Transcription
MediaShare for Business offers a curatedcollection of business videos that provide customizable, auto-scored assignments. MediaShare for Business helps students understandwhy they are learning key concepts and howthey will apply those in their nventoryassessment94%Pearson eText enhances studentlearning—both in and outside the classroom. Take notes, highlight, and bookmarkimportant content, or engage with interactive lecture and example videos that bringlearning to life (available with select titles).Accessible anytime, anywhere via MyLabor the app.StudyPlan% of students who foundlearning tool helpful86%of students would tell their instructorto keep using MyLab ManagementThe MyLab Gradebook offers an easy way for students andinstructors to view course performance. Item Analysis allowsinstructors to quickly see trends by analyzing details like thenumber of students who answered correctly/incorrectly, timeon task, and median time spend on a question by question basis.And because it’s correlated with the AACSB Standards, instructorscan track students’ progress toward outcomes that the organization has deemed important in preparing students to be leaders.“I was able to find myself actually learning at home rather than memorizing things for a class.”— Katherine Vicente, Student at County College of MorrisFor additional details visit: www.pearson.com/mylab/managementA01 DESS0218 05 SE FM.indd 111/15/17 8:48 PM
HR Strategy Model%QORCP[oU5VTCVGIKE )QCNU'ORNQ[GG %QORGVGPEKGUCPF GJCXKQTU 4GSWKTGFHQT %QORCP[ VQ #EJKGXG6JGUG 5VTCVGIKE )QCNU2 GETWKVOGPV I 4PKP 5GNGEVKQPNCP CPF 'ORNQ[GG.CDQT 4GNC CPFVKQPU KE CPF .GICIGVCT5V XKTQPOGP NV'P6&G TCX CPFPVPIKPK QROGGNPVKQ CTFUY*4 2QNKEKGU CPF 2TCEVKEGU4GSWKTGF VQ 2TQFWEG'ORNQ[GG %QORGVGPEKGUCPF GJCXKQTU%QO RGCPF 6QVCN PUC4GThe HR Strategy Model in the Part openers illustrates the basic idea behind strategic human resourcemanagement, which is that in formulating human resource management policies and practices, the aimmust be to produce the employee competencies and behaviors that the company needs to achieve itsstrategic goals.A01 DESS0218 05 SE FM.indd 211/15/17 8:48 PM
FIFTH EDITIONFundamentals ofHuman Resource ManagementGary DesslerFlorida International UniversityNew York, NYA01 DESS0218 05 SE FM.indd 311/15/17 8:48 PM
This book is dedicated to TaylorVice President, Business, Economics, and UK Courseware:Donna BattistaDirector of Portfolio Management: Stephanie WallDevelopment Editor: Kerri TomassoEditorial Assistant: Linda Siebert AlbelliVice President, Product Marketing: Roxanne McCarleyProduct Marketer: Kaylee CarlsonProduct Marketing Assistant: Marianela SilvestriManager of Field Marketing, Business Publishing: Adam GoldsteinField Marketing Manager: Nicole PriceVice President, Production and Digital Studio,Arts and Business: Etain O’DeaDirector of Production, Business: Jeff HolcombManaging Producer, Business: Melissa FeimerContent Producer: Yasmita HotaOperations Specialist: Carol MelvilleDesign Lead: Kathryn FootManager, Learning Tools: Brian SuretteContent Developer, Learning Tools: Lindsey SloanManaging Producer, Digital Studio and GLP, MediaProduction and Development: Ashley SantoraManaging Producer, Digital Studio: Diane LombardoDigital Studio Producer: Monique LawrenceDigital Studio Producer: Alana ColesProject Manager: Ann Pulido, SPi GlobalInterior Design: Laurie Entringer, SPi GlobalCover Design: Laurie Entringer, SPi GlobalCover Image: David Trood/Getty ImagesPrinter/Binder: LSC Communications, Inc./KendallvilleCover Printer: Phoenix Color/HagerstownMicrosoft and/or its respective suppliers make no representations about the suitability of the information contained in thedocuments and related graphics published as part of the services for any purpose. All such documents and related graphicsare provided “as is” without warranty of any kind. Microsoft and/or its respective suppliers hereby disclaim all warrantiesand conditions with regard to this information, including all warranties and conditions of merchantability, whetherexpress, implied or statutory, fitness for a particular purpose, title and non-infringement. In no event shall Microsoft and/or its respective suppliers be liable for any special, indirect or consequential damages or any damages whatsoever resultingfrom loss of use, data or profits, whether in an action of contract, negligence or other tortious action, arising out of or inconnection with the use or performance of information available from the services.The documents and related graphics contained herein could include technical inaccuracies or typographical errors. Changesare periodically added to the information herein. Microsoft and/or its respective