests 239
Employment Brand 214
HR PERSPECTIVE: Behavioral Assessments 240
Supplemental Cases: Finding Employees in the
Customer Database; FedEx’s Independent Contractors: 7-4 Selection Interviews 241
Is the Company Really Recruiting Employees?;
Recruiting at Kia; Northwest State College; Enterprise 7-4a Interview Quality 241
Recruiting 214 7-4b Structured Interviews 242
7-4c Less-Structured Interviews 242
End Notes 215

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xii TA B L E O F C O N T E N T S

HR COMPETENCIES & APPLICATIONS: Catching 7-5e Additional Selection Criteria 250

Star Employees 243 7-5f Making the Job Offer 251
7-4d Who Conducts Interviews? 244 7-6 Emerging Challenges and Best Practices 252
7-4e Effective Interviewing 244
7-6a Time to Hire and Related Concerns 252
7-4f Problems in the Interview 246
7-6b Best Practices for Employee Selection 252
7-5 Background Investigations 247 Summary 252
7-5a Negligent Hiring and Retention 247
Critical Thinking Challenges 253
7-5b Legal Constraints on Background
Investigations 247 Case: “To Test, or Not to Test, That Is the Question” for
7-5c Medical Examinations and Inquiries 248 Amtrak, Integra LifeSciences 253
Supplemental Cases: It’s All in the Family; Using Data
HR HIGHLIGHT: Ban-the-Box Legislation Affects
to Enhance Hiring Decisions; Full Disclosure on Sex
Hiring 249 Offenders?; Strategic Selection: A Review of Two
7-5d Previous Employment Checks and Personal Companies; Selecting a Programmer 254
References 249 End Notes 254

S E C T I O N 3
Talent Development 259
CHAPTER 8 8-4 Training Needs Assessment 272
Training Human Resources 260 8-4a Analysis of Training Needs 272
8-4b Establishing Training Objectives and
HR HEADLINE: Patagonia’s Multifaceted Priorities 273
Training Program 261
8-5 Training Design 274
8-1 Organizational Strategy and Training 262 8-5a Learner Characteristics 275
8-1a Strategic Training 263 8-5b Instructional Strategies 276
8-1b Investments in Training 263
HR COMPETENCIES & APPLICATIONS:
8-1c Organizational Competitiveness and
Training a Multigenerational Workforce 277
Training 264
8-5c Training Transfer 278
HR PERSPECTIVE: “3 . . . 2 . . . 1 . . . Lift Off!”
­NASA’s Knowledge Management Approach 8-6 Training Delivery 279
Aims for the Stars 266 8-6a Internal Training 281
8-6b External Training 282
8-2 Training and Human Resources 267
8-6c Combination Training Approaches 283
8-2a Legal Issues and Training 267
8-2b Training Categories 268 HR PERSPECTIVE: Building Talent 284
8-2c New Employee Orientation/Onboarding 269
8-7 Technology in Training Delivery 284
8-2d Orientation: Evaluation and Metrics 270
8-7a E-Learning: Online Training 284
8-3 Instructional Systems Design 271 8-7b Simulations and Games 285

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 TA B L E O F C O N T E N T S xiii

8-7c Mobile Learning 286 9-4 Careers and Career Planning 312
8-7d Pros and Cons of Technology-Supported 9-4a Changing Nature of Careers 312
E-Learning 287
9-4b Organization-Centered Career Planning 312
8-8 Training Evaluation 287 9-4c Individual-Centered Career Planning 314
8-8a Levels of Evaluation 287 9-4d Career Progression Considerations 316
8-8b Training Evaluation Metrics 288 9-4e Career Transitions 318
8-8c Training Evaluation Designs 289 9-5 Common Individual Career Challenges 318
Summary 290 9-5a Technical and Professional Workers 318
Critical Thinking Challenges 290 9-5b Women and Careers 319

Case: Bloomingdale’s Uses Interactive Platform to HR HIGHLIGHT: Talent Management Strategies

Improve Safety Knowledge 291 That Support Women’s Careers 320
Supplemental Cases: Saving Lives through Effective 9-5c Dual-Career Couples 320
Training; Using Performance Support to Improve
Learning; Training Crucial for Hotels; New Payroll 9-6 Developing Human Resources 321
Clerk; Onboarding in the Twenty-First Century 291 9-6a Possible Development Focuses 321
End Notes 292 9-6b Development Needs Analyses 322

HR COMPETENCIES & APPLICATIONS: Leveling

CHAPTER 9 Development Focus 323
Talent, Careers, and
9-7 Talent Development Approaches 324
Development 298
9-7a Job-Site Development Approaches 324
HR HEADLINE: Talent Development Leads to 9-7b Off-Site Development Approaches 325
Success at Hilton Worldwide 299
9-8 Management and Leader Development 326
9-1 Talent Management as Strategy 300 9-8a Problems with Management Development
Efforts 326
9-2 Talent Management in Perspective 301 9-8b Supervisor Development 327
9-8c Leadership Development 328
HR COMPETENCIES & APPLICATIONS: Managing
Talent for Success 302 HR PERSPECTIVE: Playing the Leadership
Game 328
9-2a Talent Management Information Systems
and Technology 303
Summary 330
9-2b Scope of Talent Management 303
9-2c High-Potential Individuals 305 Critical Thinking Challenges 331
Case: Western Union Program Guides Team
HR ETHICS: HiPo or Non-HiPo? 306
Development 331
9-3 Succession Planning 307 Supplemental Cases: Walmart’s Boot Camp for Top
Leaders; Leadership Leverage; Equipping for the Future;
9-3a Succession Planning Process 308
Developed Today, Gone Tomorrow 332
9-3b Succession Planning Decisions 309
9-3c Benefits of Succession Planning 310
End Notes 332

HR COMPETENCIES & APPLICATIONS: Do’s and

Don’ts of Succession Planning 311

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xiv TA B L E O F C O N T E N T S

