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Managing Human Resources, 8/e
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Managing Human Resources, 8/e
by Robert L. Cardy, David B. Balkin, Luis R. Gómez-Mejía
Managing Human Resources, Eight Edition
Full-Circle Learning MyLabTM: Learning Full Circle for Marketing, Management, Business Communication, Intro to Business, and MIS
Managing Human Resources
Managing Human Resources
Brief Contents
Contents
Preface
New to Eighth Edition
Manager’s Notebooks
You Manage It! Cases
Chapter-Specific Changes to the Eighth Edition
Instructor Resources
PART I Introduction
CHAPTER 1 Meeting Present and Emerging Strategic Human Resource Challenges
CHALLENGES
Human Resource Management: The Challenges
Environmental Challenges
Rapid Change
The Internet Revolution
Workforce Diversity
Globalization
Legislation
Evolving Work and Family Roles
Skill Shortages and the Rise of the Service Sector
Natural Disasters and Terrorism
Organizational Challenges
Competitive Position: Cost, Quality, or Distinctive Capabilities
Decentralization
Downsizing
Organizational Restructuring
Self-Managed Work Teams
The Growth of Small Businesses
Organizational Culture
Technology
Internal Security
Data Security
Outsourcing
Product Integrity
Individual Challenges
Matching People and Organizations
Ethics and Social Responsibility
Productivity
Empowerment
Brain Drain
Job Insecurity
Planning and Implementing Strategic HR Policies
The Benefits of Strategic HR Planning
Encouragement of Proactive Rather than Reactive Behavior
Explicit Communication of Company Goals
Stimulation of Critical Thinking and Ongoing Examination of Assumptions
Identification of Gaps between Current Situation and Future Vision
Encouragement of Line Managers’ Participation
Identification of HR Constraints and Opportunities
Creation of Common Bonds
The Challenges of Strategic HR Planning
Maintaining a Competitive Advantage
Reinforcing Overall Business Strategy
Avoiding Excessive Concentration on Day-to-Day Problems
Developing HR Strategies Suited to Unique Organizational Features
Coping with the Environment
Securing Management Commitment
Translating the Strategic Plan into Action
Combining Intended and Emergent Strategies
Accommodating Change
Strategic HR Choices
Work Flows
Staffing
Employee Separations
Performance Appraisal
Training and Career Development
Compensation
Employee and Labor Relations
Employee Rights
International Management
Selecting HR Strategies to Increase Firm Performance
Fit with Organizational Strategies
Corporate Strategies
Porter’s Business Unit Strategies
Miles and Snow’s Business Strategies
Fit with the Environment
Fit with Organizational Characteristics
The Production Process for Converting Inputs into Output
The Firm’s Market Posture
The Firm’s Overall Managerial Philosophy
The Firm’s Organizational Structure
The Firm’s Organizational Culture
Fit with Organizational Capabilities
Choosing Consistent and Appropriate HR Tactics to Implement HR Strategies
HR Best Practices
The HR Department and Managers: An Important Partnership
Specialization in Human Resource Management
Summary and Conclusions
Human Resource Management: The Challenges
Planning and Implementing Strategic HR Policies
Selecting HR Strategies to Increase Firm Performance
The HR Department and Managers: An Important Partnership
Key Terms
Discussion Questions
References
PART II The Contexts of Human Resource Management
CHAPTER 2 Managing Work Flows and Conducting Job Analysis
CHALLENGES
Work: The Organizational Perspective
Strategy and Organizational Structure
Designing the Organization
Bureaucratic Organization
Flat Organization
Boundaryless Organization
Work-Flow Analysis
Business Process Reengineering
Work: The Group Perspective
Self-Managed Teams
Other Types of Teams
Work: The Individual Perspective
Motivating Employees
Two-Factor Theory
Work Adjustment Theory
Goal-Setting Theory
Job Characteristics Theory
Designing Jobs and Conducting Job Analysis
Job Design
Work Simplification
Job Enlargement and Job Rotation
Job Enrichment
Team-Based Job Designs
Job Analysis
Who Performs Job Analysis?
