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HumanResourceManagementFourteenth EditionGlobal EditionGARY DESSLERFlorida International UniversityPEARSONBoston Columbus Indianapolis New York San Francisco Upper Saddle RiverAmsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal TorontoDelhi Mexico City Säo Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo

CONTEN TSPreface 28PART ONE1INTRODUCTION34Introduction to Human Resource Management34WHAT IS HUMAN RESOURCE MANAGEMENT, AND WHY IS IT IMPORTANT? 36What Is Human Resource Management? 36Why Is Human Resource Management Important to All Managers? 36Line and Staff Aspects of Human Resource Management 38Line Managers' Human Resource Duties 38Human Resource Manager'; Duties 39Organizing the Human Resource Departments Responsibilities 39Cooperative Line and Staff HR Management: An Example 41THE TRENDS SHARING HUMAN RESOURCE MANAGEMENT 41Tecbnological Advances 42Improving Performance Through HRIS: The HR Portal 42Globalization and Competition Trends 42Indebtedness ("Leverage") and Deregulation 42Trends in the Nature of Work 43 IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Improving a Bank sCustomer Service 44Demographic and Workforce Trends 44Economic Challenges and Trends 45THE NEW HUMAN RESOURCE MANAGER 46They Focus More on Strategie, Big-Picture Issues 46They Focus on Improving Performance 46They Measure HR Performance and Results 47They Use Evidence-Based Human Resource Management 47They Add Value 48They Use New Ways to Provide HR Services 48They Take a Talent Management Approach to Managing Human Resources 48They Manage Employee Engagement 48They Manage Ethics 48They Understand Their Human Resource Philosophy 49They Have New Competencies 49THE HUMAN RESOURCE MANAGER S COMPETENCIES 49HRCI Certification 50The HRCI Knowledge Base 50THE PLAN OF THIS BOOK 51The Basic Themes and Features 51CHAPTER CONTENTS OVERVIEW 51Part 1: Introduction 51Part 2: Recruitment, Placement, and Talent Management 51Part 3: Training and Development 52Part 4: Compensation 52Part 5: Enrichment Topics in Human Resource Management 52The Topics Are Interrelated 52CHAPTER SECTION SUMMARIES 52DISCUSSION QUESTIONS 53INDIVIDUAL AND GROUP ACTIVITIES 53ß

10 CONTENTSEXPERIENTIAL EXERCISE 54VIDEO CASE: VIDEO TITLE: HUMAN RESOURCE MANAGEMENT (PATAGONIA) 54APPLICATION CASE: JACK NELSON S PROBLEM 55CONTINUING CASE: CARTER CLEANING COMPANY 55KEY TERMS 56ENDNOTES 562Equal Opportunity and the Law58EQUAL OPPORTUNITY LAWS ENACTED FROM 1964 TO 1991 60Title VII of the 1964 Civil Rights Act 60Executive Orders 60Equal Pay Act of 1963 60Age Discrimination in Employment Act of 1967 61Vocational Rehabilitation Act of 1973 61Pregnancy Discrimination Act of 1978 61Federal Agency Guidelines 61Early Court Decisions Regarding Equal Employment Opportunity 61THE LAWS ENACTED FROM 1991 TO THE PRESENT 62The Civil Rights Act of 1991 62The Americans with Disabilities Act 63Uniformed Services Employment and Reemployment Rights Act 65Genetic Information Nondiscrimination Act of 2008 (GlNA) 65State and Local Equal Employment Opportunity Laws 65 IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE 65In Summary: Religious and Other Types of Discrimination 65Sexual Harassment 66Social Media and HR 69OEFENSES AGAINST DISCRIMINATION ALLEGATIONS 69The Central Role of Adverse Impact 69Bona Fide Occupational Qualification 72Business Necessity 72 KNOW YOUR EMPLOYMENT LAW: Examples of What You Can and Cannot Do 73THE EEOC ENFORCEMENT PROCESS 75Voluntary Mediation 77Mandatory Arbitration of Discrimination Claims 77DIVERSITY MANAGEMENT 78Potential Threats to Diversity 78Some Diversity Benefits 79Diversity Counts 79Managing Diversity 79Implementing the Affirmative Action Program 80Reverse Discrimination 81 IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERSAND ENTREPRENEURS 82CHARTER SECTION SUMMARIES 83DISCUSSION QUESTIONS 84INDIVIDUAL AND GROUP ACTIVITIES 84EXPERIENTIAL EXERCISE 84VIDEO CASE: VIDEO TITLE: EQUAL EMPLOYMENT (UPS) 85APPLICATION CASE: THE EMIRATIZATION OF HRM PRACTICES AT A PETROLEUM COMPANY 85CONTINUING CASE: CARTER CLEANING COMPANY 86KEY TERMS 87ENDNOTES 873Human Resource Management Strategy and AnalysisTHE STRATEGIC MANAGEMENT PROCESS 94The Management Flanning Process 94Strategie Flanning 9592