CHAPTER 10 10-4d Self-Ratings 353

Performance Management and 10-4e Outsider/Customer Ratings 353
10-4f Multisource/360-Degree Rating 354
Appraisal 338
HR ETHICS: Building Ethics with Multisource
HR HEADLINE: Improving the Health of Appraisals and Coaching 355
Performance Management at JBS United 339
10-5 Methods for Appraising Performance 356
10-1 The Nature of Performance Management 340
10-5a Graphic Rating Scales 356
10-1a Global Cultural Differences in Performance
10-5b Comparative Methods 358
Management 341
10-5c Narrative Methods 360
10-1b Performance-Focused Organizational Cultures 341
10-5d Goal Setting and Management by Objectives 360
HR COMPETENCIES & APPLICATIONS: SHRM
HR COMPETENCIES & APPLICATIONS:
Develops Recommended Performance
Mentorships Require Dynamic Goal Setting 361
Management Standard 342
10-5e Combinations of Methods 362
10-2 Identifying and Measuring Employee
Performance 343 10-6 Training Managers and Employees in
­Performance Appraisal 362
HR PERSPECTIVE: Exposing Dead Wood 344 10-6a Rater Errors 363
10-2a Types of Performance Information 345
10-7 Appraisal Feedback 364
10-2b Performance Standards 346
10-7a The Appraisal Discussion 364
10-3 Performance Appraisals 347 10-7b Reactions of Managers and Employees 364
10-3a Uses of Performance Appraisals 348 10-7c Effective Performance Management 365
10-3b Performance Appraisals and Ethics 350 10-7d Performance Management 2.0 365
10-3c Decisions about the Performance Appraisal Summary 366
Process 350
10-3d Legal Concerns and Performance Critical Thinking Challenges 366
Appraisals 351 Case: Deloitte Revolutionizes Performance
Management 367
HR COMPETENCIES & APPLICATIONS: Elements
of a Legal Performance Appraisal System 351 Supplemental Cases: Microsoft Jettisons Stack
Rankings; Performance Management at Netflix;
10-4 Who Conducts Appraisals? 352 Performance Management Improvements for
Bristol-Myers Squibb; Building Performance
10-4a Supervisory Ratings of Subordinates 352 through Employee Participation; Unequal/Equal
10-4b Employee Ratings of Managers 352 Supervisors 368
10-4c Team/Peer Ratings 353 End Notes 368

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 TA B L E O F C O N T E N T S xv

S E C T I O N 4
Compensation 371
CHAPTER 11 11-5c Pay Surveys 391
Total Rewards and 11-6 Pay Structures 392
Compensation 372 11-6a Pay Grades 392
11-6b Pay Ranges 393
HR HEADLINE: GoDaddy Go! 373
11-6c Individual Pay 394
11-1 Nature of Total Rewards and 11-7 Determining Pay Increases 395
Compensation 374
11-7a Performance-Based Increases 395
11-1a Components of Compensation 375
11-7b Standardized Pay Adjustments 396
11-2 Laws Governing Compensation 376 11-7c Compensation Challenges 397
11-2a Fair Labor Standards Act 376 11-8 Variable Pay 397
11-2b Pay Equity Laws 379
11-8a Effective Variable Pay 399
11-2c Independent Contractor Regulations 379
11-8b Three Levels of Variable Pay 400
11-2d Pay for Internships 380
11-8c Individual Incentives 400
HR ETHICS: To Pay or Not to Pay? 380
HR COMPETENCIES & APPLICATIONS:
11-2e Additional Laws Affecting Tracking Time and Motion 401
Compensation 381
11-8d Team Incentives 402
11-3 Strategic Compensation Decisions 381
HR COMPETENCIES & APPLICATIONS: Getting
11-3a Organizational Climate and Compensation
Free Riders off the Train 403
Philosophies 381
11-3b Communicating Pay Philosophy 382 11-8e Organizational Incentives 404
11-3c Administrative Responsibilities 382 11-9 Special Pay Situations 404
11-4 Compensation System Design Issues 383 11-9a Sales Compensation 405
11-4a Motivation Theories and Compensation 11-9b Executive Compensation 405
Philosophies 383
11-10 
Human Resource Metrics and
11-4b Compensation Fairness and Equity 384
Compensation 405
11-4c Market Competitive Compensation 385
Summary 406
HR COMPETENCIES & APPLICATIONS: Is It
Better to Know? 386 Critical Thinking Challenges 407
11-4d Competency-Based Pay 388 Case: Should Private-Sector Employees Get
11-4e Global Compensation Issues 388 Compensatory Time? 407
Supplemental Cases: Establishing Pay at United
11-5 Developing a Base Pay System 388 Grinding Technologies Incorporated; Want to
11-5a Job Evaluation Methods 389 Earn a Bonus? Work for Uncle Sam; Is the FLSA
11-5b Market Pricing 390 a Dinosaur?; Pay for Performance Enhances
Employee ­Management at Scripps Health; Best Buy
HR COMPETENCIES & APPLICATIONS: Point Pays Big Bucks for CEO; Sodexo Incentives 408
Factor Example 390 End Notes 408

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xvi TA B L E O F C O N T E N T S

CHAPTER 12 12-7b Health Care Reform Legislation 430

Managing Employee Benefits 412 12-7c Employer-Sponsored Plans 431
12-7d Controlling Health Care Benefit Costs 432
HR HEADLINE: Thinking Outside of the Box 413 12-7e Wellness Initiatives and Other Innovative
Health Care Programs 433
12-1 Benefits and HR Strategy 415 12-7f Health Care Legislation 434
12-1a Benefits as a Competitive Advantage 415
HR COMPETENCIES & APPLICATIONS: Well-Being
12-1b Tax-Favored Status of Benefits 416
Leads to Higher Productivity 435
HR COMPETENCIES & APPLICATIONS: Gross-Up 12-7g Dental and Vision Coverage 436
Pay Calculation 416
12-8 Financial Benefits 436
12-1c Global Benefits 417
12-1d Public-Sector Benefits 417 12-8a Insurance Benefits 436
12-1e Types of Benefits 417 12-8b Financial Services 437
12-8c Education Assistance 437
12-2 Managing Benefits 418
HR PERSPECTIVE: Cooking Up Financial
12-2a Benefits Design 418
Health 438
12-3 Benefits Administration, Technology, 12-8d Severance Pay 439
and Communication 420
12-9 Family-Oriented Benefits 439
12-3a Benefits Measurement 421
12-3b Benefit Cost Control 422 12-9a Family and Medical Leave Act 439
12-3c Benefit Communication 422 12-9b Family-Care Benefits 440

