Wiley Pathways Human Resource Management

Wiley Pathways Human Resource Management walks readers through the steps involved in managing the most important component of a company - its employees. The skills-based approach covers everything from designing a new position and the interview process to administering benefits and managing workplace safety so students will be able to apply their knowledge in a professional setting.

Table of Contents:
1 Managing Human Resources Today 1 Introduction 2 1.1 Human Resources and Company Performance 2 1.1.1 The Business of People 2 1.1.2 Standing Out From the Competition 2 1.1.3 Balancing Act 2 Self-Check 3 1.2 Responsibilities of Human Resource Departments 3 1.2.1 A Range of Focus 4 1.2.2 Customizing Human Resources 5 1.2.3 Skills of Human Resource Professionals 5 Self-Check 6 1.3 Ethics in Human Resource Management 6 1.3.1 Government and Corporate Ethics 6 1.3.2 The HR Role 7 Self-Check 8 1.4 Focusing on Strategy 8 1.4.1 A Strategic Skill Set 8 1.4.2 Strategy in HR 9 1.4.3 Putting Strategy to Work 10 Self-Check 11 1.5 Keeping Pace with Technology 11 1.5.1 Facing the Challenges of Technology 12 1.5.2 Playing It Safe with HR Technology 13 1.5.3 Staying Ahead with HR Software 14 1.5.4 Heeding HRIS Hazards 14 1.5.5 Making HRIS Decisions 15 1.5.6 HRIS Research 15 Self-Check 16 Summary 17 Key Terms 17 Applying This Chapter 20 You Try It 21 2 Equal Opportunity and the Legal Environment 22 Introduction 23 2.1 Equal Employment Opportunity Concepts 23 2.1.1 What Is Discrimination? 23 2.1.2 The Equal Employment Opportunity Commission 23 Self-Check 24 2.2 Major Equal Employment Laws 24 Self-Check 29 2.3 Complying with EEOC Regulations 29 2.3.1 Staying Ahead of the Game: The Proactive Approach 29 2.3.2 Use EEOC Resources 30 2.3.3 In the Event of a Complaint 30 2.3.4 EEOC Actions: Corporate Choices 32 Self-Check 32 2.4 Legal Matters: The Big Picture 32 2.4.1 Why Legal Fees Are a Good Investment 33 2.4.2 Disparate Impact 33 Self-Check 34 2.5 Sexual Harassment: Keep Your Workplace Free of It 35 2.5.1 EEOC and Sexual Harassment 35 2.5.2 Implementing an Effective Sexual Harassment Policy 36 2.5.3 Coping with Harassment Complaints 36 Self-Check 37 Summary 38 Key Terms 38 Applying This Chapter 41 You Try It 42 3 Building a Strategic Staffing Plan 43 Introduction 44 3.1 Strategic-Style Staffing 44 3.1.1 Comparing Staffing Approaches 44 3.1.2 Taking a Closer Look at Staffing 44 Self-Check 46 3.2 Assessing Staffing Needs 46 3.2.1 Making It a Team Effort 46 3.2.2 Choosing between Hiring or Repositioning 47 3.2.3 Considering a Mix of Resources 48 3.2.4 Reassessing Goals Annually 48 Self-Check 49 3.3 Conducting a Job Analysis 49 3.3.1 Gathering Job Data 49 3.3.2 Employing Methods of Data Collection 50 3.3.3 Using Competency Modeling 51 Self-Check 53 3.4 Creating Job Descriptions 53 3.4.1 Job Description Formats 54 3.4.2 Creating a Job Description 54 Self-Check 57 3.5 Choosing Job Titles 57 3.5.1 Legal Implications of Job Titles 58 3.5.2 Considering Employee Classification 58 Self-Check 60 Summary 61 Key Terms 61 Applying This Chapter 64 You Try It 65 4 Recruiting and Evaluating Prospective Employees 66 Introduction 67 4.1 Finding New Employees 67 4.1.1 Filling Jobs from Within 67 4.1.2 Looking for Staff outside the Company 68 4.1.3 Outsourcing: The Role of HR 69 Self-Check 70 4.2 Help Wanted: The Recruiting Process 70 4.2.1 Getting Started 71 4.2.2 What Makes a Good Job Ad? 71 4.2.3 Using the Internet 73 4.2.4 Classified Ads 75 4.2.5 Other Recruiting Routes 75 Self-Check 77 4.3 Using Recruiters to Get the Job Done 77 4.3.1 The Recruitment Players 77 4.3.2 Finding the “Right” Recruiter 78 Self-Check 79 4.4 Evaluating Candidates: Applications and Resumes 79 4.4.1 Job Applications: Are They Obsolete? 