Human Resource Management: Linking Strategy to Practice, Second Edition
By Greg L. Stewart and Kenneth G. Brown
Contents:
PART 1 Seeing People as a Strategic Resource
Chapter 1 Creating Value Through Human Resources
A Manager’s Perspective 2
WHAT DO YOU THINK? 3
How Can Human Resource Management Make an Organization Effective? 4
BUILDING STRENGTH THROUGH HR: Trader Joe’s 5
How Is Organizational Success Determined? 6
Success in Life-Cycle Stages 6
Organizational Success? 8
Success from Stakeholder Perspectives 9
The Chain of Success 11
HOW DO WE KNOW? Does Effective
Human Resource Management Increase
HOW DO WE KNOW? Are Great
Places to Work More Profitable? 12
What Does Human Resource Management Provide
to an Organization? 13
Core Human Resource Functions 13
TECHNOLOGY IN HR: Using
Web-Based Information to Manage
People 15
Spreading Knowledge about Human Resource
Practices 16
What Do Human Resource Specialists Do? 17
Human Resource Roles 18
BUILDING STRENGTH THROUGH HR: Edwards Lifesciences 21
Human Resource Competencies 22
BUILDING STRENGTH THROUGH HR:
McDonald’s 23
How Will Current Trends Affect Human Resource Management? 24
Population Trends 24
Labor Force Trends 25
Employment Trends 26
Trends in Education and Training 26
Globalizations Trends 27
How Do Strategic and Functional Perspectives Combine to Direct Human Resource Practices? 27
A Manager’s Perspective Revisited 29
Summary/Key Terms/Discussion Questions 30
Cases 32
EXAMPLE CASE: Sears 32
DISCUSSION CASE: Curt’s Cowboy
Corner 33
EXPERIENTIAL EXERCISE: Visit the
SHRM Website 34
INTERACTIVE EXPERIENTIAL
EXERCISE: Building an HR Department at Mega Manufacturing 34
Chapter 2 Making Human Resource Management Strategic
A Manager’s Perspective 36
How Can a Strategic Approach to Human Resources
Improve an Organization? 38
How Is Strategy Formulated? 40
Gathering Information 41
Analyzing Information and Making Decisions 45
What Are Common Competitive Business Strategies? 46
Cost Leadership Strategy 47
Differentiation Strategy 48
Combination Strategy 50
What Are Basic Approaches to Human Resource
Strategy? 51
The Universalistic Approach 52
The Contingency Approach 54
What Are Common Human Resource Strategies? 58
Internal/Cost HR Strategy: The Loyal Soldier 59
External/Cost HR Strategy:
The Bargain Laborer 60
Internal/Differentiation HR Strategy:
The Committed Expert 60
External/Differentiation HR Strategy:
The Free Agent 61
How Do Human Resource Strategies Align with
Competitive Business Strategies? 62
Research Supporting the Contingency
Perspective 62
Putting it all Together 64
WHAT DO YOU THINK? 37
BUILDING STRENGTH THROUGH HR:
Southwest Airlines 40
TECHNOLOGY IN HR: Twitter as an
Opportunity for Business 43
HOW DO WE KNOW?
