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Bibliographic Details
Title:	Human resource management
From:	George T. Milkovich ; John W. Boudreau
Person:	Milkovich, George T. Verfasser aut Boudreau, John W. 1956-
Main Authors:	Milkovich, George T. (Author), Boudreau, John W. 1956- (Author)
Format:	Book
Language:	English
Published:	Burr Ridge, Ill. u.a. Irwin 1994
Edition:	7. ed.
Subjects:	Personnel - Direction Ressources humaines - Manuels Personnel management Personalpolitik
Online Access:	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=006501227&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
Physical Description:	XXVI, 804 S. graph. Darst., Kt.
ISBN:	0256116083

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MARC


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adam_text	CONTENTS = §= CHAPTER 1 A Diagnostic Approach to Human Resource Management 1 Why Human Resources Are Important 3 Integrated Decisions... 3 . . . That Influence Effectiveness 3 Integrating Efficiency and Equity 4 Valuing Human Resources As Assets 5 Perspectives Vary over Time 6 Perspectives Vary across Countries 7 The HR Professional 9 Service 9 Advocate 10 Business Partner 11 Proactive Service, Advocate, and Partner 11 Multiple Stakeholders in HR Decisions 12 A Diagnostic Approach 13 An HR Example 14 Assess Conditions 15 External Conditions 15 Organization Conditions 15 Employee Conditions 16 Setting Objectives 17 Planning to Achieve Objectives 17 HRM Activities 18 Staffing: From an Employee to Teams 18 Development: From Training to Continuous Learning 19 Compensation: From Wages to Total Labor Costs and Performance 19 Employee/Union Relations: From Labor Relations to Governance 20 Evaluating Results 20 Combine the Diagnostic Approach with Theoretical and Technical Knowledge 21 Summary 21 Discussion and Review Questions 22 Appendix: Specialization in HRM 22 Notes and References 23 PART ONE ASSESS CONDITIONS 27 CHAPTER 2 External Conditions 29 Assessing External Conditions 31 I Environmental Scanning 31 r Benchmarking 36 f Demographic Trends 40 \| Denning the Labor Force 40 § The Daughters of Rosie the Riveter 42 I America s Youth Get Long in the Tooth 44 { Yearning to Be Free: Immigration 47 A Diverse Work Force 49 j Searching for Tomorrow: Unions Influence 50 ¦ How Prepared Is the Work Force? Education 50 i Economic Conditions 53 Labor Market Conditions 53 Product Market Conditions 54 Inflationary Pressures 55 The Globalization of Markets 55 The European Community (EC) 56 The New Global Work Force 56 International Management 58 Cultural Norms and Expectations 59 Government Regulations 59 Differential Impact and Responses to Uncertainty 61 Shaping the External Environment 61 Summary 62 Discussion and Review Questions 62 Your Turn: A Changing Work Force 63 Notes and References 64 Contents xiii CHAPTER 3 Managing Diversity 67 Equal Opportunity, Affirmative Action, and Multicultural Organizations 69 What Is Discrimination? The Laws 71 Title VII of the Civil Rights Act 71 Age Discrimination in Employment Act 75 Civil Rights Act of 1991 76 Americans with Disabilities Act 78 Contemporary Issues: AIDS 79 Contemporary Issues: Sexual Harassment 79 Evaluating Legal Compliance 80 Availability Analysis 82 Establishing Goals 83 Programming to Achieve Goals: Affirmative Action 85 When Is a Goal a Quota? 86 Resolving Conflict Outside the Courts 87 Regulatory Agencies 87 Internal Resolution Procedures 88 Unions 89 Arbitration 89 Convincing Coworkers 90 The Glass Ceiling 91 The Multicultural Organization 92 HRM and Diversity 93 Managers and Leaders 97 Training 97 International Perspectives on Diversity 98 Diversity Is Not Universal Goal 99 EC Countries 100 Canada 101 Are We There Yet? 101 Summary 105 Discussion and Review Questions 105 Your Turn: Diane Joyce 106 Notes and References 107 CHAPTER 4 Organization Conditions 111 Organization Level Factors 113 Financial Conditions 113 Technology 114 Strategy 115 HR Issues and Business Strategy 116 Strategic Human Resource Management 116 HR Decisions Fit Business Strategy 118 Organization Design: Reinventing the Corporation 120 Hierarchical Design: Command and Control 121 Boundaryless Organizations 123 Network and Alliances 124 [ Unbundling Organizations 124 HR Decisions Fitting Organization Design 125 How Does the Research Inform? 