Human Resource Management » (New Edition)

David Lepak is Professor of Human Resource Management and Chairperson of the Human Resource Management department in the School of Management and Labor Relations at Rutgers University. He received his PhD in management from the Pennsylvania State University. He teaches and conducts research on a variety of human resource topics with an emphasis on strategic human resource management and has presented his research to domestic and international audiences. He is associate editor of Academy of Management Review and has served on the editorial boards of Academy of Management Journal, Journal of Management, Human Resource Management, British Journal of Management, and Journal of Management Studies.

Mary Gowan is Professor of Management and Dean of the Martha and Spencer Love School of Business at Elon University. She received her PhD in business administration from the University of Georgia. In addition to her administrative responsibilities as a dean, she teaches and conducts research in human resource management with a focus on career management and international human resources. She has published her research in academic and practitioner journals, is on the editorial review boards of the Journal of Management and Human Resource Management. She is also a member of the SHRM Foundation Board, the Alamance Country Chamber of Commerce, and the Piedmont Triad Leadership Initiative. Her consulting experience is with major corporations such as Lockheed-Martin and Harris Teeter Corporation as well as with government and nonprofit agencies.

KEY BENEFIT: This book seeks to help students understand the dynamic and exciting environment of human resources (HR) management and the complex decisions that all managers must make when managing employees.
KEY TOPICS: Managing Employees for Competitive Advantage; Organizational Demands and Environmental Influences; Legal Compliance; Job Design; Workforce Planning; Recruitment; Selection; Training and Development; Performance Management; Compensation; Incentives and Rewards; Employee Benefits, Health, and Wellness; Labor Unions and Employee Management; Creating High Performance Organizations

For business professionals looking to understand the dynamic and exciting environment of human resources (HR) management and the complex decisions that all managers must make when managing employees. The focus is on focuses managing employees rather than managing the HR function.

CHAPTER 1 MANAGING EMPLOYEES FOR COMPETITIVE ADVANTAGE

MANAGING EMPLOYEES What's In a Name?
The Costs and Benefits of Managing HR FRAMEWORK FOR THE STRATEGIC MANAGEMENT OF EMPLOYEES PRIMARY HR ACTIVITIES Work Design and Workforce Planning Job Design Workforce Planning Managing Employee Competencies Recruitment Selection Training Managing Employee Attitudes and Behaviors Performance Management Compensation and Incentives Employee Benefits, Health, and Wellness HR Activities Alignment HR CHALLENGES Challenge 1 – Meeting Organizational Demands Strategy Company Characteristics Organizational Culture Employee Concerns Challenge 2 –Environmental Influences Labor Force Trends Technology Globalization Ethics and Social Responsibility Challenge 3 – Legal Compliance THE PLAN FOR THIS BOOK Part 1 – HR Challenges Part 2 –Work Design and Workforce Planning Part 3 – Managing Employee Competencies Part 4 – Managing Employee Attitudes and Behaviors Part 5 – Special Topics Summary Key Terms Discussion Questions Learning Exercise Case Study – The New Job

PART ONE: HR CHALLENGES

CHAPTER 2 ORGANIZATIONAL DEMANDS AND ENVIRONMENTAL INFLUENCES

THE IMPORTANCE OF CONTEXT MEETING ORGANIZATIONAL DEMANDS Strategy Low Cost Strategy and Managing Employees Differentiation Strategy and Managing Employees Company Characteristics Company Size Stage of Development Organizational Culture Employee Concerns Work / Life Balance Justice ENVIRONMENTAL INFLUENCES Labor Force Trends The Aging Workforce Demographic Diversity Technology Globalization International Strategies Global Factors Implications of Global Factors on Managing Employees Ethics and Social Responsibility Summary Key Terms Discussion Questions Learning Exercise Case Study - Kay Johnson at Human Capital Consultants (HCC)

CHAPTER 3: LEGAL COMPLIANCE

EQUAL EMPLOYMENT OPPORTUNITY AND OTHER WORKPLACE LAWS INTRODUCTION TO EQUAL EMPLOYMENT OPPORTUNITY AND DISCRIMINATION Protected Classification Bona Fide Occupational Qualification and Business Necessity Discriminatory Practices Disparate Treatment Disparate Impact Harassment Retaliation EQUAL EMPLOYMENT LEGISLATION Equal Pay Act of 1963
Title VII of the Civil Rights Act of 1964
Race and Color Discrimination Religious Discrimination Gender Discrimination National Origin Discrimination Civil Rights Act of 1991
Age Discrimination in Employment Act of 1967
Americans with Disabilities Act of 1990
Pregnancy Discrimination Act of 1978
EEO RESPONSIBILITIES OF MULTINATIONAL EMPLOYERS FILING PROCESS FOR DISCRIMINATION CHARGES EXECUTIVE ORDERS AND AFFIRMATIVE ACTION Executive Order 11246
Affirmative Action RELATED EMPLOYMENT LEGISLATION Immigration Reform and Control Act of 1986
Family and Medical Leave Act of 1993
Vietnam Era Veteran’s Readjustment Act of 1974
Uniformed Services Employment and Reemployment Act of 1994
FAIR EMPLOYMENT PRACTICES LEGAL COMPLIANCE AND COMPETITIVE ADVANTAGE Summary Key Terms Discussion Questions Learning Exercise Case Study

