Verfügbarkeit: Human resource management

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Titel:	Human resource management
Von:	George T. Milkovich ; John W. Boudreau
Person:	Milkovich, George T. Verfasser aut Boudreau, John W. 1956-
Vorheriger Titel:	Milkovich, George T. Personnel
Hauptverfassende:	Milkovich, George T. (VerfasserIn), Boudreau, John W. 1956- (VerfasserIn)
Format:	Buch
Sprache:	Englisch
Veröffentlicht:	Chicago [u.a.] Irwin 1997
Ausgabe:	8. ed.
Schlagworte:	Personeelsmanagement Personnel management Personalpolitik
Online-Zugang:	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008204806&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
Beschreibung:	XXV, 693 S. Ill.
ISBN:	0256193541

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Datensatz im Suchindex

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adam_text	1 A Diagnostic Approach to Human Resource Management 1 PART ONE ASSESS CONDITIONS, PLAN AND SET OBJECTIVES 25 2 External Conditions 27 3 Organization Conditions 61 4 Employee Characteristics 97 5 Planning and Evaluation 138 PART TWO EXTERNAL STAFFING 174 6 External Recruiting 179 7 External Employee Selection 236 8 Turnover 307 PART THREE EMPLOYEE DEVELOPMENT 349 9 Internal Staffing and Careers 351 10 Training 406 PART FOUR COMPENSATION 457 11 The Pay System 459 12 Paying Individual Employees 499 13 Benefits 539 PART FTVE EMPLOYEE/LABOR RELATIONS 565 14 Unions 567 15 Employee Relations 603 16 The Evolving Human Resource Management Profession 640 Name Index 675 Subject Index 685 xi CHAPTER 1 A Diagnostic Approach to Human Resource Management 1 Why Human Resources Are Critical 2 Integrated Decisions... 2 . . . That Influence Effectiveness 3 Integrating Efficiency and Equity 5 Valuing Human Resources as Assets 5 Separating HRM Costs and Payoffs from Other Initiatives 5 Payoffs as Expense Avoided 8 Expense of Doing Nothing 9 HR Activities Pay Off 9 The HR Practitioner 9 Service 10 Advocate 11 Business Partner/Change Agent 12 A Diagnostic Approach 13 An HR Example 13 Assess Conditions 15 External Conditions 15 Organization Conditions 15 Employee Conditions 15 Plan and Set Objectives 16 HRM Activities 16 Staffing: From an Employee to Teams 16 Development: From Training to Continuous Learning 16 Compensation: From Wages to Total Labor Costs and Rewarding Performance 17 Employee/Union Relations: From Labor Relations to Governance 17 Evaluating Results 18 xiii xiv Contents The Employment Relationship 18 The New Deal : Myth or Fact? 19 Managing a Breached Contract 19 Combine the Diagnostic Approach with Theoretical and Technical Knowledge 20 PART ONE ASSESS CONDITIONS, PLAN AND SET OBJECTIVES 25 CHAPTER 2 External Conditions 25 Intertwined Forces Build the Employment Relationship 28 Government as a Third Party in the Employment Relationship 28 Regulations Reflect Society 28 Shaping Legislation 30 Worldwide Changes in the Employment Relationship 30 Global Comparisons 31 Managerial Autonomy 31 Ownership and Financial Markets 33 Union and Employee Involvement 33 An Increasingly Diverse Employee Population 34 Employee Trends: Immigration 35 Employee Trends: The African American Experience 35 Employee Trends: Women in the Workforce 36 An Expanding Notion of Fairness 37 Defining Discrimination 37 Title VII of the Civil Rights Act 37 Exceptions to Title VII 38 Preferences and Quotas: The Public Debate 40 Evaluating Compliance 40 Availability Analysis 40 Establish Goals 43 Programming to Achieve Goals: Affirmative Action 43 Ensure Compliance 43 We re Not What We Used to Be 44 Unequal Occupations, Unequal Incomes 44 The Glass Ceiling 46 Valuing Diversity 48 Pressures for Diversity Programs 48 The Role of HRM 48 Managers and Leaders 50 Training 51 Contents xv Other Countries, Other