12-4 Legally Required Benefits 423 12-10 Paid-Time-Off Benefits 441

12-4a Social Security and Medicare 423 12-10a Vacation Pay 441
12-4b Workers’ Compensation 423 HR PERSPECTIVE: Banking on Maternity
HR COMPETENCIES & APPLICATIONS: “One Assistance 442
Toke over the Line”—No Coverage for Medical 12-10b Holiday Pay 442
Marijuana 424 12-10c Leaves of Absence 443
12-4c Unemployment Compensation 425 12-10d Paid-Time-Off Plans 443
12-4d Additional Legally Required Benefits 425 12-10e Employee-Paid Group Benefits 443

12-5 Retirement Benefits 425 Summary 444

12-5a Retirement Plan Concepts 426 Critical Thinking Challenges 444

12-5b Retirement Plans 427 Case: The City in Red 445
12-6 Legal Regulation of Retirement Benefits 429 Supplemental Cases: Limited Caps Technology to
Communicate Benefits; Creative Benefits Tie Employees
12-6a Employee Retirement Income Security Act 429 to the Company; Delivering Benefits; Benefiting
12-6b Retirement Benefits and Age Discrimination 429 Connie; Strategic Benefits at KPMG Canada 445
12-7 Health Care Benefits 430 End Notes 446
12-7a Increases in Health Benefit Costs 430

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 TA B L E O F C O N T E N T S xvii

S E C T I O N 5
Employee Relations and Global Human
­Resource Management 451
CHAPTER 13 13-4b Emotional/Mental Health 473
Risk Management 13-4c Stress and Burnout 474
13-4d Smoking at Work 474
and Worker Protection 452
13-4e Health Promotion 475
HR HEADLINE: Industries Pushed Around by
13-5 Workplace Security Concerns 476
Workplace Bullying 453
13-5a Security Management 477
13-1 Safety and Health Regulations 455 13-5b Employee Screening and Selection 477
13-1a Workers’ Compensation 455 HR COMPETENCIES & APPLICATIONS:
13-1b Americans with Disabilities Act and Dangers of BYOD 478
Safety Issues 457
13-1c Child Labor Laws 457 13-5c Security Personnel 478
13-1d Legal Issues Related to Work 13-5d Workplace Violence 479
Assignments 457 13-6 Disaster Preparation and Recovery
HR ETHICS: What Is the Real Cost of Your Planning 481
iPhone? 459 13-6a Disaster Planning 482

13-2 Occupational Safety and Health Act 460 Summary 483

13-2a OSHA Enforcement Actions and Results 460 Critical Thinking Challenges 484
13-2b Workplace Safety Standards 462 Case: Companies Partner to Promote Active
13-2c OSHA Recordkeeping Requirements 463 Work Cultures 484
13-2d OSHA Inspections 465 Supplemental Cases: Building a Culture of
Safety; Wellness Programs Help the Bottom
13-3 Safety Management 466
Line; Data Security; What’s Happened to Bob?;
13-3a Organizational Commitment to Safety 467 Communicating Safety and Health Success 485
13-3b Safety Policies, Discipline, and End Notes 485
Recordkeeping 467
13-3c Safety Training and Communication 467
13-3d Effective Safety Committees 467 CHAPTER 14
13-3e Inspection, Investigation, and Employee Rights
Evaluation 468
and Responsibilities 492
13-3f Accident Reduction Using Ergonomics 468
13-3g Approaches for Effective Safety HR HEADLINE: Google Fires Employee over
Management 469 Diversity Memo 493
13-3h Measuring Safety Efforts 470
14-1 Employer and Employee Rights
13-4 Employee Health and Wellness 470 and Responsibilities 494
13-4a Substance Abuse 470 14-1a Contractual Rights 495
HR COMPETENCIES & APPLICATIONS: HR PERSPECTIVE: Building Cars by Building
Calculating Incidence Rates 471 Workers 496

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xviii TA B L E O F C O N T E N T S

14-1b Implied Contracts 497 Case: Fidelity Deals with Workplace Bullying
and Harassment 524
14-2 Rights Affecting the Employment
Relationship 498 Supplemental Cases: How Special Is That Sandwich?;
Dealing with Workplace Bullying; George Faces
14-2a Employment at Will 498 Challenges; Employer Liable for “Appearance
14-2b Just Cause 499 Actions” 524
14-2c Due Process 500
End Notes 525
14-2d Organizational Justice 500
14-2e Alternative Dispute Resolution 502
CHAPTER 15
HR COMPETENCIES & APPLICATIONS: Setting Up
Union–Management Relations 530
an Alternative Dispute Resolution Process 503
HR HEADLINE: Whole Foods Must Ditch
14-3 Managing Individual Employee and Employer Its No-Recording at Work Policy 531
Rights Issues 504
14-3a Privacy Rights and Employee Records 504 15-1 Perspectives on Unionization 532
14-3b Employees’ Free Speech Rights 505 15-1a Why Employees Unionize 532
14-3c Technology and Employer–Employee Issues 506 15-1b Why Employers Resist Unions 533
14-3d Employee Rights and Personal Behavior
Issues 508 15-2 Union Membership in the United States 534
15-2a Reasons for U.S. Union Membership
14-4 Balancing Employer Security and Employee Long-Term Decline 535
Rights 509
15-2b Public-Sector Unionism 538
14-4a Workplace Monitoring 509 15-2c Unions Fighting for Survival 538
HR COMPETENCIES & APPLICATIONS: Caught in 15-3 U.S. Labor Laws 539
the Crosshairs 510 15-3a Early Labor Legislation 540
14-4b Employer Investigations 511 15-3b Wagner Act (National Labor Relations Act) 540
15-3c Taft-Hartley Act (Labor Management
HR ETHICS: Is Somebody Out There
Relations Act) 541
Watching Me? 511
HR COMPETENCIES & APPLICATIONS: Unfair
14-5 Human Resource Policies, Procedures, Labor Practices 542
and Rules 514
15-3d Landrum-Griffin Act (Labor Management
14-5a Employee Handbooks 515 Reporting and Disclosure Act) 544
14-5b Communicating Human Resource 15-3e Significant NLRB Activities
Information 516 and Rulings 544
HR COMPETENCIES & APPLICATIONS: Taking Your 15-4 The Union Organizing Process 546
Handbook Online 517
15-4a Organizing Campaign 546
15-4b Authorization Cards 548
14-6 Employee Discipline 518
15-4c Representation Election 548
14-6a Effective Discipline 518
14-6b Approaches to Discipline 519 HR COMPETENCIES & APPLICATIONS:
14-6c Challenges in Employee Discipline 520 Unionization Do’s and Don’ts 550
14-6d Termination: The Final Disciplinary Step 521 15-4d Certification and Decertification 550
Summary 523 15-4e Contract Negotiation (Collective
Bargaining) 551
Critical Thinking Challenges 523

