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Title:	Managing human resources productivity, quality of work life, profits
From:	Wayne F. Cascio, The Business School, University of Colorado Denver
Person:	Cascio, Wayne F. 1946- aut
Main Author:	Cascio, Wayne F. 1946- (Author)
Format:	Book
Language:	English
Published:	New York, NY McGraw-Hill [2022]
Edition:	Twelfth edition, International student edition
Subjects:	Personalpolitik Führung
Online Access:	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=032752684&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
Physical Description:	xxix, 667 Seiten Illustrationen, Diagramme
ISBN:	9781265064372

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adam_text	ONTENTS Boxes and Special Features Preface xxiv Part One xx ENVIRONMENT 1 Chapter 1 HUMAN RESOURCES IN A GLOBALLY COMPETITIVE BUSINESS ENVIRONMENT 2 Questions This Chapter Will Help Managers Answer 2 Human Resource Management in Action 3 Globalization at Work: Wealth, jobs, and Worker Displacement The Enterprise Is the People 4 Managing People: A Critical Role for Every Manager 5 Why Does Effective HRM Matter? 7 Features of the Competitive Business Environment 9 Globalization 9 Technology 10 Sustainability 11 Demographic Changes and Increasing Cultural Diversity 13 Responses of Firms to the New Competitive Realities 14 Nonstandard Employees in the Gig՞ Economy 14 Restructuring, Including Downsizing 16 Flexibility 17 Business Trends and HR Competencies 20 Human Resource Management in Action: Conclusion 22 Globalization at Work: Wealth, Jobs, and Worker Displacement Summary 24 Key Terms 24 Discussion Questions 2S Applying Your Knowledge 25 Case 1-1: PepsiCo: “Winning with Purpose” 25 References 26 Chapter 2 HR TECHNOLOGY 32 Questions This Chapter Will Help Managers Answer 32 Human Resource Management in Action 33 Haw Technology Is Changing Work and Organizations Technology and Its Impact on HR Management 34 Business Leadership 35 Compensation and Benefits 35 Diversity 35 33 3 22 Employee Relations 36 Labor Relations 36 Organization and Employee Development 37 Safety and Security 38 Recruitment and Staffing 38 HR Risk Management 39 Leveraging HR Technology-Human Resource Information Systems (HR1S) 40 What Do You Want the System to Do? 41 Make the Business Case 41 Compare Vendors 42 Match Technology to Organizational Needs 42 Don’t Overlook Finance or Information Technology (IT) 44 Assess End Users’ Experiences 44 Implementation Issues 44 Challenges Facing HR Technology 45 New Skills and Roles for HR Staff 45 Increasing Expectations and Demand for Data 45 More Distant HR Staff 45 Need to Improve the Quality of Decisions 46 Increasing the Comfort Level of AH Employees with HR Technology HR Technology Trends 47 Expansion of Social Networking 47 Growth of Compliance and Reporting Requirements 47 More Renting, Less Buying of Services 47 Growth in the Use of Data Analytics and Dashboards 48 More Transparent HR Policies, Increasing Concerns about Data Privacy 48 Human Resource Management in Action: Conclusion 49 How Technology Is Changing Work and Organizations 49 Summary 50 Key Terms 51 Discussion Questions 51 Applying Your Knowledge 51 Case 2-1: Automation and AI Reshape the Workplace 51 References 52 Chapter 3 PEOPLE ANALYTICS: THE FINANCIAL IMPACT OF HRM ACTIVITIES 56 Questions This Chapter Will Help Managers Answer 56 Human Resource Management in Action 57 New Developments in People Analytics 57 Big Data: Promise and Perils 58 The LAMP Model: Foundation for Workforce Measurement 60 Logic: The Story” That Connects Investments and Outcomes Analytics: Drawing Appropriate Conclusions from Data 61 Measures: Getting the Numbers Right 61 Process: Creating Actionable Insights 62 People Analytics 62 61 Financial Effects of Employee Attitudes 64 Employee Attitudes, Customer Behavior, and Profits at Svsco Corpo; ч :· Logic: Linking Management Practices to Financial Outcomes 65 Analytics: Connecting the Model to Management Behaviors 6t Measures 66 Analytics Combined with Process: The Sysco Web Portal 67 Monetary Payoffs 67 Integrating the Value-Profit Chain into Organizational Systems 68 Costing Employee Absenteeism 68 Analytics and Measures for Employee Absenteeism 70 Process: Interpreting the Costs of Absenteeism 70 Costing Employee Turnover 71 Analytics: The Components of Turnover Costs 72 The Total Cost of Turnover 75 Is Employee Turnover Good or Bad for an Organization? 