PART TWO: WORK DESIGN AND WORKFORCE PLANNING

CHAPTER 4 JOB DESIGN

THE IMPORTANCE OF JOB DESIGN JOB DESIGN Efficiency Approaches to Job Design Motivational Approach to Job Design Changing Job Tasks Increasing Responsibility and Participation Employee Teams Which Approach to Use? Balancing Efficiency and Motivational Approaches JOB DESCRIPTIONS AND JOB SPECIFICATIONS JOB ANALYSIS Job Information Observations and Diaries Interviews Questionnaires Occupational Information Network (O*NET)
Job Analysis Techniques JOB DESIGN IN PRACTICE: MEETING ORGANIZATIONAL DEMANDS Strategy and Job Design Structure of Jobs Tasks, Duties, and Responsibilities Needed Company Characteristics and Job Design Formalization of Job Design Breadth and Depth of Tasks Culture and Job Design Managerial choices of job design tactics Employee acceptance of job design decisions Employee Concerns and Job Design Perception of Fairness of Job Duties Need for Flexible Work Arrangements JOB DESIGN IN PRACTICE: ENVIRONMENTAL INFLUENCES Labor Force Trends and Job Design Skill availability to perform tasks The aging labor force Technology and Job Design Telecommuting Virtual Teams Globalization and Job Design Need to Address Cross-Cultural Issues Relevant Labor Market Ethics and Job Design Concerns about Types of Tasks Required Attitudes Toward Physical Conditions of Job Design JOB DESIGN IN PRACTICE: LEGAL COMPLIANCE Importance of Identifying Essential and Non-Essential Job Duties Attending to how job design may impact employee safety Summary Key Terms Discussion Questions Learning Exercise Case Study

Appendix to Chapter 4 – Standardized and Customized Approaches to Job Analysis STANDARDIZED APPROACHES TO JOB ANALYSIS Functional Job Analysis (FJA)
Position Analysis Questionnaire (PAQ)
CUSTOMIZED APPROACHES TO JOB ANALYSIS Critical Incidents Task Inventories Job Element Approach

CHAPTER 5 WORKFORCE PLANNING

PURPOSE OF WORKFORCE PLANNING FORECASTING LABOR SUPPLY AND LABOR DEMAND Internal Considerations Turnover Promotions, Transfers, and Demotions)
Employee Productivity Company Performance Strategic Direction External Considerations Local Labor Market Economic Conditions Industry Trends TACTICS TO BALANCE SUPPLY AND DEMAND Labor Shortage Tactics Employee Overtime Contingent Labor Employee Retention Promotions, Transfers and Demotions New Hires Labor Surplus Tactics Layoffs Attrition and Hiring Freezes Early Retirement Promotions, Transfers and Demotions WORKFORCE PLANNING IN PRACTICE: ORGANIZATIONAL DEMANDS Strategy Speed to deal with shortages and surpluses Criticality of employee groups Company Characteristics Amount of labor slack The relative impact of labor shortages or surpluses Who performs workforce planning Culture Likelihood of using different tactics Employee reactions to workforce planning tactics Employee Concerns Stress & Work/Life Balance Perceptions of procedural and distributive justice WORKFORCE PLANNING IN PRACTICE: ENVIRONMENTAL INFLUENCES Labor Force Trends Availability of internal/external workers Which tactics to use Technology Whether or not employees are need The Types of workers that are needed The quality of workforce planning forecasts Globalization Where the workers are Which workforce planning tactics to use Ethics Community Reactions to workforce planning tactics Helping employees cope WORKFORCE PLANNING IN PRACTICE: LEGAL COMPLIANCE Requirements for mass layoffs and plant closings Temporary employees Summary Discussion Questions Learning Exercise Case Study