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 TA B L E O F C O N T E N T S xix

15-5 Collective Bargaining Issues 551 HR HIGHLIGHT: Driving a Revolution 574

15-5a Management Rights 551 16-2b International Orientations 574
15-5b Union Security 552 16-2c Global Business Approaches 575
15-5c Classification of Bargaining Issues 552 16-2d Managing Across Cultures 577

15-6 Collective Bargaining Process 553 HR ETHICS: Worked to Death 578

15-6a Preparation and Initial Demands 553 16-2e Global Human Resource Management 578
15-6b Continuing Negotiations 554
16-3 Global Staffing Strategies 579
15-6c Settlement and Contract Agreement 554
16-3a Types of Global Employees 579
15-6d Bargaining Impasse 555
16-3b Global Labor Markets 580
15-6e Strikes and Lockouts 555

HR PERSPECTIVE: Labor Agreement Takes 16-4 Compensation in a Global Organization 581

Flight 556
HR COMPETENCIES & APPLICATIONS: Latin
15-6f Trends in Union−Management Negotiations 557 American Firms Face Staffing Problems 582
15-7 Union−Management Cooperation 557 16-4a Pay around the World 582
16-4b Global Variable Pay 584
15-7a Employee-Involvement Programs 557
16-4c Compensation for International
15-7b Unions and Employee Ownership 558
Assignments 584
15-8 Resolving Disputes 558
HR COMPETENCIES & APPLICATIONS: Variable
15-8a Grievance Procedures 558 Pay around the World 585
15-8b Steps in a Grievance Procedure 559
16-4d Employee Benefits around the World 585
Summary 560
16-5 Global Employee and Labor Relations 587
Critical Thinking Challenges 560
16-5a Unions in the Global Arena 587
Case: Interest in Student Unionization on the Rise 561 16-5b International Union Issues 587
Supplemental Cases: Driving Away the UAW; Teamsters 16-5c Global Labor Organizations 588
and the Fraternal Order of Police (FOP); The Wilson 16-5d The United States and Global Differences 589
County Hospital; Walmart and Union Prevention 562
16-6 Global Talent Development 589
End Notes 562
16-6a Global Assignment Training 589
16-6b Global Leadership Development 590
CHAPTER 16
HR COMPETENCIES & APPLICATIONS: Assessing
Global Human Resource Cultural Competence 591
Management 568
16-6c Global Career Concerns 592
HR HEADLINE: Big, Bigger, Biggest 569
Summary 593
16-1 Managing in a Global Context 570 Critical Thinking Challenges 593
16-1a Economic Interdependence 570 Case: Winning at Carlsberg 594
16-1b Global and Regional Alliances 571 End Notes 595
16-1c Population & Demographic Trends 572

16-2 Becoming a Global Company 573

16-2a Reasons for Global Expansion 573

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xx TA B L E O F C O N T E N T S

APPENDIX A APPENDIX E
Sample HR-Related Job Descriptions Uniform Guidelines on Employee
and Job Specifications 599 Selection 613

APPENDIX B APPENDIX F
PHR® and SPHR®
Exam Eligibility Pre-Employment Inquiries 617
Requirements 601
APPENDIX G
APPENDIX C Equal Employment Opportunity
Human Resource Management Enforcement 619
Resources 607
Glossary 623
APPENDIX D Author Index 632
Major Federal Equal
Subject Index 639
Employment Opportunity Laws
and Regulations 611

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 PREFACE

In comparing the sixteenth edition of Human Resource Management with the first edition, the
evolution that has occurred in the HR field is very apparent. Because we have carefully researched
and recorded the changes in this book, we are told it has become the leader in both the academic
and professional segments of the market. The book is a longtime standard in HR classes, and the
authors are very gratified that their efforts are appreciated by so many.
While developing this text, we paid close attention to presenting information at an appropri-
ate reading level and length, using many practical examples, and offering other learning d ­ evices
to make the book more “student friendly.” It is also worth noting that the authors have all r­ eceived
teaching and/or research awards, which illustrates knowledge of what it takes to effectively com-
municate the latest HR information both orally and in written form.
Casual comments from colleagues reveal a lack of clarity about how one successfully revises
a textbook in a field that changes as rapidly as Human Resources. There are many hundreds of
articles in the academic and professional literatures that have appeared in the three years since
our last book was researched. When business examples from the Wall Street Journal, Bloomberg
Businessweek, HR Magazine, and other trade publications are added, the number is staggering.
These articles, as well as the themes that appear in them, represent the changing nature of the
subject matter in HR and supplement the overall knowledge of the field. Consequently, this in-
formation must be added to a university text that effectively summarizes key HR issues. This
book has provided a comprehensive overview of the HR profession for many editions, and it has
successfully done that again in this current edition. You can be confident it contains the most
current content that reflects the current HR practices used in organizations.
The field of HR management is different from some other areas of business. There is a definite
academic/research side that explores new theories and knowledge, but HR has a more professional/
applied side as well. Just ask leaders who deal with HR issues on a daily basis. This text focuses on
both sides of the HR field, which has resulted in the book being used by many individuals to prepare
for certification in the HR profession. Our approach has always been that both perspectives are very
important in understanding the field, and this strategy is continued in the sixteenth edition.

The Sixteenth Edition

HR takes place in an environment that changes rapidly and impacts practice, resulting in nec-
essary changes to the book being recognized between editions. The sixteenth edition identifies
these changes and explains how they are being managed in the field. A few of the most significant
characteristics of the sixteenth edition are detailed next. This new edition also contains a number
of other positive content attributes that have been carried forward from previous editions, and
you will find them throughout the text.

Global Human Resource Management

Business is global in scope and practice, a reality that has dramatically changed the HR profes-
sion over the years. Offshoring, global mergers and acquisitions, and cultural differences rep-
resent some of the issues that HR departments face. The sixteenth edition includes a chapter
dedicated exclusively to the global opportunities and challenges that exist within the field of HR.
In addition, various global topics are investigated to provide additional coverage of international
HR concerns in this textbook. Global material is highlighted with a “global” icon.