What Differentiates Fast-Food
Restaurants? 49
HOW DO WE KNOW? Do Good
Human Resource Practices Improve
Performance? 54
BUILDING STRENGTH THROUGH HR:
Fenmarc Produce Ltd 57
HOW DO WE KNOW? What
Makes College Basketball Programs
Successful? 64
A Manager’s Perspective Revisited 65
Summary/Key Terms/Discussion Questions 66
Cases 68
EXAMPLE CASE: United Parcel
Service 68
DISCUSSION CASE: Mountain
Bank 69
EXPERIENTIAL EXERCISE: Explore
Company Websites 70
Exercises 70
INTERACTIVE EXPERIENTIAL
EXERCISE: HR Strategy in Action:
Selling the HR Function at Mega
Manufacturing 71
Chapter 3 Ensuring Equal Employment Opportunity and Safety
A Manager’s Perspective 74
Why Is It Important to Understand Legal
and Safety Issues? 76
What Is the Main Law Relating to Discrimination
and Employment? 78
Title VII of the Civil Rights Act of 1964 79
The Civil Rights Act of 1991 86
Application of U.S. Laws to International
Employers 88
What Are Other Important Employment Laws? 90
The Age Discrimination in Employment Act 91
The Americans with Disabilities Act 92
The Equal Pay Act 94
The Family and Medical Leave Act 95
How Can Organizations Increase Diversity? 97
Executive Order 11246 98
Restrictions on Affirmative Action Plans 99
Affirmative Action Plans Today 100
What Are the Major Laws Relating to Occupational
Safety? 101
Occupational Safety and Health Act 102
Workers’ Compensation 105
WHAT DO YOU THINK? 75
BUILDING STRENGTH THROUGH HR:
Responding to Discrimination
Claims 77
HOW DO WE KNOW? Do Courts
Give Companies Credit for Good HR
Practices? 83
HOW DO WE KNOW? Who Is Most
Likely to Unfairly Discriminate? 86
TECHNOLOGY IN HR: Legal Issues
with Internet and Email Use 87
BUILDING STRENGTH THROUGH HR:
PepsiCo 97
BUILDING STRENGTH THROUGH HR:
Union Pacific Corporation 103
What Specific Practices Increase Fairness
and Safety? 106
Employees 106
Leadership 106
HOW DO WE KNOW? What Can
Organizations Do to Promote Safety? 107
A Manager’s Perspective Revisited 108
EXAMPLE CASE: Xerox 111
Summary/Key Terms/Discussion Questions 109
Cases 111
DISCUSSION CASE: Jones Feed
and Seed 112
Exercises 113
EXPERIENTIAL EXERCISE: Locating
Government Resources on the Web 113
INTERACTIVE EXPERIENTIAL
EXERCISE: The Legal Side of HR:
Handling Equal Employment Issues
at Mega Manufacturing 113
PART 2 Securing Effective Employees
Chapter 4 Designing Productive and Satisfying Work
A Manager’s Perspective 118
How Can Strategic Design of Work Tasks Improve
an Organization? 120
How Is Work Design Strategic? 122
Developing Autonomy 122
Developing Interdependence 124
Linking Autonomy and Interdependence to HR
Strategy 125
How Are Employee Jobs Determined? 126
The Job Analysis Process 126
Specific Methods of Collecting Job Analysis
Information 131
How Is Job Description Information Made
Useful? 134
Job Analysis and Legal Issues 135
Competency Modeling 136
How Do We Determine the Tasks Associated
with Each Job? 137
Mechanistic Approach 139
Motivational Approach 140
WHAT DO YOU THINK? 119
BUILDING STRENGTH THROUGH HR: L. Gore & Associates 121
HOW DO WE KNOW? Do Empowered
Teams Have Higher Performance? 123
BUILDING STRENGTH THROUGH HR:
Purolator 127
BUILDING STRENGTH THROUGH HR:
Leicester Royal Infirmary 138
HOW DO WE KNOW? Do Employees
Work Harder When They Think Their
Tasks Matter? 141
Perceptual Approach 141
Biological Approach 142
Combining Work Design Approaches 142
How Can Work Be Designed to Improve Family
Life? 143
Flexible Work Scheduling 144
BUILDING STRENGTH THROUGH HR:
International Business Machines
Corporation 145
Alternative Work Locations 146
TECHNOLOGY IN HR: Allowing
Employees to Work from Home 147
A Manager’s Perspective Revisited 148
Summary/Key Terms/Discussion Questions 148
Cases 150
EXAMPLE CASE: Coney Island
Hospital 150
DISCUSSION CASE: Josh’s Toy
Manufacturing 152
EXPERIENTIAL EXERCISE: Assessing
the Accuracy of Job Descriptions 153
INTERACTIVE EXPERIENTIAL
EXERCISE: Job Design: Creating New
Positions at Graphics Design, Inc. 153
Chapter 5 Recruiting Talented Employees
A Manager’s Perspective 158
