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Fundamentals ofHuman Resource Management
Content, Competencies,and Applications
Florida International University
Pearson Education International
Contents
Preface 21Acknowledgments 23About the Author 25
PART 1 Introduction 27
Chapter 1 Managing Human Resources Today 27What Is Human Resource Management? 28
Why Is Human Resource Management Important to All Managers? 29Line and Staff Aspects of HRM 29
Line Versus Staff Authority 29Line Managers' Human Resource Management Responsibilities 30
Organizing the Human Resource Department's Responsibilities 30
The Changing Environment of Human Resource Management 32Competitive Trends 33Demographic and Workforce Trends 34
Human Resource Management's Changing Role 35
Example of HR Management's Changing Role 35
The Evolution to the New Human Resource Management 35
Important Human Resource Management Issues Today 36
New Human Resource Management Skills 36Strategic Human Resource Management 37HR and Technology 38Managing Ethics 39
HR Certification 39
The Plan of This Book 40
The Chapters 40
Two Special Chapter Features 41
Review 41Summary 41 • Key Terms 41 • Discussion Questions and Exercises 42
Application Exercises 42M HR IN ACTION CASE INCIDENT 1: Jack Nelson's Problem 42
H HR IN ACTION CASE INCIDENT 2: Carter Cleaning Company 42
Experiential Exercise 43
Chapter 2 Managing Equal Opportunity and Diversity 45Selected Equal Employment Opportunity Laws 46
Background 46• BUSINESS IN ACTION: Building Your Public Policy Knowledge 46
A Summary of U.S. Labor Laws 47
Equal Pay Act of 1963 47Title VII of the 1964 Civil Rights Act 47Executive Orders 47Age Discrimination in Employment Act of 1967 48
CONTENTS
Vocational Rehabilitation Act of 1973 48
Pregnancy Discrimination Act of 1978 48
Federal Agency Uniform Guidelines on Employee Selection Procedures 48
Sexual Harassment 48
Proving Sexual Harassment 49
Court Decisions 50
Causes 50
• PERSONAL COMPETENCIES: Building Your Ethical Decision-MakingSkills 51
• HR IN PRACTICE: How to Minimize Liability in Sexual HarassmentClaims 52
Selected Court Decisions Regarding Equal Employment Opportunity (EEO) 53
The Civil Rights Act of 1991 53
The Americans with Disabilities Act 54
Improving Productivity Through HRIS: Accommodating Disabled Employees 56
State and Local Equal Employment Opportunity Laws 57
• GLOBAL ISSUES IN HR: Applying Equal Employment Law in a GlobalSetting 57
Summary 57
Defenses Against Discrimination Allegations 57
What Is Adverse Impact? 57
Bona Fide Occupational Qualification 59
Business Necessity 59
Illustrative Discriminatory Employment Practices 60
A Note on What You Can and Cannot Do 60
Recruitment 60
Selection Standards 61
Sample Discriminatory Promotion, Transfer, and Layoff Procedures 62
The EEOC Enforcement Process 62Processing a Charge 62
How to Respond to Employment Discrimination Charges 63
Diversity Management and Affirmative Action Programs 64
Managing Diversity 65
Boosting Workforce Diversity 65
Equal Employment Opportunity Versus Affirmative Action 66
Steps in an Affirmative Action Program 66
Review 68Summary 68 • Key Terms 69 • Discussion Questions and Exercises 69
Application Exercises 69• HR IN ACTION CASE INCIDENT 1: An Accusation of Sexual Harassment
in Pro Sports 69
• HR IN ACTION CASE INCIDENT 2: Carter Cleaning Company 70
Experiential Exercise 71
Chapter 3 Mergers, Acquisitions, and Strategic HumanResource Management 75What Is Strategic Human Resource Management? 76
The Strategic Management Process 77
Steps in Strategic Management 77
Improving Productivity Through HRIS: Using Computerized Business
Planning Software 80
Types of Strategies 80
• BUSINESS IN ACTION: Achieving Strategic Fit 81
The Importance of Leverage 82
CONTENTS 9
How Human Resource Management Creates Competitive Advantage 82
Types of Competitive Advantage 83
Why Human Resources Are Important 83
Strategic Human Resource Management 84
Human Resource Management 's Strategic Roles 85
How Involved Is HR in Strategic Management? 86