Methods of Gathering Job Information
The Uses of Job Analysis
The Techniques of Job Analysis
Task Inventory Analysis
Critical Incident Technique
Position Analysis Questionnaire (PAQ)
Functional Job Analysis
Job Analysis and the Legal Environment
Job Analysis and Organizational Flexibility
Job Descriptions
Elements of a Job Description
Identification Information
Job Summary
Job Duties and Responsibilities
Job Specifications and Minimum Qualifications
Job or Work?
The Flexible Workforce
Contingent Workers
Temporary Employees
Part-Time Employees
Outsourcing/Subcontracting
Outsourcing Advantages
Outsourcing Disadvantages
Offshore Outsourcing
Contract Workers
College Interns
Flexible Work Schedules
Flexible Work Hours
Compressed Workweeks
Telecommuting
The Mobile Workplace
Human Resource Information Systems
HRIS Applications
HRIS Security and Privacy
Summary and Conclusions
Work: The Organizational Perspective
Work: The Group Perspective
Work: The Individual Perspective
Designing Jobs and Conducting Job Analysis
The Flexible Workforce
Human Resource Information Systems
Key Terms
Discussion Questions
CHAPTER 3 Understanding Equal Opportunity and the Legal Environment
CHALLENGES
Why Understanding the Legal Environment Is Important
Doing the Right Thing
Realizing the Limitations of the HR and Legal Departments
Limiting Potential Liability
Challenges to Legal Compliance
A Dynamic Legal Landscape
The Complexity of Laws
Conflicting Strategies for Fair Employment
Unintended Consequences
Equal Employment Opportunity Laws
The Equal Pay Act of 1963
Title VII of the Civil Rights Act of 1964
General Provisions
Discrimination Defined
Defense of Discrimination Charges
Title VII and Pregnancy
Sexual Harassment
The Civil Rights Act of 1991
Executive Order 11246
The Age Discrimination in Employment Act of 1967
The Americans with Disabilities Act of 1990
Individuals with Disabilities
Intellectual Disabilities
Essential Functions
Reasonable Accommodation
The Vocational Rehabilitation Act of 1973
The Vietnam ERA Veterans Readjustment Act of 1974
EEO Enforcement and Compliance
Regulatory Agencies
Equal Employment Opportunity Commission (EEOC)
Office of Federal Contract Compliance Programs (OFCCP)
Affirmative Action Plans
Utilization Analysis
Goals and Timetables
Action Plans
Other Important Laws
Avoiding Pitfalls in EEO
Provide Training
Establish a Complaint Resolution Process
Document Decisions
Be Honest
Ask Only for Information You Need to Know
Summary and Conclusions
Why Understanding the Legal Environment Is Important
Challenges to Legal Compliance
Equal Employment Opportunity Laws
EEO Enforcement and Compliance
Other Important Laws
Avoiding Pitfalls in EEO
Key Terms
Discussion Questions
APPENDIX TO CHAPTER 3 Human Resource Legislation Discussed in This Text
Laws discussed briefly :
CHAPTER 4 Managing Diversity
CHALLENGES
What Is Diversity?
Why Manage Employee Diversity?