75 Financial Effects of Work-Life Programs 76 The Logic of Work-Life Programs 76 Analytics and Measures: Connecting Work-Life Programs and Outcomes Cautions in Making the Business Case for Work Life Programs 80 Financial Effects of Collaboration and Sharing Knowledge 81 Logic and Analytics 82 Measures 82 Process 83 Human Resource Management in Action: Condusion 84 New Developments in People Analytics 84 Summary 85 Key Terms 86 Discussion Questions 86 Applying Your Knowledge 86 Case 3-1: Absenteeism at ONO Inc. 86 References 87 Chapter 4 THE LEGAL CONTEXT OF EMPLOYMENT DECISIONS Questions This Chapter Will Help Managers Answer 92 Human Resource Management in Action 93 Retaliation: Guidance for Employers and Some Preventive Measures Societal Objectives 94 EEO and Unfair Discrimination: What Are They? 94 The Legal Context of Human Resource Decisions 96 The Thirteenth and Fourteenth Amendments 97 The Civil Rights Acts of 1866 and 1871 97 The Equal Pay Act of 1963 97 Title VII of the Civil Rights Act of 1964 98 Litigating Claims of Unfair Discrimination 99 The Civil Rights Act of 1991 100 The Age Discrimination in Employment Act of 1967 (ADEA) 102 The Immigration Reform and Control Act of 1986 (İRCA) 103 The Americans with Disabilities Act of 1990 (ADA) 104 The Family and Medical Leave Act of 1993 (FMLA) 105 Uniformed Services Employment and Reemployment Rights Act of 1994 Conti Federal Enforcement Agencies: EEOC and OFCCP 106 EEOC Guidelines 108 The Office of Federal Contract Compliance Programs (OFCCP) 108 Affirmative Action Remedies 109 Employment Case Law: Some General Principles 109 Sex Discrimination 110 Pregnancy 111 Sexual Harassment 111 Age Discrimination 114 Overqualified job Applicants 114 Seniority 115 Testing and Interviewing 116 Personal History 117 Preferential Selection 117 Human Resource Management in Action: Conclusion 120 Retaliation: Guidance for Employers and Some Preventive Measures Summary 121 Key Terms 121 Discussion Questions 122 Applying Your Knowledge 122 Case 4-1; Second-Chance Employment 122 References 123 Part Two Chapter 5 EMPLOYMENT 129 DIVERSITY AND INCLUSION 130 Questions This Chapter Will Help Managers Answer 130 Human Resource Management in Action 131 The Business and Ethical Cases for D I Are Not Enough to Bring About Rea! Change 131 The Many dimensions of Workforce Diversity 133 The Service Economy 134 The Globalization of Markets 135 Business Strategies That Require More Teamwork 135 Mergers and Strategic International Alliances 136 The Changing Labor Market 136 D l at Work 137 Culture-the Foundation of Group Differences 139 139 African Americans in the Workforce Hispànics in the Workforce 140 Asian Americans in the Workforce 143 Women in the Workforce 143 Age-Based Diversity 146 D I: Maximizing Benefits 147 Racial and Ethnic Minorities 147 Female Workers 148 Generations X, Y, and Z 149 Older Workers ISO Workers with Disabilities 151 Lesbian/Gay/Bisexual/Transgendered Employees 152 120 Human Resource Management in Action: Conclusion 155 The Business and Ethical Cases for Diversity Are Not Enough to £· . Real Change 155 155 Summary Key Terms 156 Discussion Questions 156 Applying Your Knowledge 157 Case 5-1: The Challenge ofD I 157 References 158 Chapter 6 About PLANNING FOR PEOPLE 164 Questions This Chapter Will Help Managers Answer 164 Human Resource Management in Action 165 Leadership Succession-а Key Challenge for All Organizations 165 Business Strategy-Foundation for all Organizational Decisions 166 Ensuring Coherence in Strategic Direction 167 Relationship of HR Strategy to Business Strategy 168 Strategic Workforce Plans 170 Įobs and Work: Constant Change 171 Jobs, Individuals, and Organizations 171 Identifying the Work to Be Done and the Personal Characteristics Needed to Do the Work 172 Competency Models 175 How Do We Study ]ob Requirements? 