79 4.4.2 Getting the Most Out of Resumes 82 4.4.3 Setting Up a System for Evaluating Candidates 86 Self-Check 87 4.5 Testing as Part of the Evaluation Process 87 4.5.1 Following the Testing Rules 87 4.5.2 Finding the Right Test 88 4.5.3 Staying Out of Test Trouble 91 Self-Check 92 Summary 92 Key Terms 92 Applying This Chapter 95 You Try It 97 5 Interviewing and Making Selection Decisions 98 Introduction 99 5.1 Interviewing: The Basics 99 5.1.1 Keeping Up with the Times 99 5.1.2 Getting Results 100 5.1.3 Interviewing: What to Avoid 100 Self-Check 101 5.2 Preparing for an Interview 101 5.2.1 Warming Up: The Introduction 102 5.2.2 Mastering the Art of Q&A 103 5.2.3 Q&A: Varying Styles 104 5.2.4 Staying on Course: Nondiscriminatory Questioning 105 5.2.5 Closing on the Right Note 107 Self-Check 108 5.3 Making Selection Decisions 108 5.3.1 Seeking Success 108 5.3.2 Utilizing the “Tools” of the Trade 109 5.3.3 Putting a Selection System to Work 109 5.3.4 Setting up Your Own Protocol 110 5.3.5 Factoring in the Intangibles 111 Self-Check 113 5.4 Checking Out Applicants 114 5.4.1 Checking References 114 5.4.2 Going with Background Checks 115 Self-Check 116 5.5 Making Job Offers 116 5.5.1 Proceeding after the Offer 118 Self-Check 119 Summary 120 Key Terms 120 Applying This Chapter 122 You Try It 123 6 Training Employees 124 Introduction 125 6.1 Determining What Training Can Do For You 125 6.1.1 Evaluating Your Training Situation 125 6.1.2 Assessing Training Needs: Where It All Starts 126 6.1.3 Tying Training Needs to Strategic Goals 126 6.1.4 Deciding Whether to Train or Not to Train 127 Self-Check 127 6.2 Putting the ADDIE Model to Work 128 6.2.1 Analysis 128 6.2.2 Design 128 6.2.3 Development 130 6.2.4 Implementation 130 6.2.5 Evaluation 130 Self-Check 131 6.3 Weighing the Training Options 131 6.3.1 Choosing an Instructional Method 131 6.3.2 Choosing a Delivery Method 133 6.3.3 Mentoring as a Training Tool 134 Self-Check 135 6.4 Applying Training to Common Topics 135 6.4.1 New Hire Orientation 135 6.4.2 Diversity Training 136 6.4.3 Sexual Harassment Training 136 6.4.4 Communication Training 136 6.4.5 Time Management Training 137 Self-Check 138 6.5 Measuring Results: Is Training Working? 138 6.5.1 Initial Employee Reaction 139 6.5.2 Effectiveness of Learning 139 6.5.3 Impact on Performance 139 6.5.4 Cost/Benefit Analysis 140 Self-Check 141 Summary 141 Key Terms 142 Applying This Chapter 144 You Try It 145 7 Assessing and Appraising Performance 146 Introduction 147 7.1 Putting Performance Appraisals to Work 147 7.1.1 Facing the Challenge 147 7.1.2 Understanding the Legal Aspects of Appraisals 148 Self-Check 149 7.2 Launching an Appraisal Program 149 7.2.1 Enlist the Support of Senior Management 149 7.2.2 Choose Performance Measures with Care 150 7.2.3 Develop a Tracking Approach 150 7.2.4 Devise an Evaluation Method 150 7.2.5 Thinking about Timing 151 7.2.6 Develop a Communication Game Plan 151 Self-Check 152 7.3 Deciding on a Performance Appraisal