Anaging Human Resources - Bibliothek
anaging Human Resources. . JEditionEighthSusan E. JacksonRutgers UniversityRandall S. SchulerRutgers UniversityTHOMSON *"S O U T H - W E S T E R NA u s t r a l i a C a n a d a M e x i c o S i n g a p o r e S p a i n U n i t e dK i n g d o m U n i t e dS t a t e s
MANAGING HUMAN RESOURCES THROUGH STRATEGIC PARTNERSHIPSMANAGING THROUGH STRATEGIC PARTNERSHIPS: Cisco SystemsTHE STRATEGIC IMPORTANCE OF MANAGING HUMAN RESOURCESEmployees Who Add ValueEmployees Who Are RareA Culture That Can't Be CopiedA FRAMEWORK FOR MANAGING HUMAN RESOURCES THROUGH STRATEGIC PARTNERSHIPSThe Importance of Changes in the EnvironmentHuman Resource Management ActivitiesUnderstanding the HR ProfessionTHE HR TRIADTHE HR TRIAD: Roles and Responsibilities for Managing Human ResourcesLine Managers Have Always Been ResponsibleHR Professionals Provide Special Expertise. Employees Share ResponsibilityThe Meaning of Strategic Partnerships: Satisfying Multiple StakeholdersOwners and InvestorsCustomersSocietyOther OrganizationsOrganizational MembersFinding SynergyLOOKING AHEAD: FOUR CURRENT CHALLENGESManaging TeamsMANAGING TEAMS: Mayo Clinic's Patient-Centered CareManaging DiversityMANAGING DIVERSITY: Diversity Knowledge QuizManaging GlobalizationMANAGING GLOBALIZATION: Hiring Is No Laughing Matter for Cirque du SoleilManaging ChangeP.S.: WHAT ARE HUMAN RESOURCES?MANAGING CHANGE: Flying High at ContinentalCASE STUDY: Levi Strauss S Company
UNDERSTANDING THE GLOBAL ENVIRONMENTMANAGING THROUGH STRATEGIC PARTNERSHIPS: DaimierChrysierTHE STRATEGIC IMPORTANCE Of UNDERSTANDING THE GLOBAL ENVIRONMENTSystematic Environmental ScanningRole of the HR TriadTHE EVOLVING GLOBAL ECONOMYTHE HK TRIAD: Roles and Responsibilities for Understanding the Global Environment424243444445Selling to the WorldWorldwide OperationsTHE POUTICAL LANDSCAPE464647Local PoliticsInternational Political OrganizationsREGIONAL TRADE ZONES474850Asia-Pacific Economic CooperationNorth American Free Trade AgreementMANAGING GLOBALIZATION: Borderline Pay in CanadaEuropean UnionINDUSTRY OVNAMICSIndustry Life Cycles505052525454Cooperative Relationships Between FirmsMergers, Acquisitions, and TakeoversMANAGING DIVERSITY: GE Capital's Pathfinder Model for Cultural Integration565360EVOLVING TECHNOLOGIESFactories and Mass Production TechnologiesThe Age of Computers and Information TechnologyImplications for Managing Human Resources61626265MANAGING TEAMS: NCR's Virtual SuccessTHE GLOBAL WORKFORCEDomestic Labor ShortagesGlobal Labor MarketCULTURAL DIVERSITY IN THE GLOBAL ENVIRONMENTDimensions of National CultureConsequences of CultureCASE STUDY: implications of a Competitive Environment for Managing Human Resources at Barden Bearings6667676971717177
ENSURING FAIR TREATMENT AND LEGAL COMPLIANCE FOR A DIVERSE WORKFORCEMANAGING THROUGH STRATEGIC PARTNERSHIPS: Coors84THE STRATEGIC IMPORTANCE OF FAIRNESS AND LEGAL COMPLIANCESociety and the Law8485Concerns of the Labor ForceThe HR TriadWHAT FAIRNESS MEANS TO EMPLOYEES858686THE HR TRIAD: Roles and Responsibilities to Ensure Fair Treatment and Legal ComplianceDistributive justiceProcedural JusticeInteractional JusticeReactions to Unjust TreatmentManaging to Ensure Fair TreatmentLEGAL MEANS TO ENSURE FAIR TREATMENTU.S. ConstitutionTitle VII of the Civil Rights ActState lawsAdministrative RegulationsExecutive OrdersCommon LawSETTLING DISPUTESUsing the Courts to Settle DisputesMANAGING CHANGE: Texaco's Plan for a Cultural ShiftCompany Grievance ProceduresMediation and solving Disputes On-lineDIVERSITY INITIATIVES FOR ENSURING FAIR TREATMENTWho Is Covered by Diversity Initiatives?101102103Fairness Must Be ReciprocatedMANAGING DIVERSITY: More Women Become Partners at Deloitte and Touche104105CHALLENGES FOR THE 2IST CENTURYHarassment in the WorkplaceEmployment-at-Wi!lEmployee PrivacyFairness in the Global ContextMANAGING GLOBALIZATION: Are U.S. Employers Heels in China?CASE STUDY: What's Wrong with What's Right?106106108111114tl5120VII