Affirmative Action Versus Managing Employee Diversity
Demographic Trends
Lexington Consulting, El Cajon, California (35 employees)
Pursuit of Excellence (11 employees)
A10 Clinical Solutions, Cary, North Carolina (17 employees)
Zempleo, Lafayette, California (41 employees)
Diversity as an Asset
Marketing Concerns
Diversity as Part of Corporate Strategy
Challenges in Managing Employee Diversity
Diversity Versus Inclusiveness
Individual Versus Group Fairness
Resistance to Change
Group Cohesiveness and Interpersonal Conflict
Segmented Communication Networks
Resentment
Retention
Competition for Opportunities
Diversity in Organizations
African Americans
Asian Americans
People with Disabilities
The Foreign Born
Homosexuals
Latinos (Hispanic Americans)
Older Workers
Religious Minorities
Women
Biological Constraints and Social Roles
A Male-Dominated Corporate Culture
Exclusionary Networks
Sexual Harassment
Improving the Management of Diversity
Creating an Inclusive Organizational Culture
Top-Management Commitment to Valuing Diversity
Appraising and Rewarding Managers for Good Diversity Practices
Diversity Training Programs
Support Groups
Accommodation of Family Needs
Day Care
Alternative Work Patterns
Senior Mentoring Programs
Apprenticeships
Communication Standards
Diversity Audits
Management Responsibility and Accountability
Some Warnings
Avoiding the Appearance of “White Male Bashing”
Avoiding the Promotion of Stereotypes
Summary and Conclusions
What Is Diversity?
Challenges in Managing Employee Diversity
Diversity in Organizations
Improving the Management of Diversity
Some Warnings
Key Terms
Discussion Questions
PART III Staffing
CHAPTER 5 Recruiting and Selecting Employees
CHALLENGES
Human Resource Supply and Demand
A Simplified Example of Forecasting Labor Demand and Supply
Forecasting Techniques
The Hiring Process
Challenges in the Hiring Process
Determining Characteristics Important to Performance
Measuring Characteristics That Determine Performance
The Motivation Factor
Who Should Make the Decision?
Meeting the Challenge of Effective Staffing
Recruitment
Sources of Recruiting
Nontraditional Recruiting
External Versus Internal Candidates
Recruiting Protected Classes
Planning the Recruitment Effort
Planning Your Job Search
Selection
Reliability and Validity
Selection Tools as Predictors of Job Performance
Letters of Recommendation
Application Forms
Ability Tests
Personality Tests
Honesty Tests
Interviews
Assessment Centers
Drug Tests
Reference Checks
Background Checks
Handwriting Analysis
Combining Predictors
Selection and Person/Organization Fit
Reactions to Selection Devices
Legal Issues in Staffing
Discrimination Laws
Affirmative Action
Negligent Hiring
Summary and Conclusions
Human Resource Supply and Demand
The Hiring Process
Challenges in the Hiring Process
Meeting the Challenge of Effective Staffing
Recruitment
Selection
Legal Issues in Staffing
Key Terms
Discussion Questions
CHAPTER 6 Managing Employee Separations, Downsizing, and Outplacement
CHALLENGES
What Are Employee Separations?
The Costs of Employee Separations
Recruitment Costs
Selection Costs
Training Costs
Separation Costs
The Benefits of Employee Separations
Reduced Labor Costs
Replacement of Poor Performers
Increased Innovation
The Opportunity for Greater Diversity
Types of Employee Separations
Voluntary Separations
Quits
Retirements
Involuntary Separations
Discharges
Layoffs
Layoffs, Downsizing, and Rightsizing
Managing Early Retirements
The Features of Early Retirement Policies
Avoiding Problems with Early Retirements
Managing Layoffs
Alternatives to Layoffs
Employment Policies
Changes in Job Design
Pay and Benefits Policies
Training
Implementing a Layoff
Notifying Employees
Developing Layoff Criteria
Communicating to Laid-Off Employees
Coordinating Media Relations
Maintaining Security
Reassuring Survivors of the Layoff
Outplacement
The Goals of Outplacement
Outplacement Services
Emotional Support
Job-Search Assistance
Summary and Conclusions
What Are Employee Separations?
Types of Employee Separations
Managing Early Retirements
Managing Layoffs
Outplacement
Key Terms
Discussion Questions
PART IV Employee Development
CHAPTER 7 Appraising and Managing Performance
CHALLENGES
What Is Performance Appraisal?