System 152 7.3.1 Management by Objectives (MBO) 153 7.3.2 Critical Incidents Reporting 153 7.3.3 Job Rating Checklist 154 7.3.4 Behaviorally Anchored Ratings Scale (BARS) 155 7.3.5 Forced Choice 155 7.3.6 Ranking Methods 157 7.3.7 Multi-Rater Assessments 157 Self-Check 158 7.4 Getting the Most Out of an Appraisal Meeting 158 7.4.1 Preparing for the Meeting 158 7.4.2 Conducting the Session 159 7.4.3 Giving Constructive Feedback 160 7.4.4 Preparing for a Negative Reaction 160 7.4.5 Choosing Areas for Further Development 161 7.4.6 Concluding the Meeting 161 Self-Check 162 7.5 Following Up After an Appraisal 162 7.5.1 Take a Look at Yourself 163 7.5.2 Evaluating Your Appraisal System 163 Self-Check 164 Summary 164 Key Terms 165 Applying This Chapter 168 You Try It 169 8 Compensation Strategies and Practices 170 Introduction 171 8.1 Building a Compensation Foundation 171 8.1.1 Taking on the HR Role 171 8.1.2 Forming a Compensation Philosophy 171 8.1.3 Focusing on Strategy 172 8.1.4 Managing External Factors 173 Self-Check 175 8.2 Looking at Compensation Legal Issues 176 8.2.1 Fair Labor Standards Act 177 8.2.2 Classifying Exempt and Nonexempt Workers 179 8.2.3 Communicating Your Policies 179 Self-Check 181 8.3 Types of Compensation 181 8.3.1 Total Rewards 181 Self-Check 184 8.4 Administering a Compensation Plan 184 8.4.1 Setting Pay Scale 185 8.4.2 Accounting for Individuals 187 Self-Check 188 8.5 Using Raises, Bonuses, and Incentives 188 8.5.1 Designing a Plan 189 8.5.2 Choosing a Reward Approach 190 8.5.3 Incentives 191 8.5.4 Avoiding Plan Pitfalls 193 Self-Check 193 Summary 194 Key Terms 194 Applying This Chapter 198 You Try It 200 9 Designing and Administering Benefits 201 Introduction 202 9.1 Identifying the Role of Employee Benefits 202 9.1.1 Knowing the Types of Benefits 203 9.1.2 Following Key Trends in Benefits Management 203 9.1.3 Getting a Grip on Administration 206 Self-Check 207 9.2 Administering Benefits Required by Law 207 9.2.1 Social Security and Medicare 207 9.2.2 Unemployment Insurance 208 9.2.3 Family Medical Leave Act 208 9.2.4 Workers’ Compensation 210 9.2.5 Health Benefit Continuation 210 Self-Check 211 9.3 Administering Health and Welfare Benefits 211 9.3.1 Taking on Healthcare Plans 211 9.3.2 Examining Employee Welfare Benefits 214 Self-Check 216 9.4 Administering Other Benefits 216 9.4.1 Planning for Retirement 216 9.4.2 Providing Family Assistance 218 9.4.3 Managing Time Off 219 9.4.4 Setting up an Employee Assistance Program 222 Self-Check 223 Summary 223 Key Terms 224 Applying This Chapter 227 You Try It 228 10 Developing Employee Relations 229 Introduction 230 10.1 Building Employee Relations into a Strategic Plan 230 10.1.1 Building a Communication Plan 231 Self-Check 232 10.2 Creating a People-Oriented Workplace 233 10.2.1 Promoting Job Satisfaction 233 10.2.2 Treating Employees as Assets 233 10.2.3 Committing to Job Security 233 10.2.4 Providing People-Friendly Facilities 234 10.2.5 Being Sensitive to Work-Life Balance Issues 235 10.2.6 Offering Employee Autonomy 235 Self-Check 236 10.3 Adopting Alternate Work Arrangements 236 10.3.1 Options for Alternate Work Arrangements 237 10.3.2 Making Alternate Arrangements Work 238 10.3.3 Telecommuting Takes Hold 239 Self-Check 240 10.4 Encouraging Performance 241 10.4.1 Making the Case for Employee Empowerment 241 10.4.2 Putting Team Power to Work 242 