


HUMAN RESOURCE ELF T H MANAGEMENT TM EDITION Gary Dessler Florida International University .I r e i l t l C e J r l 3 . l l Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Contents Preface xxiii Acknowledgments xxvii Introduction to Human Resource Management 2 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 4 What Is Human Resource Management? 4 Why Is Human Resource Management Important to All Managers? 5 Line and Staff Aspects of Human Resource Management 6 Line Managers' Human Resource Duties 6 Human Resource Manager's Duties 7 New Approaches to Organizing HR 9 Cooperative Line and Staff HR Management: An Example 9 Moving from Line Manager to HR Manager 10 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 10 Globalization and Competition Trends 11 Indebtedness ("Leverage") and Deregulation 12 Technological Trends 12 Trends in the Nature of Work 13 Workforce and Demographic Trends 14 Economic Challenges and Trends 15 IMPORTANT TRENDS IN HUMAN RESOURCE MANAGEMENT 16 The New Human Resource Managers 16 Strategic Human Resource Management 18 High-Performance Work Systems 19 Evidence-Based Human Resource Management 19 EVIDENCE-BASED HR: Why Should You Be Evidence-Based? 19 Managing Ethics 20 HR Certification 20 THE PLAN OF THIS BOOK 21 The Basic Themes and Features 21 CHAPTER CONTENTS OVERVIEW 22 Part 1: Introduction 22 Part 2: Recruitment and Placement 22 Part 3: Training and Development 22 Part 4: Compensation 23 Part 5: Employee Relations 23 The Topics Are Interrelated 23 VII viii CONTENTS CHAPTER SECTION SUMMARIES 24 DISCUSSION QUESTIONS 24 INDIVIDUAL AND GROUP ACTIVITIES 25 EXPERIENTIAL EXERCISE: HELPING "THE DONALD" 25 APPLICATION CASE: JACK NELSON'S PROBLEM 26 CONTINUING CASE: CARTER CLEANING COMPANY 26 KEY TERMS 27 ENDNOTES 27 Equal Opportunity and the Law 30 EQUAL EMPLOYMENT OPPORTUNITY 1964-1991 32 Title VII of the 1964 Civil Rights Act 32 \ Executive Orders 32 i Equal Pay Act of 1963 33 i Age Discrimination in Employment Act of 1967 33 | Vocational Rehabilitation Act of 1973 33 j Pregnancy Discrimination Act of 1978 34 . j Federal Agency Guidelines 34 i Early Court Decisions Regarding Equal Employment Opportunity 34 ! EQUAL E M P L O Y M E N T O P P O R T U N I T Y 1990-91-PRESENT 35 | The Civil Rights Act of 1991 35 The Americans with Disabilities Act 36 Genetic Information Nondiscrimination Act of 2008 (GINA) 39 State and Local Equal Employment Opportunity Laws 39 I Sexual Harassment 39 j MANAGING THE N E W WORKFORCE: Enforcing Equal Employment Laws with International ! Employees 45 ' DEFENSES AGAINST DISCRIMINATION ALLEGATIONS 46 ; The Central Role of Adverse Impact 46 Bona Fide Occupational Qualification 48 : Business Necessity 49 Other Considerations in Discriminatory Practice Defenses 50 ILLUSTRATIVE DISCRIMINATORY EMPLOYMENT PRACTICES 50 A Note on What You Can and Cannot Do 50 Recruitment 50 Selection Standards 51 Sample Discriminatory Promotion, Transfer, and Layoff Practices 52 What the Supervisor Should Keep in Mind 52 THE EEOC ENFORCEMENT PROCESS 53 Voluntary Mediation 54 Mandatory Arbitration of Discrimination Claims 55 ; DIVERSITY MANAGEMENT AND AFFIRMATIVE ACTION PROGRAMS 56 EVIDENCE-BASED HR: Will Workforce Diversity Cause Problems for Our Company? 57 Managing Diversity 57 \ Workforce Diversity in Practice 58 i Equal Employment Opportunity Versus Affirmative Action 60 ! Steps in an Affirmative Action Program 60 Improving Productivity Through HRIS: Measuring Diversity 61 < Reverse Discrimination 61 CHAPTER SECTION SUMMARIES 62 DISCUSSION QUESTIONS 63 INDIVIDUAL AND GROUP ACTIVITIES 63 EXPERIENTIAL EXERCISE: "SPACE CADET" OR VICTIM? 63 APPLICATION CASE: A CASE OF RACIAL DISCRIMINATION? 