PART THREE: MANAGING EMPLOYEE COMPETENCIES

CHAPTER 6 RECRUITMENT

PURPOSE OF RECRUITMENT RECRUITMENT PROCESS INTERNAL RECRUITMENT Internal Recruitment Methods Advantages and Disadvantages of Internal Recruitment EXTERNAL RECRUITMENT Advertising Educational Institutions Employment Agencies and Employee Search Firms Professional Associations Temporary Employees Employee Referrals Sourcing Applicants Re-recruiting Advantages and Disadvantages of External Recruitment MAXIMIZING RECRUITMENT EFFECTIVENESS Preparing the Recruitment Advertisements Developing a Recruitment Value Proposition Writing the Recruitment Message Recruiters Realistic Job Previews Recruitment Follow-Up Recruitment Effectiveness RECRUITMENT IN PRACTICE: ORGANIZATIONAL DEMANDS Strategy and Recruitment Content of Recruitment Message Choice of Recruitment Methods Company Characteristics and Recruitment Use of Internal vs. External Recruiting Who Manages Recruitment Culture and Recruitment Recruitment Value Proposition Balance of Internal vs. External Recruiting Employee Concerns and Recruitment Appraisal of Recruitment Message Perception of Fairness of Process RECRUITMENT IN PRACTICE: ENVIRONMENTAL INFLUENCES Labor Force and Recruitment Who is Targeted for Recruitment How Much Recruitment is Needed Technology and Recruitment How Recruitment is Managed Skills Recruited Globalization and Recruitment Recruiting Strategy How Recruiting is Done Ethics, Corporate Social Responsibility, and Recruitment Value Proposition Offered Target of Recruitment RECRUITMENT AND THE LAW Content of Recruitment Message Recruiter Words and Actions Recordkeeping Summary Key Terms Discussion Questions Learning Exercise Case Study

Appendix to Chapter 5: Evaluating Recruiting Effectiveness

CHAPTER 7 SELECTION

SELECTION AND FIRM PERFORMANCE Selection Defined Selection and Firm Performance PERSON-JOB FIT STANDARDS FOR EFFECTIVE SELECTION Reliability Validity Bias Personal Characteristics Contrast Effect Halo/Devil’s Horns Effect Impression Management SELECTION METHODS: INITIAL SCREENING Applications and Résumés Screening Interview Reference Checks, Credit Reports, Background Checks, and Honesty Tests SELECTION METHODS: FINAL SCREENING Employment Tests Ability Tests Achievement/Competency Tests Personality Inventories When to Use Employment Tests Interviews Unstructured Interviews Structured Interviews Interview Process and Outcomes Assessment Centers Biodata Drug and Alcohol Tests Medical Exams MAKING THE FINAL DECISION Compensatory Approach Multiple Hurdle Approach Multiple Cutoff Approach Choice of Method SELECTION IN PRACTICE: ORGANIZATIONAL DEMANDS Strategy and Selection Core Competencies Criteria for Person-Job Fit Methods of Selection Company Characteristics and Selection Degree of Structure Substance and Form of Process Culture and Selection Person-Organization Fit Promotion from Within Policy Who Participates in the Selection Process Employee Concerns and Selection Fair and Equal Treatment Impact of Job on Family Life SELECTION IN PRACTICE: ENVIRONMENTAL INFLUENCES Labor Market Types of Applicants Available Willingness of Applicants to Accept Jobs Technology and Selection Process of Selection Verification of Credentials Globalization and Selection Labor market at home Labor market abroad Ethics and Selection Concerns about Privacy Amount and Type of Information for Applicants SELECTION IN PRACTICE: THE LAW Procedures for Using Selection Measures Definition of Applicant Summary Key Terms Discussion Questions Learning Exercise Case Study

Appendix to Chapter 7: Reliability and Validity

CHAPTER 8 TRAINING AND DEVELOPMENT

PURPOSE OF TRAINING AND DEVELOPMENT Training and Development Defined DESIGNING AN EFFECTIVE TRAINING PROCESS Part 1: Needs Assessment Organization Analysis Task Analysis Person Analysis Part 2: Design Instructional Objectives Lesson Planning Principles of Learning Learning Styles Learning Agility Self-efficacy Interest in training program Location Part 3: Implementation Training Methods On-the-job training Operations and procedures manuals Classroom E-learning Audiovisual Simulations Blended Learning Coaching and Mentoring Types of Training Compliance training Legal compliance Diversity training Knowledge training Skills training Behavioral training Employee orientation Onboarding Part 4: Evaluation Level 1: Reaction Level 2: Learning Level 3: Behavior Level 4: Results TRAINING AND DEVELOPMENT IN PRACTICE: ORGANIZATIONAL DEMANDS Strategy and Training Level of Investment Emphasis of Investment Company Characteristics and Training Where Training is Done Who Does the Training Type of Training How Training is Provided Culture and Training Focus of Training Employee Willingness to Participate Employee Concerns and Training Fairness and Equity Work/Life Balance TRAINING AND DEVELOPMENT IN PRACTICE: ENVIRONMENTAL INFLUENCES Labor Market Who needs training Type of training Technology Skills Inventories Method of Delivery Communication of Options Globalization and Training Where Training will be offered When Training will be offered How Training will be offered What Training will be offered Ethics and Training Obligation to Train Content of Training Use of Training to Change Behavior TRAINING, DEVELOPMENT, AND THE LAW Accessibility of Training and Employee Development Opportunities Type of Training Needed Summary Key Terms Discussion Questions Learning Exercise Case Study