126 The Nature of Work 127 Work Level Factors 128 Job Design 128 Human Relations 129 j Work Characteristics Models 130 I High Performance Work Systems 131 Teams and More Teams: A Fundamental Building Block 133 Is This Change Really Necessary? 136 Job and Work Analysis 137 Assessing Job Content 138 Assessing Work Flow 143 Conventional Analysis 143 Quantitative Analysis 144 Job Descriptions 144 Generic Descriptions: Flexibility versus Costs and Benefits of Job Analysis 147 Is Job Analysis Useful? 147 Implications for Designing the HR Function 148 Summary 151 Discussion and Review Questions 152 Your Turn: Empire Strikes Back 152 Appendix: Job Analysis Procedures 155 Notes and References 159 Contents xv CHAPTER 5 Employee Characteristics 162 Employee Characteristics 163 Demographic Characteristics 164 Performance 164 Attitudes and Opinions 164 Performance 165 Why Measure Performance, a Deadly Disease? 165 What Performance to Measure 168 How to Measure Performance 171 Who Should Judge Performance? 179 Timing Is Everything: When to Assess Performance 183 It s All in How You Say It: How to Communicate Performance Assessment 183 How to Evaluate Whether Performance Assessment Works 185 More Than Just Performance: Employee Withdrawal 188 Absenteeism 188 Separations and Turnover 191 Employee Attitudes and Opinions 191 Summary 193 Discussion and Review Questions 194 Your Turn: Appraising Quality Performance at Ford Motor Company 195 Notes and References 196 PART TWO PLANNING. SETTING OBJECTIVES, AND HR INFORMATION SYSTEMS 205 CHAPTER 6 Planning. Objectives, and Evaluation 207 Planning. Setting Objectives, and Evaluating Results 209 Planning Is Diagnostic Decision Making 210 The Winner s Curse: Are Decisions Rational? 210 The Four Planning Questions 211 The Relationship between Objectives and Evaluation Standards 212 What Makes a Good Objective/Standard? 214 Why Perform Human Resource Planning? 216 Planning Links Actions and Consequences 216 Planning Links HR and the Organization 216 Planning from Mars 217 How Human Resource Planning Fits the Broader Planning Process 217 The External Level 217 The Organization Level 219 Human Resource Department/Function Level 221 Human Resource Quantity and Deployment 222 Specific Human Resource Management Activities 223 Planning the Human Resource Department and Function 224 Stakeholder Options/Perceptions 224 Auditing Human Resource Activities 225 Human Resource Budgets 225 Activity, Cost, or Headcount Ratios 226 Human Resource Accounting 226 ] Return on Investment in Human Resources 227 Human Resource Competencies 227 Employment Planning: The Quantity and Deployment of Human Resources 229 Demand Analysis: Where Do We Want to Be? 229 Internal Supply Analysis: Where Are We Now, Where Will We Be? 232 ¦ External Supply Analysis: Who Is Joining the Organization, Who Will Be Joining? 236 Planning specific Human Resource Activities 239 The Human Resource Investment: Quantity, Quality, and Cost 239 Summary 242 Discussion and Review Questions 243 Your Turn: Planning for the Shortage of Petroleum Engineers 244 Notes and References 245 CHAPTER 7 Human Resource Information Systems 250 What Is a Human Resource Information System (HRIS)? 253 HRIS Adds Value by Cutting Administrative Costs 253 HRIS Adds Value by Reengineering HR Activities 254 HRIS Adds Value by Reengineering HR Decisions 254 Basic Components of an HRIS 257 Input Function 257 Data Maintenance Function 258 Output Function 258 j Contents xvii Tailoring the HRIS to the Users 258 HRIS Design Process 260 Patterns of HRIS Design: What Works for the Leaders? 