Perspectives 52 Diversity Is Not a Universal Goal 52 The European Approach 53 Canada 54 Differential Impact and Responses to Uncertainty 54 Your Turn: Levi Strauss 56 CHAPTER 3 Organization Conditions 61 Nature of the Organization 62 Financial Condition 63 Technology and Productivity 63 Business Strategy 64 Organization Design 65 Networks 68 HR Decisions That Fit Organization Design 68 Nature of the Work 69 Designing Work 69 Human Relations 69 Work Characteristics Models 70 High Performance Work Systems 71 Go with the Flow 72 Reengineering 72 Is This Change Really Necessary? 74 Teams: A Fundamental Building Block 74 Building Blocks or Stumbling Blocks? 76 Yosh! 77 Nature of the Job 78 Job Analysis 79 Collecting the Data 79 Job Descriptions 84 Generic Descriptions: Flexibility versus Fences 84 Is Job Analysis Useful? 86 Yes, But Is It Really Useful? 86 Focus on the Person, Not the Job: Competencies 87 Your Turn: Astra Merck 90 Appendix: Job Analysis Procedures 91 xvi Contents CHAPTER 4 Employee Characteristics 97 Employee Characteristics 99 Performance 99 Why Measure Performance, a Deadly Disease ? 100 What Performance to Measure 103 How to Measure Performance 105 Who Should Judge Performance? 112 When to Assess Performance: Timing Is Everything 116 How to Communicate Performance Assessment: It s All in How You Say It 117 How to Evaluate Whether Performance Assessment Works 118 More Than Just Performance: Employee Withdrawal 123 Absenteeism 124 Separations and Turnover 125 Employee Attitudes and Opinions 126 Your Turn: Appraising Quality Performance at Ford Motor Company 129 CHAPTER 5 Planning and Evaluation 138 Planning, Setting Objectives, and Evaluating Results 140 Planning Is Diagnostic Decision Making 141 The Four Planning Questions 141 Why Human Resource Planning? 142 Planning Links Human Resources and the Organization 143 Planning Links Actions and Consequences 143 Calculating the Return on Investment in Human Resources 143 Planning Integrates Human Resource Activities 146 Do Human Resources Fit to Strategy, or Does One Size Fit All? 146 Can Human Resources Provide a Competitive Advantage? 147 How Human Resource Planning Fits the Broader Planning Process 148 Planning from Mars 148 The Environment 149 The Organization 150 Human Resource Quantity and Deployment 152 Human Resource Department/Function 153 Specific Human Resource Management Activities 154 Employment Planning: The Quantity and Deployment of Human Resources 155 How to Measure Human Resource Demand and Supply 155 Demand Analysis: Where Do We Want to Be? Internal Supply Analysis: Where Are We Now? Where Will We Be? 156 External Supply Analysis: Who Is Joining the Organization? Who Will Be Joining? 162 Contents xvii Objectives and Evaluation Standards: How Did We Do? 165 What Makes a Good Objective/Standard? 166 Your Turn: Planning for the Shortage of Petroleum Engineers 169 PART TWO EXTERNAL STAFFING 174 CHAPTER 6 External Recruiting 179 Recruiting: The Beginning of the Staffing Process 181 The Applicant s Job Search Process 184 Choosing an Occupation 184 Seeking Information about Jobs/Organizations 186 Choosing a Job/Organization 186 Conflicting Goals for Applicants and Employers 186 The End of Permanent Employment? 