CREATING ORGANIZATIONAL ALIGNMENTMANAGING THROUGH STRATEGIC PARTNERSHIPS: General Electric129COMPANY LEADERSHIP: VISION, MISSION, AND VALUESVisionMission129130130ValuesSTRATEGYLevels of StrategyDeveloping a Competitive Strategy131131132133MANAGING TEAKS: Integrating People and Technology to Create a Capable WorkforceTypes of Competitive StrategiesBehavioral Imperatives for Alternative StrategiesORGANIZATION STRUCTUREDepartmental StructureDivisional StructureMatrix StructureProcess-Based Horizontal Structure137137139142142144145146HANAGING CHANGE: Weaving a Better BasketNetwork StructureStructures That Cross Country BordersORGANIZATIONAL CULTURE149149150I S3MANAGING GLOBALIZATION: DOW Chemical's Self-Sufficient EmployeesMANAGING DIVERSITY: Building on Contrasting Corporate CulturesTypes of Organizational CulturesI S3154154Organizational SubculturesStrategic Importance of Organizational CulturePARTNERSHIP ROLES FOR CREATING ORGANIZATIONAL ALIGNMENTHR Linkage and HR IntegrationPartnership PerspectiveTHE HR TRIAD: Roles and Responsibilities for Creating AlignmentCASE STUDY: Mirror, Mirror on the Wall: Should I Reflect the Business Structure?Vill128STRATEGIC IMPORTANCE OF THE ORGANIZATIONAL ENVIRONMENT157159160161162163166
HR PLANNING FOR STRATEGIC CHANGEMANAGING THROUGH STRATEGIC PARTNERSHIPS: Weyerhaeuser CompanyTHE STRATEGIC IMPORTANCE OF HR PLANNINGDegree of ChangeTiming of ChangeA FRAMEWORK FOR UNDERSTANDING HR PLANNINGSynchronizing Business Planning and HR PlanningElements of Human Resource PlanningPlanning Time HorizonsASSESSING THE GLOBAL AND ORGANIZATIONAL ENVIRONMENTGlobal EnvironmentOrganizational EnvironmentHR ForecastsBehavioral Cause-and-Effect ModelsEmployees'OpinionsSPECIFYING THE OBJECTIVES FOR A CHANGE EFFORTMANAGING GLOBALIZATION: Building Global Leaders at Best FoodsInvolving EmployeesAccountabilityLink to Business ObjectivesMANAGING CHANGE: Involving Employees at Royal Dutch/ShellDEVELOPING THE HR PLAN, MEASUREMENTS, AND TIMETABLESConsidering AlternativesStaffing PlansTraining PlansLeadership Development PlansPlans for Changes in BenefitsMeasuring ProgressTimetablesIMPLEMENTING THE PLANS FOR STRATEGIC CHANGEThe Change Has Already StartedResistance to ChangeCreating Readiness for ChangeREVIEW, REVISE, AND REFOCUSTHE HR TRIAD: Roles and Responsibilities for HR Planning and Strategic ChangeCASE STUDY: Managing Strategic Change at Cisco 197198199202
USING JOB ANALYSIS AND COMPETENCY MODELINGAS THE FOUNDATION FOR THE HR SYSTEMMANAGING THROUGH STRATEGIC PARTNERSHIPS: Aetna208THE STRATEGIC IMPORTANCE OF JOB ANALYSIS AND COMPETENCY MODELINGStrategic ChangeLegal ConsiderationsPartnership Roles in Job Analysis and Competency ModelingBASIC TERMINOLOGYTHE HR TRIAD: Roles and Responsibilities in Job Analysis and Competency ModelingPositions, Jobs, and Job FamiliesJob AnalysisCompetency ModelingJob DescriptionsSOURCES OF INFORMATIONJob IncumbentsSupervisorsTrained Job AnalystsCustomersMETHODS OF COLLECTING HODS ANALYSISTime and Motion StudiesProcess ReengineeringGENERIC JOB ANALYSESI k Dictionary of Occupational TitlesOccupational Informational NetworkSTANDARDIZED JOB ANALYSIS QUESTIONNAIRESPosition Analysis