a GLOBAL ISSUES IN HR: Offshoring 87
HR's Strategy Execution Role 87
HR's Strategy Formulation Role 87
• HR IN PRACTICE: How to Translate Strategy into Human Resource
Policy and Practice 88
Strategic Human Resource Management: Einstein Medical Example 89
Strategic HR in Action: Human Resource Management 's Role in Mergers
and Acquisitions 90
The Logic and Effectiveness of Mergers and Acquisitions 90
Why a Human Resource Management Role in Mergers and Acquisitions? 91
Human Resource Management's Specific Merger and Acquisition Roles 92
• PERSONAL COMPETENCIES: Building Your Organizational Culture
Skills 92
Review 94
Summary 94 • Key Terms 95 • Discussion Questions and Group
Activities 95
Application Exercises 95
H HR IN ACTION CASE INCIDENT 1: Is There Such a Thing as a Socially
Responsible Acquisition? 95
H HR IN ACTION CASE INCIDENT 2: The Carter Cleaning Company: TheHigh-Quality Work System 96
Experiential Exercise 96
Part 1 Video Cases Appendix 97
Video 1: Introduction to Human Resource Management, and Strategic Human
Resource Management 97
Video 2: Managing Equal Opportunity and Diversity 97
PART 2 Staffing the Organization 101
Chapter 4 Personnel Planning and Recruiting 101Job Analysis 102
What Is Job Analysis? 102
Methods of Collecting Job Analysis Information 102
Writing Job Descriptions 104
Writing Job Specifications 107
Job Analysis in a "Jobless" World 108
Competency-Based Job Analysis 109
The Recruitment and Selection Process 109
Workforce Planning and Forecasting 110
How to Forecast Personnel Needs 111
Forecasting the Supply of Outside Candidates 112
Forecasting the Supply of Inside Candidates 112
Improving Productivity Through HRIS: Succession Planning Systems 114
Talent Management 114
Recruiting Job Candidates 116
• HR IN PRACTICE: The Hiring Manager's Obligations 116
Internal Sources of Candidates 116
10 CONTENTS
Recruiting via the Internet 117
Advertising as a Source of Candidates 120
• BUSINESS IN ACTION: Building Your Marketing Knowledge 120
Employment Agencies as a Source of Candidates 121
H PERSONAL COMPETENCIES: Building Your Vendor Management
Skills 123
Executive Recruiters as a Source of Candidates 123
College Recruiting and Interns as a Source of Candidates 124
• GLOBAL ISSUES IN HR: The Global Talent Search 124
Referrals and Walk-ins as a Source of Candidates 125
Summary of Current Recruitment Practices 126
Recruiting a More Diverse Workforce 126
Developing and Using Application Forms 128Purpose of Application Forms 128
Equal Opportunity and Application Forms 128
After You Receive the Application 129
Review 131Summary 131 • Key Terms 131 e Discussion Questionsand Exercises 131
Application Exercises 132m HR IN ACTION CASE INCIDENT 1: Finding People Who Are Passionate
About What They Do 132
B HR IN ACTION CASE INCIDENT 2: Carter Cleaning Company:A Tight Labor Market for Cleaners—Applying Your MarketingSkills 133
Experiential Exercise 133
Appendix 136Enrichment Topics in Job Analysis 136
Chapter 5 Selecting Employees 147The Basics of Testing and Selecting Employees 148
Why Careful Selection Is Important 148
Reliability 148
Validity 149
How to Validate a Test 150
• BUSINESS IN ACTION: Building Your Business Law Knowledge inTesting 151
Using Tests at Work 151
How Are Tests Used at Work? 151
• GLOBAL ISSUES IN HR: Testing for Assignments Abroad 156
Computerized and Online Testing 157
Management Assessment Centers 158
Interviewing Candidates 159
Types of Selection Interviews 159
How Useful Are Interviews? 161
How to Avoid Common Interviewing Mistakes 161
• PERSONAL COMPETENCIES: Building Your Cross-Cultural Sensitivity:Skills to Reduce Employee Selection Errors 163
In Summary: Steps in Conducting an Effective Interview 164
S HR IN PRACTICE: Dos and Don'ts of Interview Questions 166
Using Other Selection Techniques 166
Background Investigations and Reference Checks 166
Honesty Testing 169
CONTENTS 11
• HR IN PRACTICE: How to Spot Dishonesty 170
Graphology 171
Medical Exams 171
Drug Screening 171
Realistic Job Previews 172
Complying with Immigration Law 172
Evaluating the Selection Process 173
Improving Productivity Through HRIS: Comprehensive Automated ApplicantTracking and Screening Systems 173
Review 174Summary 174 • Key Terms 174 • Discussion Questionsand Exercises 174 -
Application Exercises 175B HR IN ACTION CASE INCIDENT 1: Ethics and the Out-of-Control
i^ Interview 175
El HR IN ACTION CASE INCIDENT 2: Honesty Testing at Carter CleaningCompany 176
Experiential Exercise 177
Chapter 6 Training arid Developing Employees 183Orienting Employees 184
Training's Purpose and Process 185
Training Today 185
• BUSINESS IN ACTION: Building Your Strategic ManagementKnowledge 185
The Training and Development Process 186
Traditional Training Techniques 188
On-the-Job Training 188
Informal Learning 189
Apprenticeship Training 189
Vestibule Training 189
Behavior Modeling 189
Videoconference Distance Learning 190
Computer and Internet-Based Training 190
DVD-Based Training 190
Simulated Learning 191
Internet-Based Training 191
Improving Productivity Through HRIS: Learning Management Systems 193
The Virtual Classroom 193
Improving Web-Based Learning 193
Mobile Learning 194
Training for Special Purposes 194
• GLOBAL ISSUES IN HR: Exporting Values 195
Managerial Development and Training 196
Trends in Management Development 196
Managerial On-the-Job Training 197
Action Learning 197
The Case Study Method 197
Management Games 197
Outside Seminars 198
University-Related Programs 198
In-House Learning and Development Centers 199
Organizational Development 199
12 CONTENTS
Organizational Change 200
Lewin's Process for Overcoming Resistance 200
• HR IN PRACTICE: A Process for Leading Organizational Change 201
• PERSONAL COMPETENCIES: Building Your Leadership Skills 201
Evaluating the Training and Development Effort 202
Training Effects to Measure 202
Review 205Summary 205 • Key Terms 206 • Discussion Questions andExercises 206
Application Exercises 207B HR IN ACTION CASE INCIDENT 1: Reinventing the Wheel at Apex Door
Company 207
• HR INACTION CASE INCIDENT 2: Carter Cleaning Company: The NewTraining Program 207
Experiential Exercise 208
PART 3 Appraising and Compensating Employees 211
Chapter 7 Performance Management and Appraisal 211Basic Concepts in Performance Management 212
Performance Management 212
Defining the Employee's Goals and Work Efforts 212
• BUSINESS IN ACTION: Improving Your Organizational Behavior/Goal-Setting Knowledge 214
Why Appraise Performance? 215
Who Should Do the Appraising? 215
Appraisal Methods 219
Graphic Rating Scale Method 219
Alternation Ranking Method 219
Paired Comparison Method 219
Forced Distribution Method 219
Critical Incident Method 223
Behaviorally Anchored Rating Scales 223
Appraisal Forms in Practice 223
The Management by Objectives Method 223
Computerized and Web-Based Performance Appraisals 224
Electronic Performance Monitoring 226
• GLOBAL ISSUES IN HR: Appraising Employees Abroad 226
The Appraisal Feedback Interview 226
Preparing for the Appraisal Interview 226
Conducting the Interview 227
m PERSONAL COMPETENCIES: Building Your CommunicationsSkills 227
Appraisal Problems 228
Unclear Standards 228
Halo Effect 228
Central Tendency 229
Leniency or Strictness 229
Bias 229
Legal Issues in Performance Appraisal 229
• HR IN PRACTICE: Making Appraisals More Defensible 230
Performance Management 230
What Is Performance Management? 230
CONTENTS 13
Why Performance Management? 231
Information Technology-Supported Performance Management 232
Improving Productivity Through HRIS: RW's New Performance Management
System 236
Career Management 236
The Employee's Role 237
The Employer's Role in Career Management 238
Gender Issues in Career Development 239
Managing Promotions and Transfers 240
Retirement Counseling 240
Review 241Summary 241 • Key Terms 242 • Discussion Questions andExercises 242
Application Exercises 242m HR IN ACTION CASE INCIDENT 1: Appraising the Secretaries
at Sweetwater U 242
H HR IN ACTION CASE INCIDENT 2: Carter Cleaning Company:The Performance Appraisal 243
Experiential Exercise 244
Chapter 8 Compensating Employees 249What Determines How Much You Pay? 250
Some Important Compensation Laws 250
How Unions Influence Compensation Decisions 252
Compensation Policies 252
Equity and Its Impact on Pay Rates 252
How Employers Establish Pay Rates 253
Step 1: Conduct the Salary Survey 253
Step 2: Determine the Worth of Each Job: Job Evaluation 253
B HR IN PRACTICE: Steps in the Ranking Method of Job Evaluation 254
Step 3: Group Similar Jobs into Pay Grades 255
Step 4: Price Each Pay Grade: Wage Curves 255
Step 5: Develop Rate Ranges 255
Pricing Managerial and Professional Jobs 256
Current Trends in Compensation 257
Competency- and Skill-Based Pay 257
Broadbanding 258
• GLOBAL ISSUES IN HR: Compensating Expatriate Employees 259I Board Oversight of Executive Pay 259
Incentive Plans 259
Piecework Plans 260
Incentives for Managers and Executives 260
Incentives for Salespeople 261
Non-Tangible and Recognition-Based Awards 261
B HR IN PRACTICE: Incentives Supervisors Can Use 262
Online Award Programs 263
Merit Pay as an Incentive 263
E3 PERSONAL COMPETENCIES: Building Your Team-Building
Skills and Team Incentives 263
Profit-sharing Plans 264
Employee Stock Ownership Plans 264
Scanlon/Gainsharing Plans 265
Earnings-at-Risk Pay Plans 265
14 CONTENTS
Improving Productivity Through HRIS: Incentive Management Systems 266
Employee Benefits 266Pay for Time Not Worked 266
Insurance Benefits 268
Hospitalization, Medical, and Disability Insurance 269
U.S. Retirement Benefits 271
Employee Services and Family-Friendly Benefits 273
Flexible Benefits 274
Benefits and Employee Leasing 275
Benefits Web Sites 275
• BUSINESS IN ACTION: Building Your Finance and BudgetingKnowledge 276
Review 276
Summary 276 • Key Terms 277 • Discussion Questionsand Exercises 277
Application Exercises 278
H HR IN ACTION CASE INCIDENT 1 : Inserting the Team Concept
into Compensation—or Not 278
H HR IN ACTION CASE INCIDENT 2 : Carter Cleaning Company:The Incentive Plan 279
Experiential Exercise 279
PART 4 Employee and Labor Relations 285
Chapter 9 Ethics, Employee Rights, and Fair Treatmentat Work 285Ethics, Employee Rights, and Fair Treatment at Work 286
Workplace Unfairness 286
Why Treat Employees Fairly? 287
The Meaning of Ethics 287
Ethics and the Law 288
• BUSINESS IN ACTION: Building Your Employee Rightsand Business Law Knowledge 288
What Shapes Ethical Behavior at Work? 289Individual Factors 289
Organizational Pressures 291
The Boss's Influence 292
Ethics Policies and Codes 292
The Organization's Culture 293
El PERSONAL COMPETENCIES: Building Your Organizational CultureSkills 293
Research Findings: Important Facts About Cultivating Ethical Behaviorat Work 294
HR Management's Role in Ethics and Fair Treatment 295Staffing and Selection 295
Training 296
Improving Productivity Through HRIS: Web-Based Ethics Training 296
Performance Appraisal 296
Reward and Disciplinary Systems 297
Workplace Aggression and Violence 297
Building Two-Way Communication 298
Other Illustrative HR Ethics Activities 298
Employee Discipline and Privacy 298
CONTENTS 15
Three Pillars 299
• HR IN PRACTICE: Fair Discipline Guidelines 300
Employee Privacy 301
Managing Dismissals 303
Grounds for Dismissal 303
Avoiding Wrongful Discharge Suits 304
Personal Supervisory Liability 304
The Termination Interview 305
Layoffs and the Plant Closing Law 306
• GLOBAL ISSUES IN HR: Employment Contracts 307
Adjusting to Downsizings and Mergers 308
Review 308Summary 308 • Key Terms 309 • Discussion Questions andExercises 309
Application Exercises 310
• HR IN ACTION CASE INCIDENT 1: Enron, Ethics, and OrganizationalCulture 310
B HR IN ACTION CASE INCIDENT 2: Carter Cleaning Company:
Guaranteeing Fair Treatment 310
Experiential Exercise 311
Ethics Quiz Answers 311
Chapter 10 Working with Unions and Resolving Disputes 315The Labor Movement 316
Unions Today 316
Why Do Workers Organize? 316
/ What Do Unions Want? What Are Their Aims? 317
TheAFL-CIO 318