176 Job Analysis: Relating Method to Purpose 178 From )ob Analysis to Strategic Workforce Planning 178 Strategic Workforce-Planning Systems 179 Talent Inventory ¡80 Workforce Forecasts 182 Forecasting External Workforce Supply 183 Forecasting Internal Workforce Supply !83 Forecasting Workforce Demand 186 Assessing Future Workforce Demand 186 How Accurate Is Accurate? 187 Integrating Supply and Demand Forecasts 188 Make or Buy? 289 Control and Evaluation ofSWP Systems 190 Human Resource Management in Action: Conclusion 191 Leadership Succession-а Key Challenge for All Organizations 191 Summary 192 Key Terms 192 Discussion Questions 193 Applying Your Knowledge 193 Case 6-1: Workforce Forecasts for a Small Business 193 References 194 Chapter 7 RECRUITING 198 Questions This Chapter Will Help Managers Answer Human Resource Management in Action 199 The Perils and Promise of Social Media 199 198 Recruitment as a Strategic Imperative 200 A Supply-Chain Approach to the Recruitment Staffing Process 200 Developing Recruitment Policies: Labor-Market Issues 202 Internal versus External Labor Markets 204 Recruitment Policies and Labor-Market Characteristics 204 Recruitment Planning 204 Internal Recruitment 205 Job Posting 206 Employee Referrals 207 Temporary Worker Pools 209 External Recruitment 209 University Relations 211 Virtual Career Fairs 211 Executive Search Firms 212 Employment Agencies 213 Recruitment Advertising 213 Special Inducements Relocation Aid, Help for the Trailing Spouse, and Sign-On Bonuses 213 Summary of Findings Regarding Recruitment Sources 215 Diversity-Oriented Recruiting 216 Managing Recruitment Operations 216 Evaluation and Control of Recruitment Operations 218 Realistic \|ob Previews 2Î9 The Other Side of Recruitment-Job Search 221 Scenario 1: Unemployed 221 Scenario 2: Employed but Searching for a New Job 222 Human Resource Management in Action: Conclusion 223 The Perils and Promise of Social Media 223 Summary 224 Key Terms 225 Discussion Questions 225 Applying Your Knowledge 225 Case 7-1: Transforming Data into Recruiting Intelligence 225 References 226 Chapter 8 STAFFING 234 Questions This Chapter Will Help Managers Answer 234 Human Resource Management in Action 235 Organizational Culture-Key to Staffing Fit” 235 Organizational Considerations in Staffing Decisions 236 Business Strategy 236 Organizational Culture 238 The Logic of Personnel Selection 238 Reliability of Measurement 239 Validity of Measurement 239 Screening and Selection Methods 240 Employment Application Forms 240 Recommendations, References, and Background Checks 241 Assessment Methods in Selection 244 Drug Screening 244 Integrity Tests 245 Cognitive-Ability Tests 246 Validity Generalization 248 Personality Measures 248 Measures of Emotional Intelligence 249 Personal-History Data 250 Employment Interviews 2SO Work-Sample Tests 253 Assessment Centers 256 Choosing the Right Predictor 259 Human Resource Management in Action: Conclusion 260 Organizational Culture-Key to Staffing Fit” 260 Summary 261 Key Terms 263 Discussion Questions 263 Applying Your Knowledge 264 Exercise 8-1: An In-Basket and an LGD for Selecting Managers References 268 Part Three DEVELOPMENT 264 279 9 TRAINING AND ON-BOARDING 280 Questions This Chapter Will Help Managers Answer 280 Human Resource Management in Action 281 Technology-Delivered Instruction Catches On 281 Employee Training 282 What Is Training? 282 Training Trends 283 Impact of Training on Individuals, Teams, Organizations, and Society Characteristics of Effective Training Practice 287 The Training Paradox 287 How Training Relates to Competitive Strategies 288 What Determines Effective Training? 