QuestionnaireManagement Position Description QuestionnaireCUSTOMIZED TASK INVENTORIESDeveloping the Customized InventoryAnalyzing the DataAdvantages and DisadvantagesANALYZING NEEDED COMPETENCIESStandardized ApproachCustomized ApproachGlobal Leadership Competencies at 3MMANAGING GLOBALIZATION: 3M'S Global Leadership CompetenciesJOB FAMILIES AND CAREER PATHSManaging CareersBroadbandingTRENDS IN JOB ANALYSISMANAGING CHANGE: Revising Job Analysis to Achieve Business Objectives at MetLifeThe Decline of Job Analysis?From "My Job" to "My 1232232232233236236237237237238238239
Future-Oriented Job Analysis and Competency ModelingJob Analysis for CustomersHuman Factors Approach to job Analysis and job RedesignCASE STUDY: Job Descriptions at HITEK239240241244
RECRUITING AND RETAINING QUALIFIED EMPLOYEESMANAGING THROUGH STRATEGIC PARTNERSHIPS: SAS institute252RECRUITING AND RETENTION WITHIN THE HR SYSTEMRecruitment versus SelectionRetentionLinks to Other HR ActivitiesExternal Forces Affecting Recruitment and RetentionTHE STRATEGIC IMPORTANCE OF RECRUITING AND RETAINING TALENTED EMPLOYEESStrategic ChoicesImproving Productivity and Reducing ExpensesThe Value of RetentionMANAGING CHANGE: Nationwide Speeds Up HiringAddressing Societal Concerns Through Legal ComplianceInvolving EveryoneRECRUITING METHODS AND SOURCESTHE HR TRIAD: Roles and Responsibilities for Recruiting and Retaining EmployeesRecruiting from the Organization's Internal Labor MarketRecruiting from the External Labor MarketMANAGING GLOBALIZATION: Employing Foreign WorkersContingent Employees, Rehires, and RecallsRECRUITING FROM THE APPLICANT'S PERSPECTIVE ENHANCES RETENTIONBuilding a Corporate ReputationMaking It Easy to ApplyMaking a Good Personal ImpressionMANAGING TEAM: The Dell Recruiting TeamMaking an Offer Applicants Will AcceptGiving Applicants the Information They NeedRejecting with TactEQUAL OPPORTUNITY AND NONDISCRIMINATIONEEO-I ReportsAffirmative Action ProgramsBreaking the Glass Ceiling,MANAGING DIVERSITY: Court Strikes Down Affirmative Action in BroadcastingREDUCING RECRUITING NEEDS THROUGH RETENTIONUnderstanding the Reasons for TurnoverExit SurveysTurnover and Recruiting DifficultiesManaging Workforce Reductions and LayoffsCASE STUDY: Downsizing: Anathema to Corporate 8528528S286287288293
SELECTING EMPLOYEES TO FIT THE JOB AND THE ORGANIZATIONMANAGING THROUGH STRATEGIC PARTNERSHIPS: Honeywell300THE STRATEGIC IMPORTANCE OF SELECTION300Uses of Selection Decisions3D!Selection and Strategy Implementation301The Economic Utility of Effective Selection Practices303MANAGING GLOBALIZATION: World Staffing for Regus304OVERVIEW OF THE SELECTION PROCESS305CHANGE: An HR System for a New Plant308Assess the Job Tasks and Organizational Context308Choose Valid Predictors309TEAMS: Selecting the Walt Disney Cast310MANAGING CHANGE: Levi's Changes Jobs and Selection Practices312Design the Selection Process312Synthesize Information and Choose Appropriate CandidatesTECHNIQUES FOR ASSESSING JOB APPLICANTSPersonal History Assessments314317 Reference Checks and Background Verification317319Written Tests320Work Simulations322Assessment Centers323Interviews324Medical Tests326Precertification328THE PERSPECTIVE OF APPLICANTS328Content of Selection Measures329Administration of the Selection Process329Outcomes of the Selection Process329LEGAL CONSIDERATIONS IN SELECTING APPLICANTS TO FIT THE JOB AND THE ORGANIZATION330Laws and Regulations That Prohibit Discrimination330Federal Guidelines and Professional Standards330Assessing Disparate Treatment and Adverse Impact331Defending Discriminatory Practices333Legal Considerations for Global SelectionMANAGING DIVERSITY: American Ethnocentrism or American Ethics?PARTNERSHIP IN SELECTIONLine ManagersTHE HR TRIAD: Roles and Responsibilities for Selecting Employees334335335335336HR Professionals337Other Employees337CASE STUDY: Selecting Soldiers for the Cola War341XIII
TRAINING AND DEVELOPING A COMPETITIVE WORKFORCEMANAGING THROUGH STRATEGIC PARTNERSHIPS: Trident350350351Links to Other HR ActivitiesTHE STRATEGIC IMPORTANCE OF TRAINING AND DEVELOPMENTImproving Recruitment and Retention352353354Improving PerformanceMANAGING GLOBALIZATION: Training Improves Competitiveness for Quebecor WorldLegal Compliance and Protection355356357Mergers and AcquisitionsTHE HR TRIADTHE HR TRIAD: Roles and Responsibilities in Training and Development358358359ManagersEmployeesHR ProfessionalsXIV350TRAINING AND DEVELOPMENT PRACTICES WITHIN THE INTEGRATED HR SYSTEMBasic TerminologyLearning Organizations and Knowledge Management359359360DETERMINING TRAINING AND DEVELOPMENT NEEDSOrganizational Needs AnalysisJob Needs Analysis360360362Person Needs AnalysisDemographic Needs AnalysisSETTING UP A TRAINING AND DEVELOPMENT SYSTEMCreating the Right Conditions362365366366Who Provides?DEVELOPING PROGRAM CONTENT367369Cognitive KnowledgeMANAGING CHANGE: Improving Quality at The Ritz-CarltonSkills369370371Affective OutcomesCHOOSING THE PROGRAM FORMATe-Learning372372372On the JobOn-Site, but Not On the JobMANAGING CHANGE: Improving Leadership at General Motors375376378Off the JobMAXIMIZING LEARNINGSetting the Stage for LearningIncreasing Learning During Training380360381382Maintaining Performance After TrainingTEAM TRAINING AND DEVELOPMENT383383Training to Develop Team CohesivenessTraining in Team ProceduresTraining for Team Leaders384385385CROSS-CULTURAL TRAININGMANAGING TEAMS: Cultural Change at BP NorgeDiversity Training for Employees in the United States386386386
Cross-Cultural Training in the International ContextCross-Cultural Training for Expatriates and InpatriotsTraining and Development for Global ManagersEVALUATING TRAINING AND DEVELOPMENTEvaluation ComponentsEvaluation DesignsCASE STUDY: Seeing the Forest Through the Trees387388389390390391395XV
DEVELOPING AN OVERALL APPROACH TO COMPENSATIONMANAGING THROUGH STRATEGIC PARTNERSHIPS:TOTAL COMPENSATIONBayerMonetary and Nonmonetary CompensationBases of CompensationCompensation in the Context of the HR SystemTHE STRATEGIC IMPORTANCE OF TOTAL COMPENSATIONAttracting and Retaining TalentImplementing the Business StrategyMANAGING CHANGE: The IBM Connection402403404404407407412414Increasing ProductivityROLE OF THE EXTERNAL ENVIRONMENTLabor Market Conditions414416416Legal Constraints and Social ConsiderationsLabor UnionsINVOLVING THE HR TRIAD IN MANAGING TOTAL COMPENSATION418422422MANAGING DIVERSITY: Pay Equity Pays Off42!THE HR TRIAD: Roles and Responsibilities for Total CompensationESTABLISHING THE VALUE OF JOBS425425Ranking Methodjob Classification MethodPoint Rating MethodCompetency-Based Job EvaluationSingle Plan versus Multiple PlansMANAGING TEAMS: New Pay at GlaxoSmithKlineSkill-Based PayUSING MARKET DATA TO SET PAY RATESConducting a Survey to Assess External Market RatesEstablishing the Market Pay PolicyXVI402426426427429430431431432433434Setting the Organization Pay PolicyDESIGNING THE INTERNAL PAY STRUCTUREJob-Based Pay Grades and Ranges436438438Competency-Based Pay StructureSkill-Based Pay StructureBALANCING INTERNAL AND EXTERNAL EQUITY439439440Pay DifferentialsPay CompressionCommunicating the PlanCOMPENSATION IN THE CONTEXT OF GLOBALIZATION440440441442Basic Compensation PhilosophyBase PayRelocation Premiums442443443CASE STUDY: Comparable Worth Finds Rockdale447
MEASURING PERFORMANCE AND PROVIDING FEEDBACKMANAGING THROUGH STRATEGIC PARTNERSHIPS: Con-Way Transportation ServicesTHE STRATEGIC IMPORTANCE OF MEASURING PERFORMANCE AND PROVIDING FEEDBACKEnhancing Motivation and ProductivityStrategic Planning and ChangeEnsuring Legal ComplianceDECIDING WHAT TO MEASUREPersonal TraitsBehaviorsObjective ResultsMultiple CriteriaWeighting the CriteriaTIMINGFoal-Point ApproachAnniversary ApproachNatural Time Span ol the jobPARTICIPANTS IN PERFORMANCE MEASUREMENT AND FEEDBACKElectronic MonitoringSupervisorsSelf-AppraisalPeersMANAGING DIVERSITY: Cultural Differences in Self-Assessment?SubordinatesCustomersi 60- Degree AppraisalsPERFORMANCE APPRAISAL FORMATSNorm-Referenced FormatsAbsolute Standards FormatsResults-Based FormatsMANAGING CHANGE: The Goal Was a Turnaround at Etec SystemsTHE RATING PROCESSRating ErrorsImproving Rater AccuracyPROVIDING FEEDBACKSources of ConflictTimingPreparationContent of DiscussionFollow-UpWhen Nothing Else WorksTEAM APPRAISAL AND FEEDBACKTeam Effectiveness CriteriaDiagnosing ProblemsTEAMS: Diagnosing Team ProcessesTeam FeedbackROLES AND RESPONSIBILITIES OF THE HR TRIADHR 477477478481481482482483485486487490492493493XV
THE HR TRIAD: Roles and Responsibilities for Managing Performance and Providing FeedbackManagers,EmployeesCASE STUDY: SO YOU Want to Be a Manager?494495495499
USING PERFORMANCE-BASED PAY TO ENHANCE MOTIVATIONMANAGING THROUGH STRATEGIC PARTNERSHIPS: Lincoln ElectricPERFORMANCE-BASED PAV WITHIN AN INTEGRATED HR SYSTEMLink to Performance Measurement and FeedbackIntegrating Performance-Based Pay with Other HR PracticesRole of the External EnvironmentDesign Choices for Performance-Based PayMANAGING DIVERSITY: Incentive Pay for Meeting Diversity GoalsTHE STRATEGIC IMPORTANCE OF USING PERFORMANCE-BASED PAY TO ENHANCE MOTIVATIONSatisfying EmployeesCreating Internal AlignmentManaging Labor CostsCHANGE: A New Pay Plan for Owens CorningDESIGNING PERFORMANCE-BASED PAY SYSTEMSSpecifying and Measuring PerformanceSpecifying the Method for Unking Pay to PerformanceSpecifying the Level of Aggregation for Reward DistributionSpecifying the Type of RewardSpecifying Eligibility (or Performance-Based PayGaining Employee AcceptanceLegal ConsiderationsMERIT PAV PLANSThe Performance-to-Pay LinkCalculating the Merit RaiseINCENTIVE PAY PLANSindividual IncentivesTeam IncentivesTEAMS: Goalsharing at SearsSpecial Achievement AwardsTEAMS: Rewards for a Team Culture at ValassisProfit SharingGainsharingPAY THAT PUTS EARNINGS AT RISKCommissionsMANAGING CHANGE: Bankers Prefer to Avoid RiskStock OwnershipTHE HR TRIAD AT WORKTttE HR TRIAD: Roles and Responsibilities for Using Performance-Based Pay to Enhance MotivationCASE STUDY: The Time 9539540542546547549
PROVIDING BENEFITS AND SERVICESMANAGING THROUGH STRATEGIC PARTNERSHIPS: SteelcaseEMPLOYEE BENEFITS AND SERVICES WITHIN AN INTEGRATED HR SYSTEMLinks with Other HR PracticesMANAGING DIVERSITY: Flexible Arrangements at Ernst « YoungThe Global Environment.The Organization Environment557558559559560THE STRATEGIC IMPORTANCE OF EMPLOYEE BENEFITS AND SERVICESRecruiting and Retaining TalentControlling Costs562562563Addressing Employees' ConcernsPUBLIC PROTECTION PROGRAMS563564Social SecurityUnemployment Compensation BenefitsWorkers' Compensation and DisabilityPregnancy Discrimination Act of 19/8Family and Medical Leave Act of 1993Economic Recovery Act of \%\564565566566567567Health Insurance Portability and Accountability k t of (996568Economic Growth and Tax Relief Reconciliation Act of 2001PRIVATE PROTECTION PROGRAMSERISA and Private Employers' PensionsPension PlansSupplemental Plans568568569571572HEALTH CARE BENEFITS AND SERVICESMedical CareWellness Programs573574575Employee Assistance Programs576PAID LEAVEOH the jobMANAGING GLOBALIZATION: Vacationing Around the WorldOn the JobWORK-LIFE BALANCEChild Care ServicesElder Care ServicesOTHER BENEFITS AND SERVICESBenefits for Spousal EquivalentsEducational Expense ation and housing Assistance582ADMINISTRATIVE ISSUESDetermining the Benefits and Services PackageProviding FlexibilityMANAGING TEAMS: Starbucks' Blend for Benefits and ServicesCommunicating the Benefits and Services PackageManaging and Reducing Costs5B2582583584584585CASE STUDY: Who's Benefiting?589
PROMOTING WORKPLACE SAFETY AND HEALTHMANAGING THROUGH STRATEGIC PARTNERSHIPS: Ben and jerry's HomemadePROMOTING HEALTH AND SAFETY WITHIN AN INTEGRATED HR SYSTEMElements of Workplace Safety and HealthThe Importance of Other RR PracticesThe Organization EnvironmentThe Global EnvironmentMANAGING CHANGE: John Deere Steers Clear of Workplace InjuriesThe HR TriadTHE STRATEGIC IMPORTANCE OF WORKPLACE SAFETY AND HEALTHTHE HR TRIAD: Roles and Responsibilities in Safety and HealthThe Benefits of a Safe and Healthy Work EnvironmentThe Costs of an Unsafe and Unhealthy Work EnvironmentHAZARDS IN OCCUPATIONAL SAFETY AND HEALTHOccupational AccidentsMANAGING DIVERSITY: Safety Issues and the Aging WorkforceOccupational DiseasesA Low Quality of Working LifeOrganizational StressMANAGING CHANGE: Stress Management at Adolph Coors Co.job BurnoutSTRATEGIES FOR IMPROVEMENTMonitoring Safety and Health RatesControlling AccidentsReducing the Incidence of DiseasesControlling Stress and BurnoutDeveloping Occupational Health PoliciesEstablishing Wellness ProgramsLEGAL CONSIDERATIONSOccupational Safety and Health AdministrationWorkers' Compensation ProgramsCommon-Law Doctrine of TortsLocal InitiativesAmericans with Disabilities Act (ADA)CASE STUDY: Who's There on the 617617617613619619619622
UNDERSTANDING UNIONIZATION AND COLLECTIVE BARGAININGMANAGING THROUGH STRATEGIC PARTNERSHIPS: UPS and the Teamsters628THE HR TRIAD: Roles and Responsibilities in Unionization and Collective Bargaining629THE STRATEGIC IMPORTANCE OF UNIONIZATION AND COLLECTIVE BARGAININGMANAGING CHANGE: Unions Get InvolvedThe Importance of Other HR PracticesDeciding to Join a UnionTHE HISTORICAL CONTEXT AND UNIONS TODAY629631631632634The Early Days634Unions TodayDecline in Membership634634MANAGING DIVERSITY: Unions Reach OutDistribution of MembershipThe Structure of American UnionsHow Unions OperateMANAGING GLOBALIZATION: Unionization in Mexico and CanadaTHE ORGANIZING CAMPAIGNSoliciting Employee SupportEstablishing Contact Between the Union and EmployeesDetermination of the Bargaining Unit636637638638638640Preelection CampaignElection, Certification, and DecertificationTHE COLLECTIVE BARGAINING PROCESSAdversarial Relationship641641642642Cooperative RelationshipTypes of BargainingNEGOTIATING THE AGREEMENT642643645Negotiating CommitteesThe Negotiating StructurePreparation for Bargaining645646646Issues for NegotiationFactors Affecting BargainingCONFLICT RESOLUTIONStrikes and LockoutsMediationArbitrationCONTRACT ADMINISTRATIONGrievance ProceduresGrievance gement Procedures655Union ProceduresASSESSMENT OF COLLECTIVE BARGAININGEffectiveness of NegotiationsEffectiveness of Grievance ProceduresCASE STUDY: The Union's Strategic Choice6556566S6657660