64 CONTINUING CASE: CARTER CLEANING COMPANY 65 KEY TERMS 65 i ENDNOTES 66 CONTENTS ix The Manager's Role in Strategic Human Resource Management 70 WHY STRATEGIC PLANNING IS IMPORTANT TO ALL MANAGERS 72 The Hierarchy of Goals 72 FUNDAMENTALS OF MANAGEMENT PLANNING 73 The Planning Process 73 Putting Together the Business Plan 73 How Managers Set Objectives 75 THE STRATEGIC MANAGEMENT PROCESS 77 Introduction 78 Improving Productivity Through HRIS: Using Computerized Business Planning Software 81 Types of Strategies 81 The Top Manager's Role in Strategic Planning 83 Departmental Managers' Strategic Planning Roles 84 MANAGING THE NEW WORKFORCE: Dealing with Offshoring 85 STRATEGIC HUMAN RESOURCE MANAGEMENT 86 Human Resource Strategies and Policies 87 MANAGING HR IN CHALLENGING TIMES: Adjusting HR Policies to Challenging Times 88 Strategic HR in Action: Improving Mergers and Acquisitions 89 Strategic Human Resource Management Tools 90 HR APPs 4 U: Mobile Access to Strategy Maps 91 Translating Strategy into Human Resource Policies and Practices: Einstein Medical Example 92 BUILDING YOUR OWN HIGH-PERFORMANCE WORK SYSTEM 93 What Are High-Performance Work Systems? 93 High-Performance Human Resource Policies and Practices 94 The Line Manager's Role in Building a High-Performance Work System 95 CHAPTER SECTION SUMMARIES 96 DISCUSSION QUESTIONS 96 INDIVIDUAL AND GROUP ACTIVITIES 97 EXPERIENTIAL EXERCISE: DEVELOPING AN HR STRATEGY FOR STARBUCKS 97 APPLICATION CASE: SIEMENS BUILDS A STRATEGY-ORIENTED HR SYSTEM 98 CONTINUING CASE: THE CARTER CLEANING COMPANY: THE HIGH-PERFORMANCE WORK SYSTEM 98 KEY TERMS 99 TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE: THE HOTEL PARIS CASE 99 APPENDIX FOR CHAPTER 3: Tools for Evidence-Based Human Resource Management 103 PART I VIDEO CASES APPENDIX 110 ENDNOTES 111 4 Job Analysis 114 THE BASICS OF JOB ANALYSIS 116 Uses of Job Analysis Information 116 Steps in Job Analysis 117 Job Analysis Guidelines 119 METHODS FOR COLLECTING JOB ANALYSIS INFORMATION 119 The Interview 119 . Questionnaires 123 Observation 123 ;: Participant Diary/Logs 126 fj. Quantitative Job Analysis Techniques 126 |v, Internet-Based Job Analysis 128 X CONTENTS WRITING JOB DESCRIPTIONS 130 Job Identification 130 Job Summary 132 Relationships 133 Responsibilities and Duties 133 Standards of Performance and Working Conditions 134 Duty: Accurately Posting Accounts Payable 135 MANAGING THE N E W WORKFORCE: Writing J o b Descriptions That Comply with the ADA 135 Duty: Meeting Daily Production Schedule 136 Using the Internet for Writing Job Descriptions 136 WRITING JOB SPECIFICATIONS 139 Specifications for Trained Versus Untrained Personnel 140 Specifications Based on Judgment 140 Job Specifications Based on Statistical Analysis 141 J O B ANALYSIS IN A WORKER-EMPOWERED WORLD 141 From Specialized to Enriched Jobs 142 Competency-Based Job Analysis 143 How to Write Job Competencies-Based Job Descriptions 144 In Summary: Why Competency Analysis? 144 CHAPTER SECTION SUMMARIES 145 DISCUSSION QUESTIONS 145 INDIVIDUAL AND GROUP ACTIVITIES 146 EXPERIENTIAL EXERCISE: THE INSTRUCTOR'S JOB DESCRIPTION 146 APPLICATION CASE: TROPICAL STORM WILMA 146 CONTINUING CASE: CARTER CLEANING COMPANY 147 TRANSLATING STRATEGY INTO HR POLICIES & PRACTICES CASE: THE HOTEL PARIS CASE 147 KEY TERMS 148 ENDNOTES 148 Personnel Planning and Recruiting 150 THE RECRUITMENT AND SELECTION PROCESS 152 PLANNING AND FORECASTING 152 Forecasting Personnel Needs 153 Forecasting the Supply of Inside Candidates 155 Forecasting the Supply of Outside Candidates 156 THE NEED FOR EFFECTIVE RECRUITING 157 Why Recruiting Is Important 157 What Makes Effective Recruiting a Challenge? 157 Organizing How You Recruit 158 The Recruiting Yield Pyramid 158 INTERNAL SOURCES OF CANDIDATES 159 Using Internal Sources: Pros and Cons 159 Finding Internal Candidates 159 Rehiring 159 Succession Planning 160 Improving Productivity Through HRIS: Succession Planning Systems 160 OUTSIDE SOURCES OF CANDIDATES 160 Recruiting via the Internet 161 HR APPs 4 U: Posting and Accessing Job Openings 162 MANAGING H R IN CHALLENGING TIMES: Reducing Recruitment Costs 164 Advertising 165 Employment Agencies 166 Temp Agencies and Alternative Staffing 167 Offshoring and Outsourcing Jobs 169 Executive Recruiters 170Download Link: