Human Resource Management or Performance Improvement

Human Resource Management

Author: Cynthia Fisher

This authoritative text appeals to upper-level students, practicing managers, and HRM professionals who require a thorough grasp of the field's essential functional areas as well as emerging trends. Drawing on their extensive experience teaching abroad, the authors introduce international issues in the first chapter and provide ongoing discussion throughout the text. Instructors can discuss and revisit strategic HRM, ethics, utility (cost/benefit analysis), plus productivity and quality at any point.

Table of Contents:

Contents

Note: Each chapter begins with HR Challenge.

• I. Overview and Introduction
• 1. An Introduction to Human Resource Management
  The Critical Importance of Human Resources in the Twenty-First Century
  Human Resource Management Definition and Functions
  Recurring Themes in Human Resource Management
  Current and Future Challenges to Human Resource Management
  Jobs and Careers in Human Resource Management
  A Different Point of View: Blow the Sucker Up
  Ethical Perspective: How Organizations Encourage Ethical Behavior

  II. Planning for Organizations, Jobs, and People

  2. Strategic Human Resource Management

  Why Is Managing Human Resources So Important?

  What Is Strategic Human Resource Management?

  Transforming HR Staff and Structure

  Enhancing Administrative Efficiency

  Integrating HR into Strategic Planning

  Fitting HR Practices to Business Strategy and to One Another

  Partnership

  Measuring HRM

  Is Strategic HRM Really Worth All the Trouble?

  Partnerships for Strategic Success: Building New HR Leaders: The Case of United Technologies

  A Different Point of View: Pitfalls on the Road to Measurement

  3. Human Resource Planning

  What Is Human Resource Planning?

  Forecasting the Demand for Labor

  The Internal Supply of Labor

  The External Supply of Labor

  Planning Human Resource Programs

  Ethical Perspective: Privacy and Accuracy of Computerized Employee Records

  International Perspective: Manufacturing Overseas

  4. Job Analysis: Concepts, Procedures, and Choices

  Traditional Job Analysis

  The Job Analysis Process

  Phase 1: The Scope of the JobAnalysis

  Phase 2: Choosing among Methods of Job Analysis

  Phase 3: Data Collection and Analysis

  Phase 4: Assessing Traditional Job Analysis Methods

  The "New Strategic View" of Job Analysis

  Job Analysis: Adding Value to the Organization

  A Different Point of View: Do We Really Need Job Descriptions, or Even Jobs?

  III. Acquiring Human Resources

  5. Equal Employment Opportunity: The Legal Environment

  The EEO Environment

  Discrimination Defined

  Legal and Regulatory Documents

  Enforcement of EEO Laws and Regulations

  Proving Illegal Discrimination

  Management's Response

  International Perspective: Sexual Harassment—Or Is It?

  Ethical Perspective: Anti-Nepotism Rules—Fair or Unfair?

  6. Recruiting and Job Search

  Overview of the Recruitment Process

  Strategic Issues in Recruiting

  Internal Recruiting

  External Recruiting

  The Applicant's Point of View

  Evaluation and Benchmarking Recruitment

  Partnerships for Strategic Success: Strategic Recruitment in the Bookstore Industry

  Ethical Perspective: Ethics in Recruiting and Job Search

  Flexibility in the Workplace: Family Friendly Policies Attract Applicants

  International Perspective: Job Ads—A Window on the National Soul

  7. Measurement and Decision-Making Issues in Selection

  Statistical Methods in Selection

  Reliability

  Validity

  Decision Making in Selection

  Utility of a Selection System

  Partnerships for Strategic Success: Improving the Selection of Prison Correction Officer Trainees in Pennsylvania

  A Different Point of View: There's More to Utility Than Meets the Eye

  8. Assessing Job Candidates: Tools for Selection

  Overview of the Selection Process

  Application Blanks and Biodata

  Tests

  Work-Sample and Trainability Tests

  The Interview

  Physical Testing

  Reference and Background Checks

  Selecting Managers

  Criteria for Choosing Selection Devices

  Partnerships for Strategic Success: The Office of Personnel Management and the U.S. Border Patrol

  International Perspective: Selection Techniques Around the World

  IV. Building and Motivating Performance

  9. Human Resource Development

  Human Resource Development: An Introduction

  Scope and Cost of Human Resource Development

  The Needs Assessment Phase

  The Design and Development Phase

  The Evaluation Phase

  A Different Point of View: Fixing Weaknesses or Building Strengths?

  International Perspective: Intercultural Issues in Training

  Partnerships for Strategic Success: The Learning Revolution at Rockwell Collins

  10. Performance Assessment and Management

  The Performance Assessment and Management Process

  Strategic Importance of Performance Assessment

  Functions of Performance Assessment

  Criteria for a Good Assessment System

  Deciding What Types of Performance to Measure

  Methods of Appraising Performance

  Raters of Employee Performance

  Enhancing the Measurement of Employee Performance

  Feedback of Results: The Performance Assessment Interview

  A Different Point of View: Does the Downside of Performance Appraisal Outweigh the Benefits?