WHAT DO YOU THINK? 159
BUILDING STRENGTH THROUGH HR: How Can Strategic Recruiting Make an Organization Effective? 160
BUILDING STRENGTH THROUGH HR: Google 161
How Is Employee Recruiting Strategic? 162
Broad Versus Targeted Skill Scope 163
Internal Versus External Sourcing 164
Realistic Versus Idealistic Messaging 166
HOW DO WE KNOW? Do Realistic
Job Previews Reduce Employee
Turnover? 167
How Does Human Resource Planning Facilitate
Recruiting? 168
The Planning Process 169
Batch and Flow Approaches 171
Centralization of Processes 172
WellPoint Health Networks 172
Who Searches for Jobs? 173
New Workforce Entrants 174
Unemployed Workers 175
HOW DO WE KNOW? Who Succeeds
in a Job Search? 175
Workers Currently Employed 176
What Characteristics Make an Organization
Attractive? 177
Generally Attractive Characteristics 178
HOW DO WE KNOW? What Influences
People to Apply for a Job? 179
Fit Between People and Organizations 180
What Are Common Recruiting Sources? 181
Job Posting 181
Employee Referrals 181
Print Advertising 183
Electronic Advertising 183
Employment Agencies 184
TECHNOLOGY IN HR: Staying in
Touch with Recruits 185
Campus Recruiting 186
How Is Recruiting Effectiveness Determined? 187
Common Measures 188
Differences among Recruiting Sources 189
A Manager’s Perspective Revisited 190
Summary/Key Terms/Discussion Questions 190
Cases 193
EXAMPLE CASE: MITRE 193
DISCUSSION CASE: Friendly Financial
Works 194
EXPERIENTIAL EXERCISE: Learning
about Your Career Center 195
Exercises 195
INTERACTIVE EXPERIENTIAL
EXERCISE: Strategic Recruitment:
Finding the Right People for Graphics
Design, Inc. 196
Chapter 6
Selecting Employees Who Fit
A Manager’s Perspective 200
WHAT DO YOU THINK? 201
How Is Employee Selection Strategic? 203
BUILDING STRENGTH THROUGH HR:
U.S. Census Bureau 203
Aligning Talent and HR Strategy 204
Making Strategic Selection Decisions 206
HOW DO WE KNOW? Do Recruiters
Really Assess Fit? 207
What Makes a Selection Method Good? 209
Reliability 209
Validity 211
Utility 213
Legality and Fairness 215
Acceptability 216
What Selection Methods Are Commonly Used? 217
Testing 217
HOW DO WE KNOW? Is It Better to
Be Smart or Beautiful? 219
TECHNOLOGY IN HR: Administering
Tests on the Internet 223
BUILDING STRENGTH THROUGH HR:
Service Providers 226
Information Gathering 227
Interviewing 230
HOW DO WE KNOW? Does It
Matter How You Shake Hands in an
Interview? 231
How Are Final Selection Decisions Made? 233
Predictor Weighting Approach 234
Minimum Cutoffs Approach 234
Multiple Hurdles Approach 235
Banding Approach 235
A Manager’s Perspective Revisited 236
Summary/Key Terms/Discussion Questions 236
EXAMPLE CASE: Outback
Steakhouse 238
DISCUSSION CASE: Stringtown Iron
Works 239
EXPERIENTIAL EXERCISE: Learning
through Interviewing 240
INTERACTIVE EXPERIENTIAL
EXERCISE: Employee Selection:
Choosing the Best of the Best for
Graphics Design, Inc. 241
Chapter 7Managing Employee Retention and Separation
A Manager’s Perspective 248
WHAT DO YOU THINK? 249
How Can Strategic Employee Retention and
Separation Make an Organization Effective? 250
How Are Employee Retention and Separation
Strategic? 252
Strategic Emphasis on Employee Retention 252
BUILDING STRENGTH THROUGH HR:
SAS Institute, Inc. 252
Strategic Emphasis on Employee Separation 253
How Can Undesirable Employee Turnover Be
Reduced? 254
Recognizing Paths to Voluntary Turnover 256
BUILDING STRENGTH THROUGH HR:
Convergys Corporation 256
Understanding Decisions to Quit 258
Organizational Practices that Reduce
Turnover 261
BUILDING STRENGTH THROUGH HR:
FreshDirect 265
HOW DO WE KNOW? Are Coworkers
Contagious? 266
How Do Layoffs Affect Individuals and
Organizations? 267
The Effect of Layoffs on Organizations 267
The Effects of Layoffs on Individuals 268
Reducing the Negative Impact of Layoffs 270
What Are Common Steps in Disciplining
Employees? 272
Principles of Due Process 273
The Process of Progressive Discipline 274
HOW DO WE KNOW? Do Managers
Think Discipline Is Fair? 275
How Should Employee Dismissals Be Carried