UNDERSTANDING THE HR PROFESSIONMANAGING THROUGH STRATEGIC PARTNERSHIPS: Cisco SystemsHUMAN RESOURCE PROFESSIONALS PLAY MANY ROLESStrategic Management RoleEnabler and Consultant RoleMonitoring and Maintaining RoleInnovator RoleChange and Knowledge Facilitator RoleTHE HR TRIADSTAFFING THE HUMAN RESOURCE DEPARTMENTThe Human Resource LeaderMANAGING TEAMS: HR Teams Fit the Pattern at GoreThe Human Resource StaffMANAGING CHANGE: The New HR Roles at Deutsche BankCompensation of HR StaffPROFESSIONALISM IN HUMAN RESOURCE MANAGEMENTEthical issuesProfessional CertificationToward Defining Global Competencies for HR ProfessionalsORGANIZING THE HUMAN RESOURCE DEPARTMENTCentraliiation versus DecentralizationControlling CostsReengineering and 672673676677679679679680681681684685686687
ENO-OF-TEXT CASE: The Lincoln Electric CompanyEND-Of-TEXT CASE: Southwest AirlinesAPPENDIX: Statistics for Managing Human ResourcesAUTHOR INDEXSUBJECT INDEX695714733742753
MANAGING GLOBALIZATION: Hiring Is No Laughing Matter for Cirque du Soleil Managing Change P.S.: WHAT ARE HUMAN RESOURCES? MANAGING CHANGE: Flying High at Continental CASE STUDY: Levi Strauss S Company
ordnet ist, finden. Egal ob Vasen, Plastik oder beispielsweise ägyptische Kunst – in unserer Bibliothek werden die Archäologen schnell fündig. Vielen mag der Gedanke an eine düstere, alt-modische Bibliothek mit staubigen Folianten im Zeitalter von Online-Ressourcen, Google und Forschungsinstitute an seinen bisherigen
Bibliografische information Der Deutschen Bibliothek Die Deutsche Bibliothek verzeichnet diese Publikation in der Deutschen Nationalbibliografie; detaillierte bibliografische Date
Globale Bibliothek "Sample Library for Instructions" 4 Installationshandbuch, 11/2015 Security-Hinweise Siemens bietet Produkte und Lösungen mit Industrial Security-Funktionen an, die den sicheren Betrieb von Anlagen, Lösungen, Maschinen, Geräten und/oder Netzwerken unterstützen. Sie sind wichtige
Konsep Human Resources Scorecard (HRSC) 1. HUMAN RESOURCES SCORECARD Apa yang dimaksud dengan Human Resources Scorecard (HRSC)? Human Resources Scorecard adalah suatu atat untuk mengukur dan mengelola kontribusi stategik dari peran human resources dalam menciptakan nilai untuk mencapai strategi perusahaan.
Human Resources Strategic Plan 2018-2023 2021 PROJECT FOCUS. A MESSAGE FROM THE VICE PRESIDENT OF HUMAN RESOURCES Over the period of five years, Human Resources will strive to deliver exceptional service and resources in an . The division of Human Resources and Graduate Studies have begun
1.3 Definition of Human Resources Management 3 1.4 A New Mandate for Human Resources 4 1.5 Changing Role of the Human Resource Management 5 1.6 Managing human resources in the emerging scenario 7 1.7 Evolution of Management of Human Resources: An Indian Perspective 10 References 16 2. THE CONCEPT, SCOPE AND FUNCTION OF HUMAN RESOURCE OF .
Human Resources Management role: The Human Resources department plays an important role in the implementation and success of the performance management system, with all the desired results and outputs. The responsibility of system care and coordination among all concerned parties' rests with the human resources department. Human Resources
To better understand the events that led to the American Revolution, we will have to travel back in time to the years between 1754 and 1763, when the British fought against the French in a different war on North American soil. This war, known as the French and Indian War, was part of a larger struggle in other countries for power and wealth. In this conflict, the British fought the French for .