288 Assessing Training Needs and Designing Training Programs 288 Assessing Training Needs 290 Principles That Enhance Learning 293 Motivating the Trainee: Goal Setting 293 Behavior Modeling 294 Meaningfulness of the Material 295 Practice (Makes Perfect) 296 Feedback 297 Transfer of Training 297 Team Training 299 Selecting Training Methods 300 Evaluating Training Programs 302 Additional Considerations in Measuring the Outcomes of Training 303 New ֊Employee Orientation: The On-Boarding Process 305 Chapter 284 Conte Planning, Packaging, and Evaluating an On-Boarding Program 307 Orientation/On-Boarding Follow-Up 308 Evaluating On-Boarding 308 Lessons Learned 310 Human Resource Management in Action: Conclusion 311 Technology-Delivered Instruction Catches On 311 Summary 313 Key Terms 314 Discussion Questions 314 Applying Your Knowledge 314 Case 9-1: On-Boarding and Training Young Leaders at E-Commerce Giant Alibaba 314 References 315 10 PERFORMANCE MANAGEMENT 322 Questions This Chapter Will Help Managers Answer 322 Human Resource Management in Action 323 Performance Reviews Are Dead; Long Live Performance Reviews! 323 Managing for Maximum Performance 324 Define Performance 326 Facilitate Performance 326 Encourage Performance 327 Performance Management in Practice 328 Purposes of Performance-Management Systems 328 Should Organizations Abandon Performance Reviews? 329 Requirements of Effective Performance-Rating Systems 329 The Strategic Dimension of Performance Ratings 333 Alternative Methods of Appraising Employee Performance 334 Behavior-Oriented Rating Methods 334 Resulcs-Oriented Rating Methods 338 When Should Each Technique Be Used? 340 Who Should Evaluate Performance? 340 Are Supervisors’ Ratings Affected by Other Sources of Information about Performance? 342 Multirater or 360-Degree Feedback 343 When and How Often Should Appraisal Be Done? 344 Evaluating the Performance of Teams 345 Appraisal Errors and Rater-Training Strategies 347 Secrets of Effective Performance-Feedback Interviews 349 Supervisory Activities 3SO Human Resource Management in Action: Conclusion 354 Performance Reviews Are Dead; Long Live Performance Reviews! 354 Summary 355 Key Terms 356 Discussion Questions 356 Applying Your Knowledge 357 Case 10-1: Avoiding a ”Me versus We Dilemma: Using Performance Management to Turn Teams into a Source of Competitive Advantage 357 References 357 Chapter xíii XÎV Contents Past Four COMPENSATION 367 Chapter 11 PAY AND INCENTIVE SYSTEMS 368 Questions This Chapter Will Help Managers Answer 368 Human Resource Management in Action 369 The Trust Gap 369 Changing Philosophies Regarding Pay Systems 371 Cost-Containment Actions 371 Paying What the Company Can Afford 371 Programs That Encourage and Reward Performance 372 Components and Objectives of Organizational Reward Systems Strategic Integration of Compensation Plans and Business Plans Determinants of Pay Structure and Level 377 Labor Market Condirions 377 Legislation 37S Collective Bargaining 380 Managerial Attitudes and an Organization’s Ability to Pay 380 An Overview of Pay-System Mechanics 380 Linking Internal Pay Relationships to Market Data 382 Developing a Pay Structure 384 Alternatives to Pay Systems Based on Job Evaluation 386 Policy Issues in Pay Planning and Administration 388 Pay Secrecy 388 The Effect of Inflation 389 Pay Compression 389 Pay Raises 389 Performance Incentives 390 Requirements of Effective Incentive Systems 392 Merit-Pay Systems 393 Barriers Can Be Overcome 393 Guidelines for Effective Merit-Pay Systems 394 Incentives for Executives 395 Incentives for Lower-Level Employees 396 Setting Performance Standards 397 Union Attitudes 397 Team Incentives 399 Qrgamzationwide Incentives 400 Profit-Sharing 400 Gain-Sharing 40! Employee Stock-Ownership Plans 402 Human Resource Management in Action: Conclusion 405 The Trust Gap 405 Summary 406 Key Terms 406 Discussion Questions 407 Applying Your Knowledge 407 Case 11-1: Nucor: The Art of Motivation 407 References 408 373 375 XV Chapter 12 INDIRECT COMPENSATION: EMPLOYEE BENEFIT PLANS 416 Questions This Chapter Will