Compensation Chapter Consolidation

To more efficiently present topics related to essential compensation issues, we combined two
previous chapters on pay into one more succinct chapter on compensation. This streamlined
xxi

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xxii PREFACE

approach to compensation focuses on the issues that are most likely relevant to the new HR prac-
titioner or line manager.

“What’s Trending” Chapter sections

Human resource management is a complex field, so highlighting all the current trends can be
difficult. However, there are a number of issues that are currently affecting organizations, par-
ticularly with regard to how they manage people at work. Employees are expected to have the
proper knowledge, skills, and abilities to perform in a workplace that has many challenges and
new expectations, which requires organizations to implement practices that help employees get
better at what they do and perform well. Each chapter provides an overview of the current trends
pertaining to the particular topics explored.

HR Highlight Feature
A new HR Highlight feature appears in the sixteenth edition that explores topical HR issues in
the profession. This feature focuses on generalized subject matter not specifically tied to compa-
nies, making the content different from the HR Perspective and HR Competencies & Applica-
tions features that have been mainstays in this textbook over many editions. The HR Highlight
feature instead introduces specific topics that require concerted intervention on the part of HR
professionals, as well as the development of sound organizational practices by HR departments.

HR Ethics
The study of ethics is emphasized in the academic business community, and HR is a fertile area
for the practical application of ethics material. The potential for unethical dealings in compen-
sation, staffing, Equal Employment Opportunity (EEO), and other areas is significant and prob-
lematic. At a minimum, investigation of these issues can provide a basis for discussion of HR
ethics in the classroom, hopefully leading to greater consideration of ethical challenges in the HR
profession. There is an HR “ethics” icon where HR ethics issues are covered.

Measuring HR Effectiveness, Strategy, and Leadership

The trend toward holding HR groups accountable for corporate performance has expanded, g­ iving
HR professionals a “seat at the strategic table.” The days when HR managers could be successful be-
cause “they just love working with people” are long gone. HR leaders must be effective leaders who
effectively shape the strategic direction of organizations. Benchmarking, ­metrics, and now analytics
are a part of the analysis of how well HR is doing its job. The sixteenth ­edition uses a “metrics” icon
to indicate where material on measuring HR is covered throughout the book. In addition, new
“strategy” and “leadership” icons are included in various chapters to highlight where these topical
areas are covered. Such attention to measurement, strategy, and leadership is welcome, as it docu-
ments how HR shapes and contributes to organizational goals in tangible ways.

Organization of the book

• Each chapter opens with a new “HR Headline” designed to introduce chapter material with
a real company dilemma or problem. Learning objectives are provided at the beginning of
each chapter.
• The latest trends and cutting-edge practices are highlighted at the beginning of each chapter
in the “What’s Trending” feature.
• Chapters contain a mix of four boxed features designed to convey different types of content:
HR Perspective sections provide real examples of how companies deal with the issue covered.
HR Competencies &Applications provide a “how to do it” view of the material based on key
competencies identified in many professional models of HR. HR Ethics features highlight

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 PREFACE xxiii

some of the ethical issues encountered in the profession. Finally, HR Highlight features
navigate current issues in the field of HR.
• Each chapter ends with a point-by-point “Summary.”
• The “Critical Thinking Challenges” at the end of each chapter provide questions and
exercises that allow readers to apply what has been learned in each chapter.
• New in-depth end-of-chapter cases showcase HR innovations in current organizations and
present readers with a chance to critically assess the effectiveness of innovative people practices.
Material is organized around five sections:
• The Environment of Human Resource Management
• Jobs and Labor
• Talent Development
• Compensation
• Employee Relations and Global Human Resource Management
This edition presents both the continuity and changes occurring within human resource
management. The chapters in each section will be highlighted next, along with some of the topics
explored in each chapter.

Section One: The Environment of Human Resource Management

Section One contains chapters emphasizing the changing environment in which HR operates, as
well as how HR can effectively adapt. Chapter 1 explains why HR is needed and how employees
can function as key assets for an organization. Basic HR functions and current HR challenges
are covered, and ethics and HR as a career field are discussed. Different HR competencies that
are important in the profession are also explored in this edition. Chapter 2 discusses two pri-
mary ways of dealing with the changing environment—strategy and HR planning. The strategic
planning process and HR’s role in it are covered. A process for conducting HR planning is iden-
tified, including environmental analysis, assessing internal and external labor markets, and man-
aging imbalances. The chapter also covers HR metrics and analytics and presents benchmarking
and balanced scorecard processes. Good and bad strategy distinctions, HR analytics, and the
HR ­audit are among topics investigated. Chapter 3 deals with the EEO environment, including
legal requirements and concepts. This comprehensive chapter also investigates the challenges
presented by EEO issues. Gender inequity in compensation, discrimination based on sexual ori-
entation, and religious discrimination/accommodation are discussed.

Section Two: Jobs and Labor

Section Two looks at people, the jobs they do, and how to bring these two factors together for the
purposes of accomplishing work requirements. Chapter 4 profiles the U.S. workforce participation
rates and skills gaps, before turning to the nature of jobs, including job design and redesign, flexi-
bility, telework, and work–life balance. The chapter then presents the most comprehensive coverage
of job analysis available in a basic HR text. Treatment of the workforce is also covered, as is pre-
sentation of jobs and flexible work opportunities. Chapter 5 investigates the individual–organiza-
tional relationship and retention. Individual performance factors, including a very brief summary
of the leading work motivation ideas and the psychological contract, are identified. ­Absenteeism
and turnover, including measurement issues, are covered. The discussion then turns to retaining
employees and the available management options for improving retention. The focus on individual
performance factors is emphasized, as is employee engagement, loyalty, and drivers of retention for
high-performing employees. Chapter 6 considers labor markets and recruiting. Online recruiting
and the other common recruiting methods are examined, and this information is followed by a
comprehensive look at measuring the success of recruiting. Recruiting and employer ethics and
the use of technology and social media in recruiting are expanded. Chapter 7 looks at placement,
selection testing, interviewing, and background investigations, among other topics. The concept of
person/environment fit as part of the selection and placement processes is also presented.