Unions and the Law 318
Period of Strong Encouragement: The Norris-LaGuardia Act (1932) and the National
Labor Relations Act (1935) 318
Period of Modified Encouragement Coupled with Regulation: The Taft-HartleyAct (1947) 319
Period of Detailed Regulation of Internal Union Affairs: The Landrum-GriffinAct (1959) 321
• BUSINESS IN ACTION: Building Your Social ResponsibilityKnowledge 321
The Union Drive and Election 322
Step 1: Initial Contact 322
Improving Productivity Through HRIS: Unions Go Online 323
Step 2: Authorization Cards 324
Step 3: The Hearing 324
Step 4: The Campaign 326
a HR IN PRACTICE: The Supervisor's Role in the Unionizing Effort 326
Step 5: The Election 328
Decertification Elections: When Employees Want to Oust Their Union 328
The Collective Bargaining Process 329
What Is Collective Bargaining? 329
What Is Good-Faith Bargaining? 329
The Negotiating Team 330
H PERSONAL COMPETENCIES: Building Your Negotiating
Skills 330
Bargaining Items 331
16 CONTENTS
Bargaining Stages 331
B HR IN PRACTICE: Negotiating Guidelines 332
Impasses, Mediation, and Strikes 332
The Contract Agreement 336
Handling Grievances 336
a HR IN PRACTICE: Guidelines for How to Handle a Grievance 337
Dispute Resolution 337
What's Next for Unions? 338
Why the Union Decline? 338
How Unions Are Changing 339
• GLOBAL ISSUES IN HR: Unions Go Global 340
Review 340Summary 340 <» Key Terms 341 • Discussion Questions andExercises 341
Application Exercises 342B HR IN ACTION CASE INCIDENT 1: Negotiating with the Writers Guild
of America 342
B HR IN ACTION CASE INCIDENT 2: Carter Cleaning Company:The Grievance 343
Experiential Exercise 343
Chapter 11 Improving Occupational Safety, Health, andSecurity 347Employee Safety and Health: An Introduction 348
Why Employee Safety and Health Are Important 348
A Manager's Briefing on Occupational Law 348
What Causes Accidents? 352
Unsafe Working Conditions 352
• HR IN PRACTICE: Checklist of Mechanical or Physical Accident-CausingConditions 352
Unsafe Acts 354
How to Prevent Accidents 355
Reduce Unsafe Conditions 355
Reducing Unsafe Acts 355
Use Screening to Reduce Unsafe Acts 355
Use Posters and Other Propaganda 355
Provide Safety Training 356
Improving Productivity Through HRIS: Internet-Based Safety ImprovementSolutions 356
Use Incentives and Positive Reinforcement 356
• PERSONAL COMPETENCIES: Applying Your Motivational Skills 357
Emphasize Top-Management Commitment 357
• BUSINESS IN ACTION: Building Your General ManagementKnowledge 358
Foster a Culture of Safety 358
Establish a Safety Policy 358
Set Specific Loss Control Goals 359
Conduct Regular Safety and Health Inspections 359
Organize a Safety Committee 359
Protecting Vulnerable Workers 359
• GLOBAL ISSUES IN HR: Crime and Punishment Abroad 362
Employee Health: Problems and Remedies 362
Alcoholism and Substance Abuse 363
CONTENTS 17
The Problems of Job Stress and Burnout 364
Asbestos Exposure at Work 366
Computer Monitor Health Problems and How to Avoid Them 366
Workplace Smoking 367
Dealing with Violence at Work 367
B HR IN PRACTICE: Guidelines for Firing a High-Risk Employee 369
Terrorism 369
Review 370Summary 370 • Key Terms 370 * Discussion Questions andExercises 371
Application Exercises 371B HR IN ACTION CASE INCIDENT 1: The Office Safety and Health
Program 371
m HR IN ACTION CASE INCIDENT 2: Carter Cleaning Company:Motivating Safe Behavior 372
Experiential Exercise 372
PART 5 Special Issues in Human ResourceManagement 377
Chapter 12 Managing Human Resources in EntrepreneurialFirms 377The Small Business Challenge 378
Why Entrepreneurship Is Important 378
How Small Business Human Resource Management Is Different 378
Why HRM Is Important to Small Businesses 379
Using Internet and Government Tools to Support theHR Effort 380
Complying with Employment Laws 380
Employment Planning and Recruiting 382
Employment Selection 383
Employment Training 383
Employment Appraisal and Compensation 384
Employment Safety and Health 386
Leveraging Small Size: Familiarity, Flexibility, Fairness, Informality,