The Uses of Performance Appraisal
Identifying Performance Dimensions
Measuring Performance
Measurement Tools
Relative and Absolute Judgments
Trait, Behavioral, and Outcome Data
Measurement Tools: Summary and Conclusions
Challenges to Effective Performance Measurement
Rater Errors and Bias
The Influence of Liking
Organizational Politics
Individual or Group Focus
Legal Issues
Managing Performance
The Appraisal Interview
Performance Improvement
Identifying the Causes of Performance Problems
Developing an Action Plan and Empowering Workers to Reach a Solution
Directing Communication at Performance
Summary and Conclusions
What Is Performance Appraisal?
Identifying Performance Dimensions
Measuring Performance
Managing Performance
Key Terms
Discussion Questions
APPENDIX TO Chapter 7The Critical-Incident Technique: A Method for Developing a Behaviorally Based Appraisal Instrument
CIT Steps
CHAPTER 8 Training the Workforce
CHALLENGES
Key Training Issues
Training Versus Development
Challenges in Training
Is Training the Solution?
Are the Goals Clear and Realistic?
Is Training a Good Investment?
Will Training Work?
Managing the Training Process
The Needs Assessment Phase
The Levels of Needs Assessment
Clarifying the Objectives of Training
The Training and Conduct Phase
Location Options
Presentation Options
Slides and Videotapes
Teletraining
Computers
Simulations
Virtual Reality
Classroom Instruction and Role-Plays
Types of Training
Skills Training
Retraining
Cross-Functional Training
Team Training
Creativity Training
Literacy Training
Diversity Training
Crisis Training
Ethics Training
Customer Service Training
The Evaluation Phase
Legal Issues and Training
A Special Case: Orientation and Socialization
Summary and Conclusions
Training Versus Development
Challenges in Training
Managing the Training Process
A Special Case: Orientation and Socialization
Key Terms
Discussion Questions
CHAPTER 9 Developing Careers
CHALLENGES
What Is Career Development?
Challenges in Career Development
Who Will Be Responsible?
How Much Emphasis Is Appropriate?
How Will the Needs of a Diverse Workforce Be Met?
Meeting the Challenges of Effective Development
The Assessment Phase
Self-Assessment
Basic Management Implications for Each Career Anchor
Organizational Assessment
The Direction Phase
Individual Career Counseling
Information Services
The Development Phase
Mentoring
Coaching
Job Rotation
Tuition Assistance Programs
Self-Development
Money
Work
Life
Development Suggestions
Advancement Suggestions
Summary and Conclusions
What Is Career Development?
Challenges in Career Development
Meeting the Challenges of Effective Development
Self-Development
Key Terms
Discussion Questions
PART V Compensation
CHAPTER 10 Managing Compensation
CHALLENGES
What Is Compensation?
Designing a Compensation System
Internal Versus External Equity
The Distributive Justice Model
The Labor Market Model
Balancing Equity
Fixed Versus Variable Pay
Shift to Variable Pay Plans Continues
Race to the Bottom: Mexico Lowers Wages to Snare International Auto Production
Making Wage Concessions at Airlines
Pensions Going Up in Smoke
Medical Doctors Being Squeezed
Documenting Pay Cuts Around the World
Performance Versus Membership
Job Versus Individual Pay
Elitism Versus Egalitarianism
Below-Market Versus Above-Market Compensation
Monetary Versus Nonmonetary Rewards
Open Versus Secret Pay
Centralization Versus Decentralization of Pay Decisions
Summary
Compensation Tools
Job-Based Compensation Plans
Achieving Internal Equity: Job Evaluation
Step 1: Conduct Job Analysis
Step 2: Write Job Descriptions
Step 3: Determine Job Specifications
Step 4: Rate Worth of All Jobs Using a Predetermined System
Step 5: Create a Job Hierarchy
Step 6: Classify Jobs by Grade Levels
Achieving External Equity: Market Surveys
Comp Quest Online ( www.towerswatson.com )
Global Directory of Salary Surveys (http://jobmob.co.il)
Survey Finder (hrcom.salary.com)
Step 1: Identify Benchmark or Key Jobs
Step 2: Establish a Pay Policy
Achieving Individual Equity: Within-Pay-Range Positioning Criteria
Evaluating Job-Based Compensation Plans
Suggestions for Practice
Skill-Based Compensation Plans
Special Compensation Issues in Small Firms
The Legal Environment and Pay System Governance
The Fair Labor Standards Act
Minimum Wages
Overtime
The Equal Pay Act
Comparable Worth
Role of the Office of Federal Contract Compliance Programs (OFCCP)
The Internal Revenue Code
Summary and Conclusions
What Is Compensation?