Out? 276
Outplacement Services 276
The Dismissal Meeting 276
A Manager’s Perspective Revisited 278
Summary/Key Terms/Discussion Questions 278
Cases 280
EXAMPLE CASE: Apparel Inc. 280
DISCUSSION CASE: County General
Hospital 281
EXPERIENTIAL EXERCISE: Learning
about Discipline Procedures 282
INTERACTIVE EXPERIENTIAL
EXERCISE: Turnover: Dealing with the
Good, the Bad, and the Ugly at Global
Telecommunications 282
Exercises 282
PART 3 Improving Employee Performance
Chapter 8 Measuring Performance and Providing Feedback
A Manager’s Perspective 290
WHAT DO YOU THINK? 291
How Can Performance Management Make
an Organization Effective? 292
How Is Performance Management Strategic? 294
Emphasizing Either Merit or Parity 294
Emphasizing Either Merit or Parity 294
Linking Merit and Parity Systems
to HR Strategy 295
What Is Performance? 297
Task Performance 298
Citizenship Performance 298
Counterproductive Performance 299
How Is Performance Measured? 301
TECHNOLOGY IN HR: Monitoring
Electronic Activity 301
Contamination and Deficiency as Sources
of Inaccuracy 302
General Types of Performance Measures 303
Common Problems with Performance Measures 304
HOW DO WE KNOW? Does
Performance Change Over Time? 308
Rating Formats 309
Who Should Measure Performance? 311
Multisource Performance Ratings 311
Rating Source Differences 312
How Should Feedback Be Provided? 313
TECHNOLOGY IN HR: Feedback
Through Twitter and Facebook 314
Providing Positive and Negative Feedback 315
BUILDING STRENGTH THROUGH HR:
Whirlpool Corporation 315
Effectively Communicating Methods
for Improvement 316
Reducing Negative Emotional Responses 318
Building High Expectations 319
A Manager’s Perspective Revisited 319
Summary/Key Terms/Discussion Questions 320
Cases 322
EXAMPLE CASE: Medical
Center 322
DISCUSSION CASE: Reliable
Underwriters 324
EXPERIENTIAL EXERCISE: Assessing
Performance in Sports 324
INTERACTIVE EXPERIENTIAL
EXERCISE: Performance
Appraisal: Delivering Positive
and Negative Feedback at Global
Telecommunications 325
Chapter 9
Training for Improved Performance
A Manager’s Perspective 330
WHAT DO YOU THINK? 331
How Can Strategic Employee Training Improve
an Organization? 332
BUILDING STRENGTH THROUGH HR:
Rockwell Collins 334
Differentiation Versus Cost Leadership Strategy 335
BUILDING STRENGTH THROUGH HR:
WorldColor 336
Internal Versus External Labor Orientation 337
What Are Key Principles for Getting Benefits
from Training? 338
Partnership 339
Systematic Process 340
How Are Training Needs Determined? 341
Proactive Needs Assessment 341
Reactive Needs Assessment 344
Prioritizing and Creating Objectives 347
How Is Effective Training Designed
and Delivered? 349
Content 349
Training Methods 351
Training Media 354
HOW DO WE KNOW? Is There
One Best Way to Train for Computer
Skills? 355
TECHNOLOGY IN HR Benefits and
Drawbacks of e-Learning 356
Transfer-Enhancement Techniques 358
Putting It All Together 360
HOW DO WE KNOW? How Can
Transfer Be Enhanced? 360
How Do Organizations Determine Whether Training
Is Effective? 361
Purpose 361
Outcomes 363
Design 365
Results 365
A Manager’s Perspective Revisited 366
Summary/Key Terms/Discussion Questions 367
Cases 368
EXAMPLE CASE: Northwestern
Memorial Hospital 368
DISCUSSION CASE: Hypothetical
Telecommunications 370
EXPERIENTIAL EXERCISE: Finding an
Off-the-Shelf Training Product 371
INTERACTIVE EXPERIENTIAL
EXERCISE: The Art of Training:
Finding the Right Program for Global
Telecommunications 371
Exercises 371
Chapter 10
Developing Employees and Their Careers
A Manager’s Perspective 374
WHAT DO YOU THINK? 375
How Can Strategic Employee Development Make
an Organization Effective? 376
BUILDING STRENGTH THROUGH HR: Aflac 377
How Is Employee Development Strategic? 378
External Versus Internal Labor Orientation 378
Differentiation Versus Cost Strategy 379
What Are Careers Like Today? 380
How Can Organizations Help Employees Develop? 382
Formal Education 382
Assessments and Feedback 383
Work Experiences 386
HOW DO WE KNOW? Can a
Feedback Program Really Improve