187 On the Web : Career Help for the Contingent Worker 190 Choosing Applicant Qualifications: Beyond Tradition 192 Tapping the Older Workforce 192 Creating Opportunities for the Disabled 193 Removing Barriers for Discouraged Workers 193 Tapping Applicants with Minimum Basic Skills 194 Choosing Recruitment Sources and Communication Channels 195 Walk ins 196 Referrals 196 College Recruiting 198 Choosing Schools 198 Attracting Applicants 200 Other Educational Institutions 202 Public Employment Agencies 204 Private Employment Agencies and Headhunters 204 Professional Associations 205 Cyber Recruitment: Finding Your Dream Job on the Internet 205 Advertising 205 Immigrants 207 Which Sources Work Best? 208 Choosing Inducements 208 Choosing the Message: Realism versus Flypaper 210 xviii Contents Choosing and Preparing Recruiters 211 Evaluating Recruitment 213 Efficiency 213 Productivity and Tenure 213 Equity 214 Actual Recruiting Evaluation Practices 214 Your Turn: Happy Meal Recruitment Advertising 217 Appendix: A Diagnostic Approach to Your Own Job Search 218 CHAPTER 7 External Employee Selection 236 External Selection 238 Objectives for External Selection 240 Developing an External Selection Strategy 241 Validity: How Well Information Predicts the Future Validity Coefficient 241 Choosing Selection Techniques 246 Application Forms and Resumes 246 Reference and Background Checks 251 Life History Information 252 Interviews 256 Ability Tests 266 Legality and Equity 270 Job Knowledge Tests, Work Samples, and Job Try outs 271 Physical/Physiological Requirements 273 Personality, Honesty, and Integrity Testing 274 Putting the Pieces Together to Create the External Selection Process 277 Single Job Selection versus Classification 277 Gathering and Scoring Predictor Information 277 Combining Multiple Selection Procedures 278 Does It Work? Validating Selection Processes 280 Criterion Related Validation 282 Content Based Validation 285 Extent of Validation 286 Government Regulation of Validation What Is the Payoff? Evaluating External Selection Activities 287 Efficiency 287 Equity 290 Your Turn: HIO Silver Selection at AFG Industries 292 Contents xix CHAPTER 8 Employee Separations, Workforce Reduction and Retention 307 Workforce Reduction and Retention 308 A Diagnostic Approach to Workforce Reduction/Retention 308 Efficiency 309 Equity 311 Separations Initiated by Employees or Employers: Who Decides? 311 Measuring the Separation Rate 312 Beyond the Separation Rate: Workforce Value 312 Managing Resignations 314 Quits 314 Retirements 318 Managing Employee Dismissals 322 Discharges 322 Layoffs 327 Evaluating Employee Separations and Retention 336 Efficiency 336 Equity 336 Your Turn: Boeing Louisiana s Plant Closing 338 PART THREE EMPLOYEE DEVELOPMENT 349 CHAPTER 9 Internal Staffing and Careers 351 Organizational Staffing and Employee Careers 354 Setting Objectives for Internal Staffing and Careers 354 Internal Employee Movement Is Part of the Staffing Process 356 External Staffing and Internal Staffing Create Career Systems 356 Internal Staffing Reflects Both Internal Selection and Separation 356 Internal Staffing Affects Workforce Quality 358 Balancing Employee and Employer Concerns: Career Management and Career Planning 360 The New Employment Contract: In Business for Yourself 362 The New Career Path: Twists and Turns, Not Straight and Narrow 362 Career Planning: Employees Finding and Pursuing Their Goals 364 Career Orientation: Who Do You Want to Be? 364 Career Cycles and Stages 366 xx Contents Recruitment in Career Management 371 Job Posting 371 Nomination by the Employees Themselves 373 Nomination by Employees Superiors 374 Nomination by Mentors 374 Skill Inventories 375 Replacement and Succession Planning 376 Selection In Career Management 378 Selection Procedures Used for Internal Staffing 378 Assessment Centers 379 Past Performance, Experience, and Seniority 382 Separation and Retention in Career Management: Who s Left When They Leave? 