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xxiv PREFACE

Section Three: Talent Development

Section Three considers bringing people along in their careers in organizations through training,
talent management, and career and performance management. Chapter 8 explores different poten-
tial strategies for training in the organization. A comprehensive model of the training process leads
ultimately to training delivery and evaluation. Issues associated with sales training, the expansion
of e-learning (online training) and m-learning (using mobile devices) based on new research, and
the increased use of simulation and games in training are also covered. Chapter 9 looks at talent
management, leadership development, succession planning, and career issues, topics that have
been very much in the literature since the last edition. This is reflected through the entire chapter,
with special emphasis on integrating talent management into the organization’s strategy and ideas
for keeping high performers invested in their jobs. Chapter 10 considers identifying and measuring
employee performance. Performance appraisal with all its pros and cons is covered, as well as hints
for the appraisal interview. In this edition, various issues surrounding performance appraisal are
reviewed, and the voluminous new literature in performance has been reviewed and integrated.

Section Four: Compensation

Section Four summarizes compensation, incentives, and benefits. Chapter 11 introduces basic
compensation, incentive pay programs, total rewards, and the development of a pay system.
This edition covers strategic compensation decisions, linkage of pay to motivation theories, and
current compensation challenges, including gender parity and variable pay options. Chapter 12
explains the different types of benefits that organizations offer, as well as how to effectively
­administer and manage these benefits so that employees are satisfied. New or expanded content
includes international benefits, the Patient Protection and Affordable Care Act, outsourcing
benefit administration, and technology-driven, self-service benefits administration.

Section Five: Employee Relations and Global Human Resource

Management
Section Five covers risk and safety, employee rights and responsibilities, unions, and global HR. Chap-
ter 13 looks at threats to the well-being of both organizations and employees. OSHA, legal require-
ments for well-being, safety management, and security concerns are specified. Expanded discussions
of medical marijuana, counterproductive employee behaviors, and drug testing are provided. Chapter
14 looks at rights existing in the employment agreement, including privacy rights, workplace monitor-
ing, investigations, and discipline. This edition also covers alternative dispute-resolution techniques,
as well as employee rights and ethical issues. Chapter 15 evaluates the union-management relationship
through labor laws, history, collective bargaining, and grievance management. Material on politics
and unionization, changes in union membership, and union tactics is also presented. Finally, Chapter
16 explores global issues in the HR profession. Particular emphasis is placed on the various opportu-
nities and challenges that HR practitioners face when they manage others in international contexts.

Appendices
To keep the chapters sized appropriately, yet provide additional specific information, the book
­contains seven appendices. These provide HR job descriptions, details on the PHR® and SPHR®
­Bodies of Knowledge/competence for HR certification, HR literature, EEO laws, Uniform Guide-
lines, illegal preemployment inquires, and EEO enforcement.

Supplements
Instructor’s Resource Website
The Instructor’s Resource website puts all of the core resources in one place. The website con-
tains the Instructor’s Manual, Test Bank, and PowerPoint presentation slides.

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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
 PREFACE xxv

• Instructor’s Manual: The Instructor’s Manual represents one of the most exciting and useful aids
available. Comprehensive teaching materials are provided for each chapter—including overviews;
outlines; instructor’s notes; suggested answers to end-of-chapter Critical Thinking Challenges;
suggested questions for the “HR Headline,” “HR Perspective,” “HR Ethics,” “HR Competencies
& Applications,” and “HR Highlight” features; suggested answers to the end-of-chapter case
questions; and suggested questions and comments on the supplemental cases for each chapter.
• Cognero Test Bank: The test bank contains more than 1,600 questions, including multiple-
choice, true/false, and essay questions. Questions are additionally identified by type—
definition, application, and analytical—and also include AACSB tags for general (NATIONAL)
and topic-specific (LOCAL) designations.
• PowerPoint Slide Presentation: The PowerPoint presentation contains approximately 400 slides
to aid in class lectures.

MindTap
MindTap is the digital learning solution that helps instructors engage students and relate HR manage-
ment concepts to their lives. Through interactive assignments, students connect HR management con-
cepts to real-world organizations and say how managers should perform in given situations. F ­ inally,
all activities are designed to teach students to problem-solve and think like management leaders.
Through these activities, real-time course analytics, and an accessible reader, MindTap helps you turn
cookie cutter into cutting edge, apathy into engagement, and memorizers into h ­ igher-level thinkers.

Acknowledgments
The success of each edition of Human Resource Management can largely be attributed to our
­reviewers, who have generously offered both suggestions for improvements and new ideas for the
text. We sincerely thank the following reviewers:

Deloris Oliver LeMoyne-Owen College

David F. Orf Webster University
Vallari Chandna University of Wisconsin-Green Bay
Clare A Francis University of North Dakota
Kathleen Jones University of North Dakota
Dr. Sheri Bias Saint Leo University
Dr. Dave Calland Liberty University
LCDR Thomas R. Kelley, USN, Ret. Averett University
Robert W. Sopo Carnegie Mellon University
A. Eads Texas A&M University-Central Texas
The authors also wish to thank the publishing team at Cengage Learning: Bryan Gambrel,
­Product Director; Mike Giffen, Product Manager; Kim Kusnerak, Content Manager; Jennifer
Ziegler, Project Manager, Production Vendor Management; and Anubhav Kaushal, Project Manager
(at Lumina Datamatics).
As the authors, we are confident the sixteenth edition of Human Resource Management will
continue to set the standard for the Human Resource field. As the users of the text, we certainly
hope you agree.
Sean R. Valentine
Patricia A. Meglich, SPHR, SHRM-SCP
Robert L. Mathis, SPHR
John H. Jackson

Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
 ABOUT THE AUTHORS

Sean R. Valentine Dr. Sean R. Valentine is Professor of Management and the Robert Page
Endowed Professor of Leadership and Ethics at the University of North Dakota. Originally
from Texas, he received a BS in Management/Human Resources from Park University; a
BS in Hotel, Restaurant, and Tourism Management from New Mexico State University; an
MBA in Business Administration from Texas State University; and a DBA in Management
from Louisiana Tech University. He was employed in the hospitality industry for many years
and was an officer in the Army National Guard. During his academic career, Dr. ­Valentine
published more than 75 articles in journals such as Human Resource Management, Human
Relations, Human Resource Development Quarterly, Employee Responsibilities and Rights Jour-
nal, Journal of Business Research, Journal of Business Ethics, Journal of Personal Selling & Sales
Management, Contemporary Accounting Research, and Behavioral Research in Accounting. His
primary research and teaching interests include human resource management, business eth-
ics, and organizational behavior, and he has received numerous awards and other recognition
for his work. He also has consulted with a variety of organizations on different business mat-
ters, including workplace incivility, business ­ethics, and customer service.
Patricia A. Meglich Dr. Patricia A. Meglich is Associate Professor of Management at the
University of Nebraska at Omaha. Born and raised in Ohio, she earned her BSBA from Bowl-
ing Green State University, MBA from Cleveland State University, and PhD from Kent State
University. Prior to entering academia, she spent 20 years as the human resources director for
an automotive supplier, where she designed and implemented talent management programs
and participated in numerous acquisitions and business process reengineering initiatives.
Dr. Meglich was active in professional activities with SHRM and was awarded the national
SHRM Award for Professional Excellence. She is certified SPHR and SHRM-SCP. She has
published numerous articles in scholarly journals such as ­Employee Rights and Responsibili-
ties, Journal of Leadership and Organizational Studies, and the P­ ersonnel Review. She has de-
veloped several learning modules and course materials for SHRM and has received a number
of teaching awards at UNO. She serves as a visiting professor at the University of Ljubljana
(Slovenia) and the Management Center of Innsbruck (Austria). She is committed to bridging
research to the practice of HR and ensuring that HR professionals have the timely, relevant
information that is needed to successfully lead their organizations to success.
Robert L. Mathis Dr. Robert L. Mathis is Professor Emeritus of Management at the
­University of Nebraska at Omaha (UNO). He received his BBA and MBA from Texas Tech
University and PhD in Management and Organization from the University of ­Colorado.
At UNO, he received the Excellence in Teaching award. Dr. Mathis has coauthored several
books and published numerous articles covering a variety of topics. He also held national
offices in the Society for Human Resource Management (SHRM) and served as president
of the Human Resource Certification Institute (HRCI). He is certified as a Senior Profes-
sional in Human Resources (SPHR) by HRCI.
John H. Jackson Dr. John H. Jackson is Professor Emeritus of Management at the ­University
of Wyoming. Born in Alaska, he received his BBA and MBA from Texas Tech University.
He worked in the telecommunications industry in human resources management for sev-
eral years before completing his PhD in Management and Organization at the University of
­Colorado. During his academic career, Dr. Jackson authored six other college texts and more
than 50 articles and papers, including those appearing in Academy of Management Review,
Journal of Management, Human Resource Management, and Human Resources Planning. He
has consulted with a variety of organizations on HR and management development matters
and has served as an expert witness in a number of HR-related cases. At the University of
Wyoming, he served four terms as department head in the Department of Management and
Marketing. Dr. Jackson received the university’s highest teaching award and has been rec-
ognized for his work with two-way interactive television for MBA students. Two Wyoming
governors have appointed him to the Wyoming Business Council and the Workforce Devel-
opment Council. Dr. Jackson serves as president of ­Silverwood Ranches, Inc.
xxvi

Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Random documents with unrelated
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 Cybersecurity - Problem Set
Winter 2025 - Academy