Designing a Compensation System
Compensation Tools
The Legal Environment and Pay System Governance
Key Terms
Discussion Questions
CHAPTER 11 Rewarding Performance
CHALLENGES
Pay for Performance: The Challenges
The “Do Only What You Get Paid For” Syndrome
Unethical Behaviors
Negative Effects on the Spirit of Cooperation
Lack of Control
Rewarding Hospitals for Quality Care
Gainsharing for Doctors
Doctors Paid to Prescribe Generic Pills
Report Cards for Surgeons
What the Doctor’s Aren’t Disclosing
Use of Orthopedic Devices
Difficulties in Measuring Performance
Psychological Contracts
The Credibility Gap
Job Dissatisfaction and Stress
Potential Reduction of Intrinsic Drives
Meeting the Challenges of Pay-for-Performance Systems
Develop a Complementary Relationship Between Extrinsic and Intrinsic Rewards
Link Pay and Performance Appropriately
Use Pay for Performance as Part of a Broader HRM System
Build Employee Trust
Promote the Belief That Performance Makes a Difference
Use Multiple Layers of Rewards
Increase Employee Involvement
Stress the Importance of Acting Ethically
Use Motivation and Nonfinancial Incentives
Types of Pay-for-Performance Plans
Individual-Based Plans
Advantages of Individual-Based Pay-for-Performance Plans
Disadvantages of Individual-Based Pay-for-Performance Plans
When are Individual-Based Plans Most Likely to Succeed?
Team-Based Plans
Advantages of Team-Based Pay-for-Performance Plans
Disadvantages of Team-Based Pay-for-Performance Plans
Under Which Conditions are Team-Based Plans Most Likely to Succeed?
Plantwide Plans
Advantages of Plantwide Pay-for-Performance Plans
Disadvantages of Plantwide Pay-for-Performance Plans
Conditions Favoring Plantwide Plans
Corporatewide Plans
Advantages of Corporatewide Pay-for-Performance Plans
Disadvantages of Corporatewide Pay-for-Performance Plans
Conditions Favoring Corporatewide Plans
Designing Pay-for-Performance Plans for Executives and Salespeople
Executives
Salary and Short-Term Incentives
Long-Term Incentives
Golden Parachutes
Rewards for Social Responsibility
Perks
Directors and Shareholders as Equity Partners
Salespeople
Rewarding Excellence in Customer Service
Pay-For-Performance Programs in Small Firms
Summary and Conclusions
Pay-for-Performance: The Challenges
Meeting the Challenges of Pay-for-Performance Systems
Types of Pay-for-Performance Plans
Designing Pay-for-Performance Plans for Executives and Salespeople
Designing Pay-for-Performance Plans in Small Firms
Key Terms
Discussion Questions
References
CHAPTER 12 Designing and Administering Benefits
CHALLENGES
An Overview of Benefits
Basic Terminology
The Cost of Benefits in the United States
Federal Tax Policy
Federal Legislation
Union Influence
Cost Savings of Group Plans
Types of Benefits
The Benefits Strategy
The Benefits Mix
Benefits Amount
Flexibility of Benefits
Legally Required Benefits
Social Security
Retirement Income
Disability Income
Medicare
Survivor Benefits
Workers’ Compensation
Unemployment Insurance
Unpaid Leave
Voluntary Benefits
Health Insurance
Traditional Health Insurance
Health Maintenance Organizations (HMOs)