384 Dual Ladder Career Paths: Keeping Technical Talent on Track 384 Mommy Tracks, Parent Tracks, and Work Life Balance 386 Chief Executive Officer Succession 386 Managing Global Careers 387 Organizational Factors 389 Employee Characteristics: Arnold Schwarzenegger Would Be Ideal 389 Family Support: Whither Thou Goest Shall I Go? 390 Cultural Adaptability: Don t Sneeze into Your Handkerchief in Tokyo 390 Human Resource Management: How Can We Help? 390 Evaluating Internal Staffing and Career Development 391 Efficiency 391 Equity 392 Glass Ceilings and Walls 392 Your Turn: Shattering the Glass Ceiling at Corning Glass Works 394 CHAPTER 10 Training 406 Training and the Employee Development Process 408 Training Is Not for Training s Sake 408 Training as a Strategic Weapon for Nations 410 Training as a Strategic Weapon for Organizations 410 Achieving Impact: Diagnostic Approach to Training 411 Assessing the Organization s Needs 411 Job, Task, Competency, and Knowledge Skill Ability (KSA) Analysis 413 Person Analysis 415 Comparison and Use of Needs Assessment Methods 415 What s the Target? Identifying Training Objectives 416 Selection and Design of Training Programs 417 Establishing Supportive Conditions for Learning 417 Trainee Ability to Learn 417 Contents xxi Trainee Motivation to Learn 418 Choosing the Content of Training 421 Choosing Training Delivery Methods: On the Job Training 427 Choosing Training Methods: Off the Job Training 429 Transfer from the Training Environment to the Job 434 Evaluating Training Outcomes: The Proof Is in the Results 436 Choosing Training Criteria: What Is Effectiveness? 436 Efficiency: Training Costs 438 Efficiency: Benefits 438 Break Even Analysis 440 Equity 444 Your Turn: Training to Build the Saturn Difference 446 PART FOUR COMPENSATION 457 CHAPTER 11 The Pay System 459 Multiple Forms of Pay 460 Total Compensation Total Rewards 460 Multiple Pay Objectives 461 Pay Policy Decisions 463 External Competitiveness: Comparisons among Organizations 463 Internal Alignment: Comparisons within an Organization 464 Employee Contributions 465 Implementation 465 Balancing Policy Decisions 465 External Competitiveness 466 Measure the Market 466 Conducting a Survey 468 What Pay Level to Set? 471 Translating Pay Level Policy into Practice 472 Internal Alignment 473 Egalitarian versus Hierarchical Structures 474 Designing a Job Based Structure: Job Evaluation 476 Point Methods: The Most Common Job Evaluation Plan 476 Skill Based Structures 479 Competency Based Structures 483 Market Based Structures 485 Building Bureaucracies? 486 xxii Contents Your Turn: Evaluating Jobs 488 Appendix: Factor Definitions and Points in A Skill Based Job Evaluation Plan for Manufacturing Jobs 493 CHAPTER 12 Paying Individual Employees 499 Employee Contributions 500 Should Employees Be Paid Differently? 500 Flat Rates 501 Pay Ranges 501 Broadbanding 503 How to Pay for Employee Contributions 504 Merit Pay: Individual Employees Matter 504 Is Merit Mismanaged? Too Much Money Has Too Little Effect 506 Individual Incentives 508 Team/Unit Based Plans: Teamwork as a Key to Improved Performance 515 Gainsharing 510 Does Paying for Performance Pay Off? 514 Pay for Performance Affects Equity 514 The Dark Side of Variable Pay 515 Pay for Performance Affects Efficiency 515 Pay Implementation 516 Gaining Acceptance 516 Ensuring Legal Compliance 517 Comparable Worth 519 Special Groups 520 International Pay Systems 523 Comparing Wages and Productivity 523 Comparing Systems 525 Global Snapshots 525 Expatriate Pay 528 Your Turn: The Class Comparison 533 CHAPTER 13 Benefits 539 The Growth of Benefits 540 Contributions versus Entitlements 541 A Benefits Gap 542 Setting Benefit Objectives and Strategies 543 Contents xxiii Competitiveness 544 Cost Comparisons 544 Compliance 544 Civil Rights Laws 545 Fiduciary Responsibility 546 Mandated Benefits 547 Coverage 549 Employer Purchased Insurance 549 Paid Time Away from Work 551 Employee Services 551 Retirement Income 551 Choice 552 Communication 555 International Variations 556 Outsourcing 557 Evaluating the Results of Benefit Decisions 557 Effects on Costs 558 Effects on Employee Behaviors 559 Effects on Equity 560 Your Turn: National Health Insurance 561 PART FIVE EMPLOYEE/LABOR RELATIONS CHAPTER 14 Unions 567 Why Do Employees Join Unions? 