PART FOUR: MANAGING EMPLOYEE ATTITUDES AND BEHAVIORS

CHAPTER 9 - PERFORMANCE MANAGEMENT

PURPOSES OF PERFORMANCE MANAGEMENT Administrative Developmental Strategic Alignment WHAT IS EVALUATED?
Reliability Validity Specificity PERFORMANCE EVALUATION APPROACHES Individual Comparisons Ranking Bell-Curve / Forced Distribution Forced Choice Absolute Approaches – Measuring traits and Behaviors Graphic Rating Scales Mixed Standards Critical Incidents Behavioral Observation Scale Behavioral-Anchored Rating Scales Assessment Centers Results Based Direct Measures Management by Objectives / Goal Setting SOURCES OF PERFORMANCE DATA
360 Degree Performance Evaluation Self Evaluations MINIMIZING RATER ERRORS Psychological Errors Distributional Errors PROVIDING PERFORMANCE FEEDBACK Conducting the Performance Appraisal meeting Improving Performance Employee Development Plans Coaching PERFORMANCE MANAGEMENT IN PRACTICE: ORGANIZATIONAL DEMANDS Strategy Criteria used for performance management Extent of use of performance management Company Characteristics Formalization of process Nature of process (e.g., dynamic or static)
Culture Focus on process or outcomes How process is perceived Employee Concerns Procedural and distributive justice Signals from process about work/life balance Confidentiality of information PERFORMANCE MANAGEMENT IN PRACTICE: ENVIRONMENTAL INFLUENCES Labor Force Expectations of feedback Format for feedback Need for feedback Technology Process of appraisal Availability and ease of monitoring employees Globalization Content of performance appraisal Who manages process Criteria for evaluation Ethics/Social Responsibility Relationship between performance management and rewards Nature of grievance process PERFORMANCE MANAGEMENT IN PRACTICE: LEGAL COMPLIANCE Need for eliminating bias in performance management Quality of performance management Summary Key Terms Discussion Questions Learning Exercise Case Study

CHAPTER 10 - COMPENSATION

EQUITY AND WAGE THEORY REGULATION OF COMPENSATION Fair Labor Standards Act Minimum Wage Exempt versus Non-Exempt Status Child Labor Regulations Overtime Davis-Bacon Act Walsh-Healy Act FMLA PAY STRUCTURES Job Based Pay Structures Internal Equity Job Evaluation Approaches Job Ranking Job Classification Point System Factor Comparison External Equity – matching the market Identifying Key Jobs Collecting Market Survey Data Pricing Jobs Establishing Pay Policy Line Pay Ranges Pay Grades Administration Communication Evaluation Skill Based Pay Structures Competency Based Pay Structures Broadbanding Salary Compression EXECUTIVE COMPENSATION Strategies Compensation Committees COMPENSATION IN PRACTICE: ORGANIZATIONAL DEMANDS Strategy What is rewarded Frequency of rewards Nature of rewards Company Characteristics Ability to provide rewards Levels of rewards provided Form of rewards Culture Expectations about rewards Attitudes toward rewards Employee Concerns Equity versus equality Fairness of rewards Appropriateness of rewards COMPENSATION IN PRACTICE: ENVIRONMENTAL INFLUENCES Labor Force Levels of compensation expected Types of compensation desired Market wages Technology Pay structure How pay is delivered Globalization Basis for compensation Acceptableness of compensation Ethics/Social Responsibility Willingness to provide compensation Focus of compensation Attitudes toward living wage, comparable worth, etc.
COMPENSATION IN PRACTICE: LEGAL COMPLIANCE Required compensation Who must be compensated Summary Key Terms Discussion Questions Learning Exercise Case Study