Preferred Provider Organizations (PPOs)
Health Insurance Coverage of Employees’ Partners
Health Savings Accounts
Health Care Cost Containment
Retirement Benefits
ERISA
Defined Benefit Plans
Defined Contribution Plans
401(k) Plan
IRA
SEP
Profit-Sharing Keogh Plan
Hybrid Pension Plans
Insurance Plans
Life Insurance
Long-Term Disability Insurance
Paid Time Off
Sick Leave
Vacations
Severance Pay
Paid Parental Leave
Holidays and Other Paid Time Off
Employee Services
Administering Benefits
Flexible Benefits
Types of Flexible Benefits Plans
Challenges With Flexible Benefits
Benefits Communication
Summary and Conclusions
An Overview of Benefits
The Benefits Strategy
Legally Required Benefits
Voluntary Benefits
Administering Benefits
Key Terms
Discussion Questions
PART VI Governance
CHAPTER 13 Developing Employee Relations
CHALLENGES
The Roles of the Manager and the Employee Relations Specialist
Developing Employee Communications
Types of Information
How Communication Works
Downward and Upward Communication
Encouraging Effective Communications
Information Dissemination Programs
The Employee Handbook
Written Communications: Memos, Financial Statements, Newsletters, and Bulletin Boards
Audiovisual Communications
Electronic Communications
Meetings
Retreats
Informal Communications
Employee Feedback Programs
Employee Attitude Surveys
Appeals Procedures
Employee Assistance Programs
Employee Recognition Programs
Suggestion Systems
Recognition Awards
Summary and Conclusions
The Roles of the Manager and the Employee Relations Specialist
Developing Employee Communications
Encouraging Effective Communications
Employee Recognition Programs
Key Terms
Discussion Questions
CHAPTER 14 Respecting Employee Rights and Managing Discipline
CHALLENGES
Employee Rights
Statutory Rights
Contractual Rights
Other Rights
Right to Ethical Treatment
Limited Right to Privacy
Limited Right to Free Speech
Management Rights
Employment at Will
Legal Limitations to Employment at Will
Public Policy Exceptions
Implied Contracts
Lack of Good Faith and Fair Dealing
Employee Rights Challenges: A Balancing Act
Random Drug Testing
Electronic Monitoring
Whistle-Blowing
Restrictions on Moonlighting
Restrictions on Office Romance
Disciplining Employees
Progressive Discipline
Positive Discipline
Administering and Managing Discipline
The Just Cause Standard of Discipline
The Right to Appeal Discipline
Managing Difficult Employees
Poor Attendance
Poor Performance
Insubordination
Workplace Bullying
Alcohol-Related Misconduct
Illegal Drug Use and Abuse
Preventing the Need for Discipline with Human Resource Management
Recruitment and Selection
Training and Development
Human Resource Planning
Performance Appraisal
Compensation
Summary and Conclusions
Employee Rights
Management Rights
Employee Rights Challenges: A Balancing Act
Disciplining Employees
Administering and Managing Discipline
Managing Difficult Employees
Preventing the Need for Discipline with Human Resource Management
Key Terms
Discussion Questions
CHAPTER 15 Working with Organized Labor
CHALLENGES
Why Do Employees Join Unions?