suppliers may make improvements and/or changes in the product(s) and/or the program(s) described herein at any time. Partial screen shots may be viewed in fullwithin the software version specified.Microsoft and Windows are registered trademarks of the Microsoft Corporation in the U.S.A. and other countries.This book is not sponsored or endorsed by or affiliated with the Microsoft Corporation.Copyright 2019, 2016, 2014 by Pearson Education, Inc. or its affiliates. All Rights Reserved. Manufactured in theUnited States of America. This publication is protected by copyright, and permission should be obtained from thepublisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by anymeans, electronic, mechanical, photocopying, recording, or otherwise. For information regarding permissions, requestforms, and the appropriate contacts within the Pearson Education Global Rights and Permissions department, please s of third-party content appear on the appropriate page within the text, which constitutes an extension ofthis copyright page.PEARSON, ALWAYS LEARNING, and MYLAB are exclusive trademarks owned by Pearson Education, Inc. or itsaffiliates in the U.S. and/or other countries.Unless otherwise indicated herein, any third-party trademarks, logos, or icons that may appear in this work arethe property of their respective owners, and any references to third-party trademarks, logos, icons, or other trade dress arefor demonstrative or descriptive purposes only. Such references are not intended to imply any sponsorship, endorsement,authorization, or promotion of Pearson’s products by the owners of such marks, or any relationship between the ownerand Pearson Education, Inc., or its affiliates, authors, licensees, or distributors.Cataloging-in-Publishing Data is on file with the Library of CongressISBN 10:0-13-474021-1ISBN 13: 978-0-13-474021-8A01 DESS0218 05 SE FM.indd 411/15/17 8:48 PM
BRIEF CONTENTSPART 1INTRODUCTION 1Chapter 1Chapter 2Chapter 3PART 2Managing Human Resources Today 1Managing Equal Opportunity and Diversity 27Human Resource Strategy and Performance 58STAFFING: WORKFORCE PLANNING ANDEMPLOYMENT 86Chapter 4Chapter 5Chapter 6PART 3Job Analysis and Talent Management 87Personnel Planning and Recruiting 119Selecting Employees 154TRAINING AND HUMAN RESOURCE DEVELOPMENT 195Chapter 7Chapter 8Chapter 9PART 4Training and Developing Employees 196Performance Management and Appraisal TodayManaging Careers 260COMPENSATION AND TOTAL REWARDSChapter 10Chapter 11PART 5Developing Compensation Plans 298Pay for Performance and Employee Benefits231297335Employee and Labor Relations 372Chapter 12Chapter 13Chapter 14PART 6Maintaining Positive Employee Relations 373Labor Relations and Collective Bargaining 402Improving Occupational Safety, Health, and Risk Management433Module AModule BSPECIAL TOPICS IN HUMAN RESOURCE MANAGEMENT 468Managing HR Globally 468Managing Human Resources in Small and Entrepreneurial Firms 485Appendix 502Glossary 514References 523Name Index 564Subject Index 567vA01 DESS0218 05 SE FM.indd 511/15/17 8:48 PM
CONTENTSPreface xviAcknowledgments xxiiAbout the Author xxiiiAPPLICATION EXERCISES 24HR IN ACTION CASE INCIDENT 1: Jack Nelson’sProblem 24HR IN ACTION CASE INCIDENT 2: Carter CleaningCompany 25PART 1 INTRODUCTIONChapter 11Experiential Exercise: HR and “The Profit” 26 anaging Human ResourcesMToday 1Chapter 2What Is Human Resource Management?2Why is Human Resource Management Important toAll Managers? 3Line and Staff Aspects of HRM 5Line versus Staff Authority 5Line Managers’ Human Resource ManagementResponsibilities 5The Human Resource Department 5The Trends Shaping Human ResourceManagement 7Workforce Demographics and Diversity Trends 7Trends in How People Work 8 HR AND THE GIG ECONOMY: On-DemandWorkers 8Globalization Trends 9Economic Trends 10Technology Trends 11 HR AS A PROFIT CENTER: Boosting CustomerService 13The New Human Resource Management13Distributed HR and the New Human ResourceManagement 13 TRENDS SHAPING HR: DIGITAL AND SOCIALMEDIA 14HR and Performance 14 HR IN PRACTICE: Does Performance TrumpEquity? 