CONTENTS 11Improving Performance Through HRIS: Using Computerized BusinessFlanning Software 98TYPES OF STRATEGIES 98Corporate Strategy 98Competitive Strategy 99Functional Strategy 99Managers' Roles in Strategie Flanning 99STRATEGIC HUMAN RESOURCE MANAGEMENT 100What Is Strategie Human Resource Management? 100 IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE 100Human Resource Strategies in Action 101Diversity Counts: Longo Builds Its Strategy on Diversity 102Translating Strategy into Human Resource Policies and Practices: An Example 102Strategie Human Resource Management Tools 103HR METRICS AND BENCHMARKING 105Types of Metrics 105Improving Performance Through HRIS: Tracking Applicant Metricsfor Improved Talent Management 105Benchmarking and Needs Analysis 105Strategy and Strategy-Based Metrics 106Improving Performance Through HRIS: Workforce/Talent Analytics 107What Are HR Audits? 108Evidence-Based HR and the Scientific Way of Döing Things 108 IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERSAND ENTREPRENEURS 109HIGH-PERFORMANCE WORK SYSTEMS 109High-Performance Human Resource Policies and Practices 110CHARTER SECTION SUMMARIES 111DISCUSSION QUESTIONS 112INDIVIDUAL AND GROUP ACTIVITIES 112EXPERIENTIAL EXERCISE 112VIDEO CASE: VIDEO TITLE: STRATEGIC MANAGEMENT (JOIE DE VIVRE HOSPITALITY) 113APPLICATION CASE: SIEMENS BUILDS A STRATEGY ORIENTED HR SYSTEM 113CONTINUING CASE: CARTER CLEANING COMPANY 114TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVINGPERFORMANCE AT THE HOTEL PARIS 114KEY TERMS 116ENDNOTES 116PART TWO4RECRUITMENT, PLACEMENT, AND TALENTMANAGEMENT 118Job Analysis and the Talent Management Process118THE TALENT MANAGEMENT PROCESS 120Improving Performance Through HRIS: Talent Management Software 121THE BASICS OF JOB ANALYSIS 121Uses of Job Analysis Information 122Conducting a Job Analysis 122 IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Boosting Productivity ThroughWork Redesign 123METHODS FOR COLLECT!NG JOB ANALYSIS INFORMATION 125The Interview 125Questionnaires 126Observation 129Participant Diary/Logs 129