The Origins of U.S. Labor Unions
The Role of the Manager in Labor Relations
Labor Relations and the Legal Environment
The Wagner Act
The Taft-Hartley Act
The Landrum-Griffin Act
Labor Relations in the United States
Business Unionism
Unions Structured by Type of Job
Focus on Collective Bargaining
Labor Contracts
The Adversarial Nature of Labor–Management Relations and Shrinking Union Membership
The Growth of Unions in the Public Sector
Labor Relations in Other Countries
How Unions Differ Internationally
Labor Relations in Germany
Labor Relations in Japan
Labor Relations Strategy
Union Acceptance Strategy
Union Avoidance Strategy
Union Substitution
Union Suppression
Managing the Labor Relations Process
Union Organizing
Union Solicitation
Preelection Conduct
Certification Election
Collective Bargaining
Bargaining Behavior
Bargaining Power
Distributive Bargaining
Integrative Bargaining
Bargaining Topics
Impasses in Bargaining
Contract Administration
Steps in the Grievance Procedure
Types of Grievances
Benefits of Union Grievance Procedures
The Impact of Unions on Human Resource Management
Staffing
Employee Development
Compensation
Employee Relations
Summary and Conclusions
Why Do Employees Join Unions?
Labor Relations and the Legal Environment
Labor Relations in the United States
Labor Relations in Other Countries
Labor Relations Strategy
Managing the Labor Relations Process
The Impact of Unions on Human Resource Management
Key Terms
Discussion Questions
CHAPTER 16 Managing Workplace Safety and Health
CHALLENGES
Workplace Safety and the Law
Workers’ Compensation
The Benefits of Workers’ Compensation
The Costs of Workers’ Compensation
The Occupational Safety and Health Act (OSHA)
OSHA’s Provisions
The Occupational Safety and Health Administration
The Occupational Safety and Health Review Commission (OSHRC)
The National Institute for Occupational Safety and Health (NIOSH)
State Programs
The Effectiveness of OSHA
Managing Contemporary Safety, Health, and Behavioral Issues
AIDS
OSHA
ADA and the Manager’s Role
Violence in the Workplace
Reducing Assaults and Threats
Reducing Threats from Sabotage
Cumulative Trauma Disorders
Hearing Impairment
Fetal Protection, Hazardous Chemicals, and Genetic Testing
Hazardous Chemicals
Genetic Testing
Safety and Health Programs
Safety Programs
Employee Assistance Programs (EAPs)
Wellness Programs
The Rewards of Good Health Habits
Summary and Conclusions
Workplace Safety and the Law
Managing Contemporary Safety, Health, and Behavioral Issues
Safety and Health Programs
Key Terms
Discussion Questions
CHAPTER 17 International HRM Challenge
CHALLENGES
The Stages of International Involvement
The Rise of Outsourcing
Falling Barriers
Small- and Medium-Size Enterprises Are Also Going Global
The Global Manager
Determining the Mix of Host-Country and Expatriate Employees
The Challenges of Expatriate Assignments
Why International Assignments End in Failure
Career Blockage
Culture Shock
Lack of Predeparture Cross-Cultural Training
Overemphasis on Technical Qualifications
Getting Rid of a Troublesome Employee
Family Problems
Difficulties on Return
Lack of Respect for Acquired Skills
Loss of Status
Poor Planning for Return Position
Reverse Culture Shock
Effectively Managing Expatriate Assignments with HRM Policies and Practices
Selection
Training
Career Development
Compensation
Role of HR Department
Women and International Assignments
Developing HRM Policies in a Global Context
National Culture, Organizational Characteristics, and HRM Practices
EEO in the International Context
Important Caveats
Human Resources Management and Exporting Firms
Ethics and Social Responsibility
Dealing with Political Risks
Summary and Conclusions
The Stages of International Involvement
Determining the Mix of Host-Country and Expatriate Employees
The Challenges of Expatriate Assignments
Enhancing the Effectiveness of Expatriate Assignments
Developing HRM Policies in a Global Context
Human Resource Management and Exporting Firms
Key Terms
Discussion Questions
Appendix
HRM and Business Periodicals
Concise Dictionary of HR Terminology
Company, Name, and Product Index
A
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F
G
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J
K
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M
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Q
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W
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Subject Index
A
B
C
D
E
F
G
H
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