567 The Legal Framework for Collective Bargaining 570 Labor Relations Objectives 572 Maintain a Union Free Status 572 Collaboration 573 The Organizing Campaign 574 Negotiating a Contract 576 Preparation 576 Negotiation Issues 577 Refusal to Bargain 578 Impasses in Collective Bargaining 579 Mediation 579 Strikes 580 Replacement Workers 581 xxiv Contents Contract Administration 581 Steps in the Grievance Process 581 Arbitration 583 The Union Organization 583 Union Leaders 584 Union Strategies 585 Cooperative Programs 586 What Does the Research Tell Us? 587 Public Sector Unions 588 New Legislative Initiatives 588 Labor Relations in Other Countries 589 Centralized Bargaining 590 Worker Councils 590 Social Legislation: Intensive versus Extensive 591 Evaluating the Effects of Labor Relations Activities 592 Efficiency: Union Impact on Wages 592 Efficiency: Union Impact on Productivity 593 Equity: Union Impact on Employees Voice 595 Different Countries, Different Effects 595 Your Turn: Caterpillar and the United Auto Workers: From Adversaries to Cooperation to Adversaries 597 CHAPTER 15 Employee Relations 603 The Importance of Employee Relations 605 Communication 606 Employee Involvement 607 Quality of Work Life (QWL) 609 Employee Management Committees 610 Organization Initiatives 610 Family/Job Conflict 610 Work Schedule Adaptations 611 Child Care Assistance 612 Protection 613 Safety and Health Hazards 613 Occupational Safety and Health Act 615 Stress 616 Co Worker Relations 619 Employee Assistance 622 Approaches to Employee Assistance 624 Conflict and Discipline 625 Disciplinary Process 627 Contents xxv Conflict Resolution 628 Judging the Judges 630 The Dark Side of the New Deal 631 Reciprocity in the Relationship 632 Replacing the Contract with . . . What? 632 Evaluating Results 633 Efficiency 633 Equity 634 Your Turn: Saks Fifth Avenue 636 CHAPTER 16 The Evolving Human Resource Management Profession 640 The HR Function: From One Foreman to Globally Hight Flex ? 642 Industry Model 642 Investment Model 643 Involvement Model 643 High Hex Model 644 The Building Blocks: Human Resources Competencies 646 Human Resource Information Systems 647 What Is a Human Resource Information System? 649 Information System Value: The Three C s 649 Designing the HRIS 651 Input: Where Do You Get the Information? 655 Data Maintenance and Processing 655 Output: What You See Is What You Get 659 Avoiding Disclosure : Privacy and Security 660 Choosing the System 661 Tracking Value Added: A Balanced Scorecard 662 Stakeholder Opinions/Perceptions 662 Auditing Human Resource Activities 664 Human Resource Budgets 664 Activity, Cost, or Head Count Ratios 665 Human Resource Accounting 665 Return on Investment in Human Resources 666 Evaluating the Human Resource Function 668 Your Turn: A Web Page for HR at a University 670 Appendix: Specialization in HRM 670 Name Index 675 Subject Index 685
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author	Milkovich, George T. Boudreau, John W. 1956-
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dewey-tens	650 - Management and auxiliary services
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edition	8. ed.
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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_old	Milkovich, George T. Personnel
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topic	Personeelsmanagement gtt Personnel management Personalpolitik (DE-588)4045269-4 gnd
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