CHAPTER 11- INCENTIVES AND REWARDS

EXPECTANCY THEORY TYPES OF INCENTIVE PLANS Individual Incentives Merit Raises Piece Rate System Standard Hour Plan Bonuses Sales Incentives Group/Organizational Incentives Team Incentives Profit Sharing Plans Gainsharing Plans Employee Ownership Plans Executive Incentives Advantages and Disadvantages of different incentive plans INCENTIVES AND REWARDS IN PRACTICE: ORGANIZATIONAL DEMANDS Strategy Percent of variable pay vs. fixed pay What is incentivized and rewarded Value placed on incentives & rewards Level for rewards (individual, team, etc.)
Company Characteristics Ability to provide incentives Acceptableness of incentives Role of incentives in total rewards plan Culture What incentives signal Expectations about incentives Employee Concerns Fairness What is being signaled INCENTIVES AND REWARDS IN PRACTICE: ENVIRONMENTAL INFLUENCES Labor Force Desirability of types of rewards Whether more or less pay is acceptable Technology Tracking of performance Employee access to rewards information and policies Globalization Form of incentive Acceptability of incentives Ethics/Social Responsibility Attitudes toward system design Concern over wage gaps INCENTIVES AND REWARDS IN PRACTICE: LEGAL COMPLIANCE How incentives are taxed Non-discrimination practices

Summary Key Terms Discussion Questions Learning Exercise Case Study

CHAPTER 12: EMPLOYEE BENEFITS, HEALTH AND WELLNESS

ROLE OF BENEFITS MANDATORY BENEFITS Social Security Unemployment Insurance Workers Compensation Insurance Consolidated Omnibus Budget Reconciliation Act (COBRA)
Family Medical Leave Act Older Workers' Benefit Protection Act VOLUNTARY BENEFITS Health Care Insurance Wellness programs Prevention Health Promotion Employee Assistance Disease/Case Management Life Insurance Unemployment Insurance Retirement Paid Time Off Flex Benefits Programs Flex Accounts Cafeteria Plans EMPLOYEE BENEFITS, HEALTH AND WELLNESS IN PRACTICE: ORGANIZATIONAL DEMANDS Strategy Role of benefits in total rewards package Funds available for benefits Company Characteristics Standardization of benefits Types of benefits offered Culture Who gets nonmandated benefits Employee Concerns Desirability of benefits Whether needs for benefits are met EMPLOYEE BENEFITS, HEALTH AND WELLNESS IN PRACTICE: ENVIRONMENTAL INFLUENCES Labor Force What benefits are needed to attract workers What benefits need to be offered Technology How benefits information is delivered Employee access to their benefit information Globalization Types of benefits offered Policies about benefits equalization Ethics/Social Responsibility Focus of benefits on issues such as stress reduction

EMPLOYEE BENEFITS, HEALTH AND WELLNESS IN PRACTICE: LEGAL COMPLIANCE Which benefits must be offered How changes in benefits have to be handled (e.g., early retirement)
Information companies can collect on employees Summary Key Terms Discussion Questions Learning Exercise Case Study

PART FIVE: SPECIAL TOPICS

CHAPTER 13 - LABOR UNIONS AND EMPLOYEE MANAGEMENT

WHY DO WORKERS ORGANIZE?
TYPES OF UNIONS National and International Unions Types of Unions Local Unions Closed Shop Open Shop Union Shop Agency Shop GOVERNMENT REGULATION OF LABOR UNIONS The Norris-LaGuardia Act of 1932
The Wagner Act of 1935
The National Labor Relations Board Unfair Employer Labor Practices The Taft-Hartley Act of 1947
Unfair Union Labor Practices The Landrum-Griffin Act of 1959
Rights of Union Members UNION ORGANIZING CAMPAIGNS COLLECTIVE BARGAINING Good faith bargaining Bargaining power Bargaining Topics Impasses Impasse Resolution GRIEVANCE PROCEDURES AND DISPUTE RESOLUTIONS Summary Key Terms Discussion Questions Learning Exercise Case Study

CHAPTER 14 – CREATING HIGH PERFORMANCE ORGANIZATIONS

ALIGNMENT AMONG HR ACTIVITIES HR systems versus HR practices Types of HR systems Commitment Control Quality ALIGNMENT OF HR ACTIVITIES WITH HR CHALLENGES Strategies and HR systems Creating the culture with HR activities Aligning HR systems with Employee Contributions Core knowledge employees Job-based employees Contingent workers External Partners and Consultants MEASURING HR SYSTEM EFFECTIVENESS Balanced Scorecard Summary Key Terms Discussion Questions Learning Exercise Case Study

APPENDICES
Appendix A: Integrative Cases Appendix B: Careers in Human Resource Management Appendix C: Planning Your Career Appendix D: Resources for Research on Employee Management Issues

Glossary