Help Managers Answer 416 Human Resource Management in Action 417 The New World of Employee Benefits 417 Strategic Considerations in the Design of Benefits Programs Long-Term Strategic Business Plans 419 Diversity in the Workforce Means Diversity in Benefits Preferences 420 Legal Requirements 420 Competitiveness of the Benefits Offered 424 Total Compensation Strategy 424 Components of the Benefits Package 425 Security and Health Benefits 425 Cost-Containment Strategies 431 Payments for Time Not Worked 442 Employee Services 444 Benefits Administration 445 Benefits and Equal Employment Opportunity 445 Costing Benefits 445 Cafeteria, or Flexible, Benefits 446 Communicating the Benefits 448 Human Resource Management in Action: Conclusion 449 The New World of Employee Benefits 449 Summary 450 Key Terms 451 Discussion Questions 452 Applying Your Knowledge 452 Case 12-1: Encouraging Employees to Save More for Retirement 452 References 453 Part Five 418 LABOR-MANAGEMENT ACCOMMODATION 461 Chapter 13 UNION REPRESENTATION AND COLLECTIVE BARGAINING 462 Questions This Chapter Will Help Managers Answer 462 Human Resource Management in Action 463 Restructuring through Union-Management Collaboration 463 Why Do Employees Join Unions? 464 Union Membership in the United States 465 The Changing Nature of industrial Relations in the United States 467 Fundamental Features of the U.S, industrial Relations System 468 The Unionization Process 469 The Legal Basis 469 The Organizing Drive 470 The Bargaining Unit 472 The Election Campaign 472 The Representation Election and Certification 473 The Decertification of a Union 474 Collective Bargaining՛. Cornerstone of American Labor Relations 47.s Alternative Bargaining Strategies 475 The Art of Negotiation 476 Bargaining Impasses: Strikes, Lockouts, and Third-Party involvement Strikes 477 Lockouts 4SI Third-Party Involvement 481 Administration of the Collective-Bargaining Agreement 483 Union-Security Clauses 483 Grievance Procedures in the Unionized Firm 484 Union Membership in Countries Other Than the United States 486 Union Wage Premiums and the Spillover Effect 487 Human Resource Management in Action: Conclusion 488 Restructuring through Union-Management CoUaboration 488 Summary 490 Key Terms 491 Discussion Questions 492 Applying Your Knowledge 492 Exercise 13-1: Contract Negotiations at Mouiton Machine Shop 492 References 494 Chapter 14 PROCEDURAL JUSTICE AND ETHICS IN EMPLOYEE RELATIONS SOO Questions This Chapter Will Help Managers Answer 500 Human Resource Management in Action 501 Alternative Dispute Resolution: Good for the Company, Good for Employees! 501 Some Definitions 502 Why Address Procedural Justice? 503 Components of Procedural Justice 504 Grievance Procedures in Nonunion Companies: Workplace Due Process Discipline 508 Progressive Discipline 509 Documenting Performance-Related Incidents 510 The Disciplinary Interview 510 Employment at Will 511 Employment Contracts 513 Termination 515 Employee Privacy and Ethical Issues 519 Fair Information Practices in the Digital Age 520 Assessment of Job Applicants and Employees 524 Whistle-Blowing 524 Conclusion 528 Human Resource Management in Action: Conclusion 528 Alternative Dispute Resolution: Good tor the Company, Good for Employees? 528 Summary 529 Key Terms 529 Discussion Questions 530 Applying Your Knowledge 530 Case 14-1: GM Recalls: How General Motors Silenced a Whistle-Blower 530 References 531 SUPPORT AND INTERNATIONAL IMPLICATIONS 541 Part Six Chapter 15 SAFETY, HEALTH, AND EMPLOYEE ASSISTANCE PROGRAMS 542 Questions This Chapter Will Help Managers Answer 542 Human Resource Management in Action 543 Substance Abuse on the (ob Produces Tough Policy Choices for Managers 543 The Extent and Cost of Safety and Health Problems 544 The Occupational Safety and Health Act 545 Purpose and Coverage 545 Administration 545 Safety and Health Standards 546 Record-Keeping Requirements 546 OSHA Enforcement 547 Penalties 548 OSHA’s Impact 549 Assessing the Costs and Benefits of