  International Perspective: Performance Appraisal and Performance-Based Rewards in China

  Ethical Perspective: Developing a Procedurally Just Performance Appraisal Process

  11. Compensation System Development

  Employee Satisfaction and Motivation Issues in Compensation Design

  Establishing Internal Equity: Job Evaluation Methods

  Establishing External Equity

  Establishing Individual Equity

  Legal Regulation of Compensation Systems

  Administering Compensation Systems

  The Issue of Comparable Worth

  A Different Point of View: Some Myths about Pay

  International Perspective: International Compensation Comparisons

  12. Incentive Compensation

  Strategic Importance of Variable Pay

  Linking Pay to Performance

  Individual Incentives

  Group Incentives

  Barriers to Pay-for-Performance Success

  Summary: Making Variable Pay Successful

  Executive Compensation

  Ethical Perspective: Reward Systems and Inappropriate Behavior

  A Different Point of View: Do Rewards Motivate Performance?

  V. Maintaining Human Resources

  13. Benefits

  The Role of Benefits in Reward Systems

  Types of Benefits

  Issues in Indirect Compensation

  International Perspective: International Benefits: Comparisons and Complications

  Partnerships for Strategic Success: Benefits Match the Culture at Patagonia

  14. Safety and Health: A Proactive Approach

  Occupational Safety and Health Legislation

  Management's Role in Maintaining Safety and Health

  Safety and Health Issues in the Workplace

  Violence in the Workplace

  Employee Fitness and Wellness Programs

  International Perspective: Decent Work—Safe Work: The International Picture

  Partnerships for Strategic Success: Safety at NexTech Is SHARP

  15. Labor Relations and Collective Bargaining

  Collective Bargaining and Labor Relations in Context

  How Unions Are Formed: Organizing

  What Unions Do When They Are Formed: Collective Bargaining

  When Collective Bargaining Breaks Down: Impasse

  When the Meaning of the Contract Is in Dispute: The Grievance Procedure

  The Role of Labor Relations in Human Resource Management

  Ethical Perspective: Universal Human Rights in Employment

  Flexibility in the Workplace: Flexibility and Industrial Relations

  Ethical Perspective: Permanent Replacement of Strikers

  16. Employment Transitions: Managing Careers, Retention, and Termination

  Career Paths and Career Planning

  Retirement

  Voluntary Turnover

  Involuntary Turnover

  Employment-at-Will

  Discipline Systems and Termination for Cause

  Retrenchment and Layoff

  Flexibility in the Workplace: Are You Flexible Enough for Today's Employees?

  Ethical Perspective: Firing for Off-Duty Behavior—Legal? Ethical?

  VI. Multinational Human Resource Management

  17. Managing Human Resources in Multinational Organizations

  What Is IHRM?

  Managing Human Resources in a Foreign Subsidiary

  Expatriate Managers

  Training Expatriates

  Appraising the Performance of Expatriates

  Paying Expatriates

  Expatriate Reentry

  IHRM: Adding Value in the Global Business Environment

  Ethical Perspective: Ethical Relativity versus Ethical Absolutism: HR Decision Making in Overseas Operations

Look this: Moral Leadership or Achieving Excellence in the Management of Human Service Organizations

Performance Improvement: Making It Happen

Author: Darryl D D Enos

While organizations differ from each other, they are also alike in many ways. Regardless of whether they are large or small, not-for-profit or profit driven, these organizations usually face similar challenges, problems, and opportunities pertaining to performance. Based on the experiences of over 300 organizations, Performance Improvement: Making it Happen, Second Edition details an effective step-by-step approach toward improving organizational performance. It combines state-of-the-art knowledge and techniques in organizational development with many actual cases and experiences. The book is organized into three parts that are targeted at gaining the most from organizational performance: Getting It Started, Taking Action, and Making It Permanent. This second edition features real-world examples dealing with issues representative of those found in a variety of industries and the concepts and methods of improvement used. The final part provides readers with a plan for integrating many of the performance improvement interventions and programs previously discussed into an overall approach for making improvements successful and continuous. This final section also features three very different organizations that have used many of the performance improvement programs discussed in the book. Their measured progress in performance is highlighted.

Table of Contents:

	Foreword	ix
	Preface	xiii
	About the Author	xvii
Part 1	Performance improvement: Getting it started
Chapter 1	Performance improvement: An overview of today's realities	3
A.	Performance definitions	3
B.	Why the powerfully felt need for performance improvement by leaders?	4
C.	Limited success in performance improvement	7
D.	Specific reasons why leaders start performance improvement	8
E.	A process approach: The first look	12
F.	Summary	13
G.	Suggested action steps for organizational/team leaders	13
Chapter 2	Performance gaps and deficiencies: An overview	15
A.	Model of ideal performance definitions by leadership	15
B.	Performance at the operational level	17
C.	Goals, standards, key performance indicators and models of effective performance: Measures of performance	20
D.	Identifying areas needing performance improvement	20
E.	Conclusions	21
F.	Suggested action steps for organizational/team leaders	21
Chapter 3	Deciding on performance improvement: Useful concepts and tools	23
A.	Process for deciding about performance improvement: If/what/how?	24
B.	The four stages	25
C.	The organizational success model: A model of effective performance	32
D.	Suggested action steps for organizational/team leaders	35
Chapter 4	Performance improvement and goal setting: Making the strategic vision happen	37
A.	Characteristics of effective goals	37
B.	Sources of resistance to goal setting	38
C.	Benefits from organizational/team goal setting	39
D.	Cascading goals	39
E.	Special case: Large teams in big organizations	40
F.	Cascading goals down to the individual	41
G.	Measuring performance: Goals and key performance indicators	42
H.	A brief case study: Another model of effective performance	44
I.	The role of feedback	46
J.	Conclusion	49
K.	Suggested action steps for organizational/team leaders	49
Part 2	Performance improvement: Taking action
Chapter 5	Building a learning organization	53
A.	The learning organization: A starting point for performance improvement	54
B.	The model for growth: Learning and skill development	56
C.	Building learning organizations: Two case studies	61
D.	Summary and conclusion	66
E.	Suggested action steps for organizational/team leaders	66
Chapter 6	Selection and performance: Process, tools, and techniques	67
A.	Introduction and overview	67
B.	Sources of information for hiring decisions	69
C.	Other techniques for effective hiring	75
D.	Three additional selection issues	78
E.	Conclusion and summary	79
F.	Suggested action steps for organizational/team leaders	79
Chapter 7	Strategic plan for the organization: Where it all starts	81
A.	Connecting strategy to prior discussions	81
B.	Process for creating organizational/team strategy	82
C.	Cascading goals revisited and extended	88
D.	Major process issues	92
E.	Conclusion	93
F.	Suggested action steps for organizational/team leaders	93
Chapter 8	Teams and performance	95
A.	Linkage and overview	95
B.	Some areas for teamwork	95
C.	When to use teams and when not to use them	96
D.	A model of effective teamwork	98
E.	Marketing, sales, and customer service teams	102
F.	Production teams	105
G.	Conclusion	107
H.	Suggested action steps for organizational/team leaders	107
Chapter 9	Leadership and teamwork	109
A.	Introduction and linkage	109
B.	The importance of leadership in organizational/team performance: Introduction	110
C.	Sources of and changes in an individual's leadership/management behavior	111
D.	Importance of leadership and management in organizational/team performance revisited	112
E.	Model of effective management/leadership performance	114
F.	Management values (beliefs about people and workers)	118
G.	Participation, access, and involvement (participative management)	120
H.	Interpersonal competence and communication style	121
I.	Motivation: The manager and those he manages	124
J.	Power and empowerment	124
K.	Leadership style	125
L.	Suggested action steps for organizational leaders/managers	128
Chapter 10	Performance improvement and developing the individual	129
A.	What do we know about developing individual performance?	131
B.	The model for growth and developing individual performance	132
C.	Morale and individual performance	134
D.	Performance management and developing the individual	135
E.	Core competencies and developing individual performance	138
F.	Conclusion: Individual learning and performance improvement	138
G.	Suggested action steps for organizational/team leaders	139
Chapter 11	Training, development, and education: Helping people learn for performance	141
A.	Introduction	141
B.	Distinguishing training, development, and education	141
C.	The three learning initiatives and performance improvement	143
D.	Learning initiatives, strategic planning, and other improvement initiatives	143
E.	Characteristics of effective training and development	145
F.	Suggested action steps for organizational/team leaders	151
Chapter 12	Learning in support of other performance improvement initiatives	153
A.	Transition	153
B.	A comprehensive effort at performance improvement	153
C.	Learning and strategic planning	155
D.	Learning and teamwork	156
E.	Knowledge and restructuring the organization	159
F.	Learning and developing leadership	160
G.	Suggested action steps for organizational/team leaders	161
Part 3	Evaluating and stabilizing performance improvement
Chapter 13	Factors affecting performance improvement stability	165
A.	Introduction and linkage	165
B.	First factor affecting evaluation/stabilization: The critical role of leadership	166
C.	Second factor affecting evaluation/stabilization: Characteristics of the organization and its culture	172
D.	Third factor affecting performance evaluation/stabilization: Characteristics of the people involved	174
E.	Fourth factor affecting performance improvement evaluation/stabilization: Characteristics of the performance improvement intervention	175
F.	Conclusion	175
G.	Suggested action steps for organizational/team leaders	176
Chapter 14	Comprehensive performance improvement	179
A.	Introduction	179
B.	Linking the basic elements of high level performance	180
C.	Conclusion	185
D.	Suggested action steps for organizational/team leaders	186
Chapter 15	Performance improvement efforts: Trade offs for leaders	187
A.	Introduction	187
B.	Performance status template: Organizational progress/systems	188
C.	Conclusion and final suggested action steps for organizational/team leaders	190
	Index	191