261 Profile One: Centralized Mainframe 263 Profile Two: Decentralized PC Based 263 The Future: Distributed Local Area Networks 265 The Role of Personal Computers in the HRIS 265 What Stands in the Way? 266 Privacy and Security: Avoiding Data Rape 266 International Considerations 268 Evaluating Human Resource Information Systems 269 Efficiency 269 Equity 269 Summary 269 Discussion and Review Questions 270 Your Turn: Teaching Big Brother to Be a Team Player 271 Notes and References 272 PART THREE EXTERNAL STAFFING 273 CHAPTER 8 External Recruiting 279 Recruiting: The beginning of the Staffing Process 281 The Applicant s Job search Process 283 Choosing an Occupation 283 Seeking Information about Jobs/Organization 285 Choosing a Job/Organization 286 Conflicting Goals for Applicants and Employers 287 Choosing Required Applicant Qualifications 288 Tapping the Older Work Force 289 Creating Opportunities for the Disabled 289 Removing Barriers for Discouraged Workers 290 Tapping Applicants with Minimum Basic Skills 290 Choosing Recruitment Sources and Communication Channels 291 Walk Ins 291 Referrals 291 College Recruiting 293 Choosing Schools 294 Attracting Applicants 295 Other Educational Institutions 298 Employment Agencies and Professional Societies 299 Public Employment Agencies 299 Private Employment Agencies and Headhunters 300 Professional Associations 300 Advertising 300 Temporary Employees 301 Immigrants 304 Choosing Inducements 305 Choosing the Message: Realism versus Flypaper 306 Choosing and Preparing Recruiters 307 Evaluating Recruitment 308 Efficiency 309 I Productivity and Tenure 309 I Equity 309 \| Actual Recruiting Evaluation Practices 309 $ Summary 311 I Discussion and Review Questions 312 ] Your Turn: Happy Real Recruitment Advertising 313 1 Appendix: A Diagnostic Approach to Your Own Job Search 313 ] Notes and References 323 CHAPTER 9 External Employment Selection 331 External Employment Selection 333 Objectives for External Selection 335 Validity: How Well Information Predicts the Future 335 Developing an External Selection Strategy 339 Choosing Selection Techniques 339 Application Forms and Resumes 340 Reference and Background Checks 344 Life History Information 345 Interviews 350 Ability Tests 360 Job Knowledge Tests. Work Samples, and Job Tryouts 363 Physical/Psychological Requirements 365 Personality, Honesty, and Graphology Tests 368 Contents xix Putting the Pieces Together to Create the External Selection Process 370 Single Job Selection versus Classification 370 Gathering and Scoring Predictor Information 371 Combining Multiple Selection Procedures 371 Does It Work? Validating the Selection Process 374 Criterion Related Validation Approaches 375 Content Based Validation 379 Government Regulation of Validation 380 What Is the Payoff? Evaluating External Selection Activities 380 Efficiency 381 Equity 385 Summary 385 Discussion and Review Questions 386 Your Turn: HIO Silver Selection at AFG Industries 386 Notes and References 387 CHAPTER 10 Employee Separations, Work Force Reduction and Retention 397 Employee Separations, Work Force Reduction and Retention 398 A Diagnostic Approach to Work Force Reduction/Retention 399 Efficiency 399 Equity 399 Who Decides? Separations Initiated by Employees or Employers 401 Measuring the Separation Rate 401 Beyond the Separation Rate: Work Force Value 402 Managing Resignations 404 Quits 404 Retirements 408 Managing Employee Dismissals 411 Discharges 412 Layoffs 416 Evaluating Employee Separations and Retention 423 Efficiency 423 Equity 423 Summary 424 Discussion and Review Questions 424 Your Turn: Boeing Louisiana s Plant Closing 425 Notes and References 426 PART FOUR j EMPLOYEE DEVELOPMENT 433 CHAPTER 11 Internal Staffing and Careers 437 Internal Staffing and Careers 439 Setting Objectives for Internal Staffing and Careers 440 Internal Employee Movement Is Part of the Staffing Process 442 External Staffing and Internal Staffing Create Career Systems 442 Internal Staffing Reflects Both Internal Selection and Separation 444 Internal Staffing Affects Work Force Quality 444 Balancing Employee and Employer Concerns: Career Management and Career Planning 447 The New Employment Contract: Darwinian, but Flexible 449 The New Career Path: Twists and Turns, Not Straight and Narrow 449 Career Planning: Employees Finding and Pursuing Their Goals 450 Career Orientation: Who Do You Want to Be? 450 Career Stages 451 Recruitment in Career Management 456 Job Posting 456 / Nomination by the Employees Themselves 458 \| Nomination by Employee s Superiors 458 ! Nomination by Mentors 459 Skill Inventories 460 Replacement and Succession Planning 460 Selection in Career Management 461 Selection Procedures Used for Internal Staffing 463 Assessment Centers 464 Past Performance, Experience, and Seniority 466 Who s Left When They Leave? Separation and Retention in Career Management 467 Plateaued Careers and Skill Obsolescence: Getting beyond the Dead End 469 Dual Ladder Career Paths: Keeping Technical Talent on Track 469 Is the Mommy Track an Opportunity or a Betrayal for Women Managers? 