Prepared by: Associate Prof. Smith

Date: August 12, 2025

Methodology 1: Research findings and conclusions

Learning Objective 1: Practical applications and examples
• Ethical considerations and implications
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Learning Objective 2: Best practices and recommendations
• Interdisciplinary approaches
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Learning Objective 3: Comparative analysis and synthesis
• Ethical considerations and implications
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Learning Objective 4: Study tips and learning strategies
• Fundamental concepts and principles
- Sub-point: Additional details and explanations
- Example: Practical application scenario
Learning Objective 5: Study tips and learning strategies
• Theoretical framework and methodology
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Important: Historical development and evolution
• Learning outcomes and objectives
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Practice Problem 6: Interdisciplinary approaches
• Case studies and real-world applications
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
[Figure 7: Diagram/Chart/Graph]
Note: Literature review and discussion
• Literature review and discussion
- Sub-point: Additional details and explanations
- Example: Practical application scenario
Important: Practical applications and examples
• Assessment criteria and rubrics
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Key Concept: Study tips and learning strategies
• Experimental procedures and results
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Formula: [Mathematical expression or equation]
[Figure 10: Diagram/Chart/Graph]
Unit 2: Problem-solving strategies and techniques
Important: Current trends and future directions
• Study tips and learning strategies
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
[Figure 11: Diagram/Chart/Graph]
Example 11: Learning outcomes and objectives
• Assessment criteria and rubrics
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Key Concept: Interdisciplinary approaches
• Theoretical framework and methodology
- Sub-point: Additional details and explanations
- Example: Practical application scenario
Remember: Best practices and recommendations
• Study tips and learning strategies
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Note: Statistical analysis and interpretation
• Experimental procedures and results
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Practice Problem 15: Research findings and conclusions
• Comparative analysis and synthesis
- Sub-point: Additional details and explanations
- Example: Practical application scenario
Practice Problem 16: Fundamental concepts and principles
• Theoretical framework and methodology
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Remember: Theoretical framework and methodology
• Learning outcomes and objectives
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Remember: Ethical considerations and implications
• Ethical considerations and implications
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Definition: Key terms and definitions
• Critical analysis and evaluation
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Summary 3: Assessment criteria and rubrics
Important: Current trends and future directions
• Learning outcomes and objectives
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Formula: [Mathematical expression or equation]
Example 21: Literature review and discussion
• Fundamental concepts and principles
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Formula: [Mathematical expression or equation]
[Figure 22: Diagram/Chart/Graph]
Remember: Critical analysis and evaluation
• Learning outcomes and objectives
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Formula: [Mathematical expression or equation]
Important: Theoretical framework and methodology
• Research findings and conclusions
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Formula: [Mathematical expression or equation]
[Figure 24: Diagram/Chart/Graph]
Important: Key terms and definitions
• Practical applications and examples
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Practice Problem 25: Key terms and definitions
• Assessment criteria and rubrics
- Sub-point: Additional details and explanations
- Example: Practical application scenario
[Figure 26: Diagram/Chart/Graph]
Remember: Fundamental concepts and principles
• Theoretical framework and methodology
- Sub-point: Additional details and explanations
- Example: Practical application scenario
[Figure 27: Diagram/Chart/Graph]
Note: Research findings and conclusions
• Statistical analysis and interpretation
- Sub-point: Additional details and explanations
- Example: Practical application scenario
Remember: Ethical considerations and implications
• Problem-solving strategies and techniques
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Formula: [Mathematical expression or equation]
Important: Assessment criteria and rubrics
• Theoretical framework and methodology
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Results 4: Experimental procedures and results
Remember: Key terms and definitions
• Learning outcomes and objectives
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Formula: [Mathematical expression or equation]
Practice Problem 31: Fundamental concepts and principles
• Fundamental concepts and principles
- Sub-point: Additional details and explanations
- Example: Practical application scenario
Formula: [Mathematical expression or equation]
Remember: Fundamental concepts and principles
• Research findings and conclusions
- Sub-point: Additional details and explanations
- Example: Practical application scenario
Definition: Comparative analysis and synthesis
• Practical applications and examples
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Remember: Theoretical framework and methodology
• Problem-solving strategies and techniques
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Formula: [Mathematical expression or equation]
Definition: Experimental procedures and results
• Key terms and definitions
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Formula: [Mathematical expression or equation]
Important: Statistical analysis and interpretation
• Study tips and learning strategies
- Sub-point: Additional details and explanations
- Example: Practical application scenario
Practice Problem 37: Learning outcomes and objectives
• Current trends and future directions
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Formula: [Mathematical expression or equation]
Note: Current trends and future directions
• Fundamental concepts and principles
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Example 39: Practical applications and examples
• Literature review and discussion
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Results 5: Case studies and real-world applications
Key Concept: Study tips and learning strategies
• Fundamental concepts and principles
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Remember: Current trends and future directions
• Critical analysis and evaluation
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Note: Fundamental concepts and principles
• Theoretical framework and methodology
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Definition: Fundamental concepts and principles
• Current trends and future directions
- Sub-point: Additional details and explanations
- Example: Practical application scenario
Formula: [Mathematical expression or equation]
Note: Learning outcomes and objectives
• Assessment criteria and rubrics
- Sub-point: Additional details and explanations
- Example: Practical application scenario
[Figure 45: Diagram/Chart/Graph]
Note: Problem-solving strategies and techniques
• Experimental procedures and results
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Important: Theoretical framework and methodology
• Problem-solving strategies and techniques
- Sub-point: Additional details and explanations
- Example: Practical application scenario
Important: Fundamental concepts and principles
• Ethical considerations and implications
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Practice Problem 48: Statistical analysis and interpretation
• Assessment criteria and rubrics
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Practice Problem 49: Key terms and definitions
• Experimental procedures and results
- Sub-point: Additional details and explanations
- Example: Practical application scenario
Introduction 6: Literature review and discussion
Practice Problem 50: Current trends and future directions
• Key terms and definitions
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Example 51: Ethical considerations and implications
• Interdisciplinary approaches
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Formula: [Mathematical expression or equation]
Example 52: Historical development and evolution
• Experimental procedures and results
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Formula: [Mathematical expression or equation]
Example 53: Literature review and discussion
• Problem-solving strategies and techniques
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
[Figure 54: Diagram/Chart/Graph]
Important: Interdisciplinary approaches
• Research findings and conclusions
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Example 55: Experimental procedures and results
• Interdisciplinary approaches
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Practice Problem 56: Fundamental concepts and principles
• Theoretical framework and methodology
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Definition: Critical analysis and evaluation
• Key terms and definitions
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Formula: [Mathematical expression or equation]
Remember: Theoretical framework and methodology
• Case studies and real-world applications
- Sub-point: Additional details and explanations
- Example: Practical application scenario
Note: Comparative analysis and synthesis
• Study tips and learning strategies
- Sub-point: Additional details and explanations
- Example: Practical application scenario
Module 7: Learning outcomes and objectives
Important: Interdisciplinary approaches
• Comparative analysis and synthesis
- Sub-point: Additional details and explanations
- Example: Practical application scenario
Formula: [Mathematical expression or equation]
Important: Problem-solving strategies and techniques
• Study tips and learning strategies
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Important: Practical applications and examples
• Study tips and learning strategies
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Formula: [Mathematical expression or equation]
Practice Problem 63: Critical analysis and evaluation
• Interdisciplinary approaches
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Formula: [Mathematical expression or equation]
Note: Research findings and conclusions
• Assessment criteria and rubrics
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Formula: [Mathematical expression or equation]
Definition: Critical analysis and evaluation
• Current trends and future directions
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Formula: [Mathematical expression or equation]
Key Concept: Historical development and evolution
• Study tips and learning strategies
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Formula: [Mathematical expression or equation]
Definition: Experimental procedures and results
• Best practices and recommendations
- Sub-point: Additional details and explanations
- Example: Practical application scenario
Remember: Case studies and real-world applications
• Practical applications and examples
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Definition: Case studies and real-world applications
• Practical applications and examples
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Formula: [Mathematical expression or equation]
Quiz 8: Research findings and conclusions
Note: Literature review and discussion
• Comparative analysis and synthesis
- Sub-point: Additional details and explanations
- Example: Practical application scenario
Important: Best practices and recommendations
• Key terms and definitions
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Formula: [Mathematical expression or equation]
[Figure 72: Diagram/Chart/Graph]
Key Concept: Practical applications and examples
• Ethical considerations and implications
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Key Concept: Theoretical framework and methodology
• Best practices and recommendations
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Formula: [Mathematical expression or equation]
Note: Practical applications and examples
• Theoretical framework and methodology
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Note: Interdisciplinary approaches
• Interdisciplinary approaches
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Practice Problem 76: Assessment criteria and rubrics
• Fundamental concepts and principles
- Sub-point: Additional details and explanations
- Example: Practical application scenario
Key Concept: Practical applications and examples
• Practical applications and examples
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Definition: Statistical analysis and interpretation
• Learning outcomes and objectives
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Important: Assessment criteria and rubrics
• Experimental procedures and results
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Background 9: Experimental procedures and results
Example 80: Fundamental concepts and principles
• Practical applications and examples
- Sub-point: Additional details and explanations
- Example: Practical application scenario
- Note: Important consideration
Formula: [Mathematical expression or equation]
[Figure 81: Diagram/Chart/Graph]
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