15HR and Employee Engagement 16HR and Strategy 16HR and Sustainability 17HR and Ethics 18The New Human Resource Manager18HR and the Manager’s Skills 19HR Manager Certification 19HR and the Manager’s Human ResourcePhilosophy 19The Plan of This BookThe ChaptersReview212122Summary 22 Key Terms 23 DiscussionQuestions 23 Individual and GroupActivities 23 anaging Equal OpportunityMand Diversity 27Equal Employment Opportunity Laws 28Background 28Equal Pay Act of 1963 28Title VII of the 1964 Civil Rights Act 29Executive Orders 29Age Discrimination in Employment Act of 1967 29Vocational Rehabilitation Act of 1973 30Pregnancy Discrimination Act of 1978 30Federal Agency Uniform Guidelines on EmployeeSelection Procedures 30Selected Court Decisions regarding EqualEmployment Opportunity (EEO) 30The Civil Rights Act of 1991 31The Americans with Disabilities Act 32Uniformed Services Employment and ReemploymentRights Act 33Genetic Information Nondiscrimination Act of 2008 33State and Local Equal Employment OpportunityLaws 34Religious and Other Types of Discrimination 34Trends in Discrimination Law 34 HR TOOLS FOR LINE MANAGERS AND SMALLBUSINESSES 35Sexual Harassment 36Diversity Counts 38 HR PRACTICES AROUND THE GLOBE: ApplyingEqual Employment Law Abroad 40 TRENDS SHAPING HR: DIGITAL AND SOCIALMEDIA 40Defenses Against DiscriminationAllegations 41The Central Role of Adverse Impact 41 HR IN PRACTICE: How to Use the StandardDeviation Rule in Practice 42Bona Fide Occupational Qualification 44Business Necessity 45Building Your Management Skills: IllustrativeDiscriminatory Employment Practices 45Recruitment 46Selection Standards 46Sample Discriminatory Promotion, Transfer, andLayoff Procedures 47viA01 DESS0218 05 SE FM.indd 611/15/17 8:48 PM
CONTENTS viiThe EEOC Enforcement Process48Employee Engagement and Performance 78Processing a Discrimination Charge 48Voluntary Mediation 48Mandatory Arbitration of Discrimination ClaimsWhy Is Employee Engagement Important? 78The Employee Engagement Problem 79What Can Managers Do to Improve EmployeeEngagement? 79How to Measure Employee Engagement 7948Diversity Management and AffirmativeAction 50Employee Engagement Guide ForManagers 80Diversity’s Barriers and Benefits 50Managing Diversity 51Equal Employment Opportunity versus AffirmativeAction 52Reverse Discrimination 52ReviewHow Kia Motors (UK) Improved Performancewith an HR Strategy Aimed at Boosting EmployeeEngagement 80The Challenges 80The New Human Resource Management Strategy 80The Results 8153SUMMARY 53 Key Terms 54 Discussion Questions 54 Individual andGroup Activities 54APPLICATION EXERCISESReview55HR IN ACTION CASE INCIDENT 1: An Accusation ofSexual Harassment in Pro Sports 55HR IN ACTION CASE INCIDENT 2: Carter CleaningCompany 56APPLICATION EXERCISESPART 2 STAFFING: WORKFORCE PLANNINGAND EMPLOYMENT 8659 HR PRACTICES AROUND THE GLOBE: TheShanghai Portman’s New Human ResourceManagement Strategy 59The Basic Management Planning Process 60What Is Strategic Planning? 61The Strategic Management Process 62Types of Strategies 64Managers’ Roles in Strategic Planning 66Strategic Human Resource ManagementChapter 4HR Metrics and BenchmarkingImproving Performance through HRIS89The Basics of Job Analysis 896671Types of Metrics 71Benchmarking 71Strategy and Strategy-Based Metrics 72Workforce/Talent Analytics and Data Mining 73 HR AS A PROFIT CENTER: Using Workforce/TalentAnalytics 73Using HR Audits 75Evidence-Based HR and the Scientific Way of DoingThings 75 HR TOOLS FOR LINE MANAGERS AND SMALLBUSINESSES: 76Building High-Performance Work Systems 77High-Performance Human Resource Policies andPractices 77J ob Analysis and TalentManagement 87The Talent Management Process 88What Is Strategic Human ResourceManagement? 67 HR IN PRACTICE: The Zappos “WOW” Way 68 HR AND THE GIG ECONOMY: Integrating HR intothe Employer’s Gig Worker Strategy 68Sustainability and Strategic Human ResourceManagement 69Strategic Human Resource Management Tools 69A01 DESS0218 05 SE FM.indd 7Experiential Exercise: Developing an HR Strategy forStarbucks 85 uman Resource Strategy andHPerformance 58The Strategic Management Process84HR IN ACTION CASE INCIDENT 1: Siemens Builds aStrategy-Oriented HR System 84HR IN ACTION CASE INCIDENT 2: Carter CleaningCompany 85Experiential Exercise: The Interplay of Ethics and EqualEmployment 56Chapter 382Summary 82 Key Terms 83 DiscussionQuestions 83 Individual and Group Activities 83What Is Job Analysis? 89Uses of Job Analysis Information 90Steps in Job Analysis 91 HR AS A PROFIT CENTER: Boosting Productivitythrough Work Redesign 92Methods for Collecting Job AnalysisInformation 94The Interview 94Questionnaires 95Observation 98Participant Diary/Logs 98Quantitative Job Analysis Techniques: The PositionAnalysis Questionnaire (PAQ) 98Electronic Job Analysis Methods 99Writing Job Descriptions 99Job Identification 99Job Summary 102Relationships 102Responsibilities and Duties 102 TRENDS SHAPING HR: DIGITAL AND SOCIALMEDI
HR IN ACTION CASE INCIDENT 2: Carter Cleaning Company 25 Experiential Exercise: HR and “The Profit” 26 Chapter 2 Managing Equal Opportunity and Diversity 27 Equal Employment Opportunity Laws 28 Background 28 Equal Pay Act of 1963 28 Title VII of the 1964 Civil Rights Act 29 Executive Orders 29 Age Discrimination in Employment Act of 1967 29 Vocational Rehabilitation Act of 1973 30 .