470 Chief Executive Officer Succession 472 We Are the World: Managing Global Careers 472 Organizational Factors 473 Employee Characteristics: Arnold Schwarzenegger Would Be Ideal 475 ; I I Contents xxi Family Support: Whither Thou Goest Shall I Go? 475 Cultural Adaptability: Don t Sneeze into Your Handkerchief in Tokyo 476 HR Management: How Can We Help? 476 Evaluating Internal Staffing and Career Development 476 Efficiency 477 Equity 477 Glass Ceilings and Walls 478 Summary 479 Discussion and Review Questions 479 Your Turn: Shattering the Glass Ceiling at Corning Glass Works 480 Notes and References 480 CHAPTER 12 Training 488 Training and the Employee Development Process 489 Training Is Not for Training s Sake 490 Training as a Strategic Weapon for Nations 492 Training as a Strategic Weapon for Organizations 492 Achieving Impact: Diagnostic Approach to Training 492 Assessing the Organization s Needs 493 Job, Task, and Knowledge Skill Ability Analysis 495 Person Analysis 495 Comparison and Use of Needs Assessment Methods 496 What s the Target? Identifying Training Objectives 498 Selection and Design of Training Programs 498 Establishing Supportive Conditions for Learning 498 Trainees Ability to Learn 499 Trainees Motivation to Learn 499 Choosing the Content of Training 502 Choosing Training Delivery Methods: On the Job Training 506 Choosing Training Methods: Off the Job 509 Transfer from the Training Environment to the Job 514 The Proof Is in the Results: Evaluating Training Outcomes 514 What Is Effectiveness: Choosing Training Criteria 515 Efficiency: Training Costs 518 Efficiency: Benefits 519 Break Even Analysis 521 Equity 524 Summary 524 M Discussion and Review Questions 525 * Your Turn: Training to Build the Saturn Difference 525 I Notes and References 526 i PART FIVE COMPENSATION 535 CHAPTER 13 I The Pay System 539 j Multiple Forms of Pay 540 1 What Determines Pay? 541 I Organization Differences 541 Work Differences 545 Employee Differences 545 Differences in Markets and Countries 545 Multiple Pay Objectives 547 Pay Policy Decisions 550 Balancing Policy Decisions 553 I External Competitiveness 553 I Determining What Competitors Are Paying 554 What Pay Level to Set? 556 Translating Pay Level Policy into Practice 558 Internal Consistency 560 Egalitarian versus Hierarchical Structures 560 Designing a Job Based Structure: Job Evaluation 562 Skill Based Structures 565 Market Based Structures 571 Building Bureaucracies? 573 Summary 573 Discussion and Review Questions 574 Your Turn: Evaluating Jobs 574 Appendix: A Skill Based Job Evaluation Plan for Manufacturing Jobs: Factor Definitions and Points 582 Notes and References 586 { Contents xxiii vCHAPTER 14 Paying Individual Employees 588 Employee Contributions 589 Should Employees Be Paid Differently? 589 Flat Rates 590 Pay Ranges 590 How to Pay for Employee Contributions 593 Merit Pay: Individual Employee s Performance Matters 595 Is Merit Mismanaged? Too Much Money for Too Little Effort 596 Individual Incentives 597 Team Unit Based Plans: Teamwork as a Key to Improved Performance 597 Gainsharing 598 Does It Matter? Does Paying for Employee Contributions Affect Results? 