Performance? 387
Developmental Relationships 388
HOW DO WE KNOW? How Do We
Maximize the Return on Mentoring? 390
How Do Organizations Integrate Development
Efforts? 391
Competency Model 391
Career Development Process 392
BUILDING STRENGTH THROUGH HR:
Men’s Wearhouse 392
TECHNOLOGY IN HR: National
Aeronautical and Space Association
(NASA) 394
What Are Some Important Career Development
Challenges? 395
Orienting New Employees 395
Reducing Burnout 396
Helping Employees Balance Work with Personal
Lives 397
Developing a Diverse Workforce 397
Managing International Assignments 398
A Manager’s Perspective Revisited 400
Summary/Key Terms/Discussion Questions 401
Cases 402
EXAMPLE CASE: Expanding into
Switzerland 402
DISCUSSION CASE: First Day on the
Job 404
EXPERIENTIAL EXERCISE: Creating a
Personal Development Plan 405
INTERACTIVE EXPERIENTIAL
EXERCISE: Career Development:
Building a Workforce for
Long-Term Success at Global
Telecommunications 405
Exercises 405
PART 4 Motivating and Managing Employees
Chapter 11
Motivating Employees Through Compensation
A Manager’s Perspective 410
WHAT DO YOU THINK? 411
How Can Strategic Employee Compensation Make
an Organization Effective? 412
How Is Employee Compensation Strategic? 414
BUILDING STRENGTH THROUGH HR:
Marriott International, Inc. 414
External Versus Internal Labor 415
Differentiation Versus Cost Strategy 415
Aligning Compensation with HR Strategy 416
How Does Compensation Motivate People? 418
Theories of Motivation 419
HOW DO WE KNOW? Do
Contingent Rewards Really Improve
Performance? 420
Linking Motivation with Strategy 425
How Is Compensation Level Determined? 428
Pay Surveys 429
TECHNOLOGY IN HR: Be Careful
When Obtaining Information 430
Pay-Level Strategies 432
Linking Compensation Level and Strategy 433
BUILDING STRENGTH THROUGH HR:
The Container Store 433
How Is Compensation Structure Determined? 434
Job-Based Pay 434
Skill-Based Pay 437
Linking Compensation Structure to Strategy 438
How Do Government Regulations Influence
Compensation? 439
Fair Labor Standards Act 439
HOW DO WE KNOW? Do People
Lose Sleep Over Pay? 441
State and Local Regulations 442
A Manager’s Perspective Revisited 443
Summary/Key Terms/Discussion Questions 444
Cases 446
EXAMPLE CASE: Delphi
Corporation 446
DISCUSSION CASE: Joe’s Hamburger
Grill 447
EXPERIENTIAL EXERCISE: Conduct a
Pay Survey Using BLS Data 449
INTERACTIVE EXPERIENTIAL
EXERCISE: How Much to Pay: Finding
the Right Balance at SuperFoods 449
Exercises 449
Chapter 12
Designing Compensation and Benefit Packages
A Manager’s Perspective 452
WHAT DO YOU THINK? 453
How Can a Strategic Compensation Package Make
an Organization Effective? 454
How Do Compensation Packages Align with Strategy? 456
At-Risk Compensation 456
BUILDING STRENGTH THROUGH HR:
IKEA 456
Line of Sight 457
Common Elements of Compensation
Packages 458
HOW DO WE KNOW? Does Paying
Some Employees More Than Others
Increase Productivity? 458
BUILDING STRENGTH THROUGH HR:
Strategically Managing Compensation
During a Recession 459
What Are Common Approaches to Base Pay? 461
BUILDING STRENGTH THROUGH HR:
Netflix 462
What Are Common Employee Benefit Plans? 463
Legally Required Benefits 463
Discretionary Benefits 465
Flexible Benefit Programs 471
BUILDING STRENGTH THROUGH HR:
Burton Snowboards 471
What Are Common Individual Incentives? 472
Piece-Rate Incentives 473
Commissions 474
TECHNOLOGY IN HR: Enterprise
Incentive Management 475
Merit Pay Increases 475
Merit Bonuses 476
What Are Common Group and Organizational
Incentives? 477
Team Bonuses and Incentives 477
Gainsharing 478
BUILDING STRENGTH THROUGH HR:
John Deere 479
Profit Sharing 481
Stock Plans 481
How Do Strategic Decisions Influence
a Compensation Package? 483
A Manager’s Perspective Revisited 485
Summary/Key Terms/Discussion Questions 485
Cases 487
EXAMPLE CASE: Best Buy 487
DISCUSSION CASE: Collegiate
Promotions 488
EXPERIENTIAL EXERCISE: Learning
Through Interviewing 489
Exercises 489
INTERACTIVE EXPERIENTIAL
EXERCISE: Is It All about Base Salary?
