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 170
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