Quantitative Job Analysis Techniques 129Electronic Job Analysis Methods 131WRITING JOB DESCRIPTIONS 133Diversity Counts 133Job Identification 134JobSummary 134Relationships 134Responsibilities and Duties 134 KNOW YOUR EMPLOYMENT LAW: Writing Job Descriptions That Complywith the ADA 137Standards of Performance and Working Conditions 138 IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERSAND ENTREPRENEURS: Using 0*NET 138Social Media and HR 141WRITING JOB SPECIFICATIONS 141Specifications for Trained versus Untrained Personnel 141Specifications Based on Judgment 141Job Specifications Based on Statistical Analysis 142The Job Requirements Matrix 143USING MODELS AND PROFILES IN TALENT MANAGEMENT 143 IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: DaimlerAlabama Example 144A Closer Look at Competencies 145How to Write Competencies Statements 145CHAPTER SECTION SUMMARIES 146DISCUSSION QUESTIONS 147INDIVIDUAL AND GROUP ACTIVITIES 147EXPERIENTIAL EXERCISE 148VIDEO CASE: VIDEO TITLE: TALENT MANAGEMENT (THE WEATHER CHANNEL) 148APPLICATION CASE: RECRUITING IN EUROPE 148CONTINUING CASE: CARTER CLEANING COMPANY 149TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVINGPERFORMANCE AT THE HOTEL PARIS 149KEY TERMS 150ENDNOTES 150Personnel Flanning and Recruiting152INTRODUCTION 154WORKFORCE FLANNING AND FORECASTING 154Improving Performance Through HRIS: Workforce Flanning 154Strategy and Workforce Flanning 155Forecasting Personnel Needs (Labor Demand) 155Improving Performance Through HRIS 157Forecasting the Supply of Inside Candidates 158Forecasting the Supply of Outside Candidates 159Predictive Workforce Monitoring's Role in Talent Management 159 IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE: PredictingLabor Needs 160Developing an Action Plan to Match Projected Labor Supply and Labor Demand 160Succession Flanning 160Improving Performance Through HRIS: Succession Systems 161WHY EFFECTIVE RECRUITING IS IMPORTANT 161The Recruiting Yield Pyramid 161 KNOW YOUR EMPLOYMENT LAW: Preemployment Activities 162Organizing How You Recruit 162INTERNAL SOURCES OF CANDIDATES 162Finding Internal Candidates 163

CONTENTS 13OUTSIDE SOURCES OF CANDIDATES 163Informal Recruiting and the Hidden Job Market 163Recruiting via the Internet 163Social Media and HR 164Improving Performance Through HRIS: Using Applicant Tracking 165Advertising 166Employment Agencies 167Temporary Workers and Alternative Staffing 169 KNOW YOUR EMPLOYMENT LAW: Contract Employees 170Offshoring and Outsourcing Jobs 170Executive Recruiters 171 IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERSAND ENTREPRENEURS: Recruiting 101 172Referrals and Walk-Ins 172On-Demand Recruiting Services 173College Recruiting 173Telecommuters 174Military Personnel 174Evidence-Based HR: Measuring Recruiting Effectiveness and Reducing RecruitmentCosts 174 IMPROVING PERFORMANCE: HR AS A PROFIT CENTER: Cutting Recruitment Costs 175RECRUITING A MORE DIVERSE WORKFORCE 176Recruiting Women 176Recruiting Single Parents 176Older Workers 176Diversity Counts 177Recruiting Minorities 177The Disabled 178DEVELOPING AND USING APPLICATION FORMS 178Purpose of Application Forms 178 IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERSAND ENTREPRENEURS: Application Guidelines 178 KNOW YOUR EMPLOYMENT LAW: Application Forms and EEO Law 179Using Application Forms to Predict Job Performance 180 KNOW YOUR EMPLOYMENT LAW: Mandatory Arbitration 180CHAPTER SECTION SUMMARIES 181DISCUSSION QUESTIONS 181INDIVIDUAL AND GROUP ACTIVITIES 182EXPERIENTIAL EXERCISE 182VIDEO CASE: VIDEO TITLE: RECRUITING (HAUTELOOK) 182VIDEO CASE: VIDEO TITLE: PERSONNEL FLANNING AND RECRUITING(GAWKER MEDIA) 183APPLICATION CASE: YA KUN KAYA INTERNATIONAL 183CONTINUING CASE: CARTER CLEANING COMPANY 183TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: IMPROVINGPERFORMANCE AT THE HOTEL PARIS 184KEY TERMS 184ENDNOTES 185Employee Testing and Selection188WHY EMPLOYEE SELECTION IS IMPORTANT 190THE BASICS OF TESTING AND SELECTING EMPLOYEES 190Reliability 190Validity 191Evidence-Based HR: How to Validate a Test 192