Explaining Compensation Issues at
SuperFoods 490
Chapter 13
Working Effectively with Labor
A Manager’s Perspective 492
WHAT DO YOU THINK? 493
How Can Good Labor Relations Make
an Organization Effective? 494
How Are Labor Relations Strategic? 496\
BUILDING STRENGTH THROUGH HR:
Kaiser Permanente 496
BUILDING STRENGTH THROUGH HR:
MidState Medical Center 498
How Has Organized Labor Evolved over Time? 499
The Influence of Government Regulations 500
Current Trends in Organized Labor 503
International Differences in Organized Labor 506
HOW DO WE KNOW? Can Unions
Make Life Better for Childcare
Workers? 506
Workers 509
How Do Workers Become Part of a Union? 509
Union Organizing Campaigns 510
Decertification Campaigns 512
Factors Influencing Union Campaigns 512
What Happens During Labor Negotiations
and Collective Bargaining? 513
Bargaining Topics 513
Work Stoppages 514
TECHNOLOGY IN HR: Replacing
Laborers with Computers 515
The Bargaining Atmosphere 516
Cooperating with Unions Help
Organizations Succeed? 517
What Is the Grievance Process? 520
Grievance Procedures 520
Determinants of Grievance Filing 521
Grievance Mediation 521
A Manager’s Perspective Revisited 522
Summary/Key Terms/Discussion Questions 523
Cases 525
EXAMPLE CASE: Energy Co. 525
DISCUSSION CASE: Teaching Assistants
at State University 526
EXPERIENTIAL EXERCISE:
Investigating the Labor-Management
Partnership 527
Exercises 527
INTERACTIVE EXPERIENTIAL
EXERCISE: Unions: Negotiating
a New Labor Contract for Mega
Manufacturing 528
Chapter 14
Aligning Strategy with Practice
A Manager’s Perspective 532
WHAT DO YOU THINK? 533
How Can Alignment of HR Practices Make
an Organization Effective? 534
BUILDING STRENGTH THROUGH HR:
Walt Disney World 536
What Are Two Basic Forms of Strategic
Alignment? 537
How Do HR Practices Align with One Another? 539
HOW DO WE KNOW? What Happens
When Organizations Send Mixed Signals
about the Value of Employees? 539
External/Cost: Alignment for Bargain
Laborers 540
Internal/Cost: Alignment for Loyal Soldiers 542
BUILDING STRENGTH THROUGH HR:
U.S. Navy 543
Internal/Differentiation: Alignment for
Committed Experts 545
External/Differentiation: Alignment for Free
Agents 548
What Are Some Other HR Issues? 550
Variations of Basic Strategies 550
HOW DO WE KNOW? Does Working
in a Foreign Country Require More
Skill? 551
HR as an Input to Competitive Strategy 552
The Role of HR in Small Businesses 552
What Might the Future of HR Look Like? 553
The Outlook for Organizations 553
BUILDING STRENGTH THROUGH HR:
Ford Motor Company 554
The Outlook for HR Professionals 555
A Manager’s Perspective Revisited 557
Summary/Key Terms/Discussion Questions 557
Cases 559
EXAMPLE CASE: Portman Ritz-Carlton
in Shanghai, China 559
DISCUSSION CASE: Technology
Consultants 561
EXPERIENTIAL EXERCISE: Learning
about Company Cultures 562
INTERACTIVE EXPERIENTIAL EXERCISE:
A Final Journey: Communicating the
Strategic Importance of HR 562
Exercises 562
APPENDICES (available online at http://www.wiley.com/college/sc/stewart)
Appendix A
Occupational Outlook for HR Managers and Specialists
Appendix B
Human Resource Certification Institute Bodies of Knowledge
Appendix C
Human Resource Planning Society Knowledge Areas
Appendix D
Major Employment Laws in the United States
Appendix E
Organizations of Interest to HR Students and Professionals
Appendix F
Journals Useful to HR Students and Professionals
Glossary 565
Name and Company Index 573
Subject Index 582
Photo Credits 589
Appendix Summary 590
International Examples
Chapter 1 The effect of international trade and globalization trends on human resource management 27
Chapter 2 Opportunity and threat being created in Taiwan as China opens markets 42
Worker shortages forecast in United Kingdom, France, and Germany 45