and HRM 386
Flexibility in Benefits and Rewards 387
Simple, Informal Employee Selection Procedures 389
H HR IN PRACTICE: A Simple, Streamlined Interviewing Process 389
Flexibility in Training 390
Fairness and the Family Business 392
• PERSONAL COMPETENCIES: Building Your CommunicationsSkills 393
Using Professional Employer Organizations 393
HowDoPEOsWork? 393
WhyUseaPEO? 394
Caveats 394
Guidelines for Finding and Working with PEOs 395
Managing HR Systems, Procedures, and Paperwork 395
Introduction 395
Basic Components of Manual HR Systems 396
Automating Individual HR Tasks 397
18 CONTENTS
• BUSINESS IN ACTION: Building Your Human ResourceInformation System (HRIS) Knowledge 398
Review 399Summary 399 « Key Terms 400 • Discussion Questions and Exercises 400
Application Exercises 401H HR IN ACTION CASE INCIDENT 1: The New HR System 401
9 HR IN ACTION CASE INCIDENT 2: Carter Cleaning Company:
The New Pay Plan 401
Experiential Exercise 402
Chapter 13 Managing HR Globally 405
HR and the Internationalization of Business 406
The Human Resource Challenges of International Business 406
What Is International Human Resource Management? 406
How Intercountry Differences Affect Human Resource Management 407
• BUSINESS IN ACTION: Building Your International Business LawKnowledge 409
Improving International Assignments Through Selection 410
Why International Assignments Fail 410
• HR IN PRACTICE: Some Practical Solutions to the ExpatriateChallenge 412
International Staffing: Home or Local? 412
H HR IN PRACTICE: Human Resource Management's Actual Role inOff shoring Operations 414
Values and International Staffing Policy 415
Ethics and Codes of Conduct 415
Selecting International Managers 416
Sending Women Managers Abroad 416
Training and Maintaining International Employees 418
Training Employees on International Assignment 418
H PERSONAL COMPETENCIES: Building Your Global ManagementTeam Skills 420
International Compensation 421
Performance Appraisal of International Managers 423
Safety and Fair Treatment Abroad 424
Repatriation: Problems and Solutions 424
How to Implement a Global HR System 425
Improving Productivity Through HRIS: Taking the HRIS Global 426
Review 426Summary 426 • Key Terms 427 • Discussion Questions andExercises 427
Application Exercises 427B HR INACTION CASE INCIDENT 1: "Boss, I Think We Have a
Problem" 427
B HR IN ACTION CASE INCIDENT 2: Carter Cleaning Company: GoingAbroad 428
Experiential Exercise 428
Chapter 14 Measuring and Improving HR Management'sResults 433
Human Resource Management's Changing Role 434
A Brief Review of HR Management's Changing Role 434New Ways to Supply Transactional Services 435What This Means in Practical Terms 436
CONTENTS 19
The Human Resource Manager as an Internal Consultant 436
B HR IN PRACTICE: Building Credibility 437
Conducting the Human Resource Management Audit 438
What Are HR Audits? 438 ^
What Areas Should the HR Audit Cover? 438
Types of Audits 438
Some Questions Prompting HR Audits 439
When to Audit? 440
The HR Audit Process 440
HR Metrics and Benchmarking 442
Types of Metrics 442
Benchmarking in Action 443
Measuring the High-Performance Work System 445
Strategy-Based Metrics 448
The HR Scorecard Process 449
Improving Productivity Through HRIS: Tracking Applicant Metrics 451
Outsourcing Human Resource Management Activities 452
Outsourcing Today 453
To Whom Do Employers Outsource HR Functions? 454
Some Important HR Outsourcing Competencies 456
H HR IN PRACTICE: Outsourcing Checklist 456
• BUSINESS IN ACTION: Building Your Supply Chain Knowledge 457• GLOBAL ISSUES IN HR: Outsourcing the Global Recruitment
Function 458
Review 458Summary 458 • Key Terms 459 • Discussion Questions andExercises 460
Application Exercises 460M HR IN ACTION CASE INCIDENT 1: Marks & Spencer 460
H HR IN ACTION CASE INCIDENT 2: Carter Cleaning Company:
The High-Performance Work System 461
Experiential Exercise 461
Appendix A: Comprehensive Cases 465
Glossary 481
Photo Credits 489
Name Index 491
Subject Index 495