10.4.3 Developing Employee Recognition Programs 244 Self-Check 247 10.5 Utilizing Employee Feedback 247 10.5.1 Surveys: Keeping Tabs on Company Morale 247 10.5.2 Open Door Policies 248 10.5.3 Management by Walking Around (MBWA) 249 10.5.4 Employee Involvement Committees 249 10.5.5 Brown-Bag Lunches 249 10.5.6 Suggestion Programs 250 10.5.7 Exit Interviews 250 Self-Check 251 Summary 251 Key Terms 252 Applying This Chapter 255 You Try It 257 11 Managing Discipline and Employee Rights 258 Introduction 259 11.1 Playing by the Rules 259 11.1.1 Getting the Meaning of At-Will Employment 259 11.1.2 Staying Out of Court 261 11.1.3 Respecting Employee Rights 261 Self-Check 262 11.2 Taking Disciplinary Action 262 11.2.1 Developing Disciplinary Procedures 263 11.2.2 Meeting Plan Criteria 264 11.2.3 Workplace Behavior Issues 265 11.2.4 Conducting Workplace Investigations 266 11.2.5 Grounds for Dismissal 267 Self-Check 268 11.3 Settling Grievances and Disputes 268 11.3.1 Settling Disputes 269 Self-Check 271 11.4 Contending with Terminations 271 11.4.1 Pre-Termination Preparation 272 11.4.2 Holding the Termination Meeting 274 11.4.3 Following Post-Termination Protocol 274 Self-Check 275 11.5 Coping with Layoffs 275 11.5.1 Viewing Layoffs as a Last Resort 276 11.5.2 Knowing the Law 276 11.5.3 Easing the Burden 277 11.5.4 Finding Alternatives to Layoffs 277 Self-Check 279 Summary 279 Key Terms 279 Applying This Chapter 282 You Try It 284 12 Managing Workplace Health and Safety 285 Introduction 286 12.1 Understanding the Occupational Safety and Health Act 286 12.1.1 Setting Safety Standards: OSHA 286 12.1.2 OSHA Enforcement 288 Self-Check 292 12.2 Identifying Occupational Hazards 292 12.2.1 Recognizing Environmental Health Hazards 293 12.2.2 Understanding Safety Standards 295 Self-Check 296 12.3 Overseeing Health and Safety Programs 297 12.3.1 Employer Responsibilities and Rights 297 12.3.2 Administering a Health and Safety Plan 299 Self-Check 305 Summary 305 Key Terms 305 Applying This Chapter 308 You Try It 309 13 Working with Organized Labor 310 Introduction 311 13.1 The Role of Unions in Employee Relations 311 13.1.1 Following the History of Unions 312 13.1.2 Recognizing Employee Union Rights 313 Self-Check 314 13.2 Knowing the Labor Laws 314 Self-Check 316 13.3 Keeping Up with Union Organization 316 13.3.1 What Can an Employer Do? 316 13.3.2 Union Organizing Process 317 13.3.3 Making Union Changes 320 Self-Check 320 13.4 Recognizing Unfair Labor Practices 320 13.4.1 Employer Unfair Labor Practices 320 13.4.2 Union Unfair Labor Practices 321 13.4.3 Consequences of Unfair Labor Practices 322 13.4.4 Filing an Unfair Labor Practice Charge 323 Self-Check 324 13.5 Collective Bargaining 324 13.5.1 Collective Bargaining Strategies 324 13.5.2 Collective Bargaining Agreement (CBA) 325 13.5.3 Resolving Grievances 326 Self-Check 327 13.6 Identifying Union Actions 327 Self-Check 329 Summary 329 Key Terms 330 Applying This Chapter 335 You Try It 336 Appendix A: Professional HR Certifications 337 Appendix B: Interviewing Candidates 341 Appendix C: Substance Abuse and Drug Testing 345 Appendix D: Useful HR Resources 349 Glossary 353 Index 367

About the Author :
Harold "Max" Messmer Jr. is Chairman and CEO of Robert Half International, the world's largest specialized staffing firm, and one of the foremost experts on human resources and employment issues.