Benefits of the commitment HR strategy in U.S., Korea, and New Zealand 53
Fenmarc Produce Ltd (United Kingdom) links competitive strategy and profitability to human resource
management 57
Chapter 3 Application of U.S. employment discrimination laws to international employment 90
Chapter 4
Increased job satisfaction associated with greater autonomy of high-level managers located in U.S. and Europe 123
Purolator (Canada) uses job analysis to understand physical demands of work and thereby increase efficiency 127
Leicester Royal Infirmary (England) benefits from work redesign to reduce waiting time and increase patient
satisfaction 138
Strain in the workplace has a negative impact on family relationships for construction professionals in Australia 143
Chapter 5 Internal labor practice demonstrated by recruiting people to work as expatriates in foreign countries 165
Hotel operators in Northern Ireland recruit workers to Ireland from Poland, the Czech Republic, Latvia, and
Lithuania 176
Chapter 6 U.S. and France differences in fairness perceptions of selection practices such as handwriting analysis and
interviewing 216
Frequency of use for selection methods in the United States, Portugal, France, Hong Kong, and South Africa 221
Chapter 7 Business Development Bank of Canada uses employee benefit surveys to increase worker satisfaction and
decrease turnover 262
Fraser’s Hospitality (Singapore) creates a culture of personal worth and dignity to reduce employee turnover 264
Chapter 9 Samsung Electronics (Korea) uses employee training to improve quality 335
Determining the training needs of call center employees who are located in foreign countries but receive calls
from the U.S. 344 WorldColor, a Canadian advertising and marketing firm, boasts integrated sales services 336
Chapter 10 Aflac uses employee development to attract and retain employees in the U.S. and Japan 377
The Human Resource Certification Institute offers a global professional in human resources certificate 383
The International Coach Federation is a worldwide association of professionals who offer coaching services 389
Assisting employees as they prepare to accept assignments to work in foreign countries 398
Offering on-site resources to workers who are working in foreign countries 399
Helping employees readjust when they return from working in foreign countries 399
Employment opportunities for women in Switzerland 402
Chapter 11
Marriott International uses high compensation to build a culture that attracts and retains workers throughout
the world 412
Hay Group is a worldwide consulting firm that provides a consistent framework for evaluating the worth of jobs 435
Chapter 12
IKEA (Sweden) produces and markets low cost furniture by using effective compensation to reduce labor costs 454
Chapter 13
Unions make life better for child-care workers in Canada 506
Percentage of workers in unions and trends in union membership vary a great deal across the world 507
Unions in different countries place varying amounts of emphasis on economic and political interests 508
Bank branches in Australia reap benefits from building cooperative relationships with employee unions 517
A utility company in the United Kingdom develops a partnership with labor unions to improve relationships with
workers 525
Chapter 14
The negative effect of contradictions between layoffs and other human resource practices in Canadian
workplaces 539
Competitive strategies focusing on global expansion can benefit from alignment with human resource strategies
and practices 550
Working in a foreign country is found to require more skill than working in a home country 551
The Portman Ritz-Carlton in Shanghai, China aligns human resource practices to get the best from its employees 559