603 Pay for Performance and Equity 603 Variable Pay s Dark Side 605 Pay for Performance and Efficiency 605 Pay Administration 606 Gaining Acceptance 607 Ensuring Legal Compliance 608 Comparable Worth 610 Special Groups 614 Summary 616 Discussion and Review Questions 618 Your Turn: Disney s CEO 618 Appendix: AFSCME Pay Equity Study 619 Notes and References 619 CHAPTER 15 Benefits 623 The Growth of Benefits 625 Unions 625 Contributions versus Entitlements 627 A Benefits Gap 627 Setting Benefit Objectives and Strategies 628 Competitiveness 630 Cost Comparisons 630 j Compliance 630 Civil Rights Laws 630 Fiduciary Responsibility 632 Mandated Benefits 634 Coverage 636 Employer Purchased Insurance 636 Paid Time Away from Work 636 Employee Services 637 ; Retirement Income 638 Choice 640 Communication 643 International Variations 644 Evaluating the Results of Benefit Decisions 645 Effects on Costs 646 Effects on Employee Behaviors 648 Effects on Equity 649 Summary 649 Discussion and Review Questions 650 Your Turn: National Health Insurance 650 1 Notes and References 651 I PART SIX EMPLOYEE/LABOR RELATIONS 655 CHAPTER 16 Unions 659 Why Do Employees Join Unions? 661 The Legal Framework for Collective Bargaining 662 Labor Relations Objectives 664 Maintain a Union Free Status 665 Collaboration 666 The Organizing Campaign 668 Negotiating a Contract 669 Preparation 670 Negotiation Issues 671 Refusal to Bargain 672 Contents xxv Impasses in Collective Bargaining 673 Strikes and Lockouts 674 Who Strikes—And Why? 675 Contract Administration 676 Steps in the Grievance Process 677 Arbitration 678 The Union Organization 680 Union Leaders 680 Union Strategies 681 Cooperative Programs 682 Involvement in Employer s Strategic Decisions 687 New Legislative Initiatives 689 Public Sector Unions 690 Labor Relations in Other Countries 692 Business/Government Relations 693 Labor/Government Relations 694 Business/Labor Relations 694 Evaluating the Effects of Labor Relations Activities 696 Efficiency: Union Impact on Wages 696 Efficiency: Union Impact on Productivity 697 Equity: Union Impact on Employees Voice 698 Summary 699 Discussion and Review Questions 700 Your Turn: Caterpillar and the UAW: From Adversaries to Cooperation to Adversaries 700 Notes and References 702 CHAPTER 17 Employee Relations 706 Set Employee Relations Objectives and Strategies 708 Communication 708 Employee Involvement 710 Quality of Work Life 712 Employee Management Committees 714 Organization Initiatives 715 Family/Job Conflict 716 Work Schedule Adaptations 716 Child Care Assistance 720 Family and Medical Leave Act 721 Protection 722 ~y(. Safety and Health Hazards 723 Occupational Safety and Health Act 724 Stress 726 Co Worker Relations 729 Employee Assistance 732 Approaches to Employee Assistance 734 Conflict and Discipline 737 Disciplinary Process 737 Conflict Resolution 739 V The Employment Relationship: An Implicit Contract 741 Employment Relationships Differ: Core, Contingent, Contract 742 The Dark Side of the New HRM 743 A Major HR Challenge: Managing a Breached Contract 744 Managing the Implicit Social Contract 745 Evaluating Results 746 Efficiency 746 Equity 747 Summary 748 Discussion and Review Questions 748 Your Turn: Tradition or Team Approaches 749 Notes and References 749 CASES 753 Human Resource Management at Ithaca s Own 754 Starting Salary: Introduction to the PC 754 Background Description of Ithaca s Own 758 Strategies and Staff 762 Setting Objectives 764 Employment Planning 765 Choosing Colleges for Recruiting: Using the PC 767 Developing New Managers 773 Merit Pay Decisions: Using the PC 774 Compression and External Experienced Hiring 779 The Jack Freelance Affair 780 Name Index 787 Subject Index 795
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author	Milkovich, George T. Boudreau, John W. 1956-
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title	Human resource management
title_auth	Human resource management
title_exact_search	Human resource management
title_full	Human resource management George T. Milkovich ; John W. Boudreau
title_fullStr	Human resource management George T. Milkovich ; John W. Boudreau
title_full_unstemmed	Human resource management George T. Milkovich ; John W. Boudreau
title_short	Human resource management
title_sort	human resource management
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topic_facet	Personnel - Direction Ressources humaines - Manuels Personnel management Personalpolitik
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