Occupational Safety and Health Programs 550 Organizational Safety and Health Programs 551 Loss Control, a Safety Committee, and Safety Rules 552 Employee Selection 553 Training for Employees and Supervisors 554 Feedback and Incentives 556 Health Hazards at Work 558 The Need for Safeguards 558 Managing a Workforce in a Time of Crisis 559 Employee Assistance Programs 561 Do Employee Assistance Programs Work? 561 Next-Generation EAPs 562 More on the Role of the Supervisor 563 Alcoholism 563 Drug Abuse 564 Violence at Work 565 Corporate Health Promotion: The Concept of Wellness՞ 567 Linking Sedentary Lifestyles to Health-Care Costs 568 Evaluation: Do Wellness Programs Work 569 Wellness Programs and the Americans with Disabilities Act 571 Human Resource Manag meni in Action: Conclusion 571 Substance Abuse on the lob Produces Tough Policy Choices for Managers 571 Summary 572 Key Terms 573 Discussion Questions 573 Applying Your Knowledge 574 Case 15-1: Skyline Machine Shop References 575 Chapter 16 574 INTERNATIONAL DIMENSIONS OF HUMAN RESOURCE MANAGEMENT 584 Questions This Chapter Will Help Managers Answer 584 Human Resource Management in Action 585 What’s It Like to Be a Global Manager? 585 The Global Corporation: A Fact of Modern Organizational Life 586 Labor Markets Have Become Global 586 The Backlash against Globalization 587 The Costs of Overseas Executives 588 The Role of Cultural Understanding in International Management Practice 589 Human Resource Management Practices as a Cultural Variable 59Q Sense of Self and Space 590 Dress and Appearance 590 Food and Eating Habits 591 Communication and Language 591 Time and Time Consciousness 59! Relationships 592 Values and Norms 592 Beliefs and Attitudes 592 Work Motivation and Practices 594 Mental Processes and Learning 594 Lessons Regarding Cross-Cultural Differences 596 Human Resource Management Activities of Global Corporations 597 Organizational Structure 598 Strategic Workforce Planning 598 Recruitment 599 International Staffing 600 Applicability of U.S. Employment Laws to Multinational Employers 604 Orientation 604 Cross-Cultural Training and Development 607 Integration of Training and Business Strategy 608 International Compensation 609 Labor Relations in the International Arena 615 Toward International Labor Standards 617 The United States-Mexico-Canada Agreement 618 Repatriation 618 Planning 619 Career Management 619 Compensation 619 Human Resource Management in Action: Conclusion 620 What s It Like to Be a Global Manager? 620 .Summary 621 Key Terms 622 Discussion Questions 623 Applying Your Knowledge 623 Exercise 16 1: Expatriate Orientation Role-Play References 624 Glossary 634 Name Index Subject Index 647 654 623
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title	Managing human resources productivity, quality of work life, profits
title_auth	Managing human resources productivity, quality of work life, profits
title_exact_search	Managing human resources productivity, quality of work life, profits
title_full	Managing human resources productivity, quality of work life, profits Wayne F. Cascio, The Business School, University of Colorado Denver
title_fullStr	Managing human resources productivity, quality of work life, profits Wayne F. Cascio, The Business School, University of Colorado Denver
title_full_unstemmed	Managing human resources productivity, quality of work life, profits Wayne F. Cascio, The Business School, University of Colorado Denver
title_short	Managing human resources
title_sort	managing human resources productivity quality of work life profits
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topic	Personalpolitik (DE-588)4045269-4 gnd Führung (DE-588)4018776-7 gnd
topic_facet	Personalpolitik Führung
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Holdings details from Ausleihbestand Seybothstrasse
Call Number:	F 03 QV 584 C336(12) Floor Plan
Copy 1	uneingeschränkt entleihbar Available

Available at UBR
Items can be borrowed from the UBR with a personal library card.