Managing human resources in the 21st century from core concepts to strategic choice
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2000
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| 100 | 1 | |a Kossek, Ellen Ernst |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Managing human resources in the 21st century |b from core concepts to strategic choice |c Ellen Ernst Kossek ; Richard N. Block |
| 264 | 1 | |a Cincinnati, Ohio [u.a.] |b South-Western College Publ |c 2000 | |
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| adam_text | Contents
Overview and Preface xvii
Origins of This Book xvii ¦ Features of This Book xviii ¦ Overview of Modules
and Contributors xxi ¦ About the Editors xxx ¦ Acknowledgments xxxi
Dedication xxxi
Bffili OVERARCHING EMPLOYER PRINCIPLES
¦¦¦ ¦— FOR MANAGING HUMAN RESOURCES
¦I New Employment Relations: Challenges and
Basic Assumptions 1.1
Ellen Ernst Kossek ¦ Richard N. Block
Module Overview 1.4
Pressure on Human Resources to Demonstrate Value Added 1.4 ¦ Variation in
Employment Strategies 1.5
Objectives 1.6
A Framework for Understanding Human Resource Management
Decision Making and Capabilities: Strategic Roles and Choices 1.6
HR Roles: The Four Ts 1.8 ¦ Roles Delivered by Many Sources and
Reflected in All Policy Domains 1.9 ¦ Managerial Discretion in HR Decision
Making 1.10 ¦ Using the Framework as a Managerial Diagnostic Tool 1.11
Core Concepts in New Employment Relations 1.13
Historical Roots of Organizational Approaches to Managing Employment
Relationship 1.14 ¦ Current Variation in Employment Relations 1.16
Workforce Commitment Employment Model 1.17 ¦ Labor Transactional
Employment Model 1.20 ¦ Mixed Approach: Core-Noncore Workforce
Model 1.22 ¦ Summary of Contrasting Approaches to Employment 1.23
Strategic Issues in New Employment Relations 1.24
Determining a Finn s Place on the Transactional Continuum 1.24
Alignment Between Business and Human Resource Strategy 1.25
Application 1.25
Chainsaw Al Dunlap at Scott Paper 1.25 ¦ High Commitment at
Starbucks Coffee 1.26
In Conclusion 1.27
Debrief 1.27 ¦ Suggested Readings 1.27 ¦ Relevant Web Sites 1.28
Critical Thinking Questions 1.28 ¦ Expanded Exercise 1.28 ¦ Exercise 1.30
References 1.31
Index 1.34
Kfl Human Resource Strategy: From Transactions to
Transformation 2.1
Ellen Ernst Kossek
Module Overview 2.4
Objectives 2.5
Relation to the Frame 2.5
Copyright © 2000 by South-Western College Publishing. All Rights Reserved.
Core Concepts in Human Resource New Employment Relations 2.7
Organizational Strategy 2.7 ¦ Human Resource Strategy 2.15 ¦ Allocated
Resources and Develop Processes and Systems to Support HR Delivery 2.27
Organizational Adaptation and Performance Outcomes 2.27 ¦ Alternative
Strategic HR Perspectives 2.28
Strategic Issues in Creating Competitive Advantage
through People 2.31
Application 2.31
Daehan Corporation 2.31 ¦ Company Background 2.37 ¦ The Staff Meeting 2.40
In Conclusion 2.42
Debrief 2.42 ¦ Suggested Readings 2.42 ¦ Relevant Web Sites 2.42
Critical Thinking Questions 2.43 ¦ Exercises: Strategic HRM Vignettes 2.43
References 2.48 ¦ Index 2.52
BCj| Leadership by Human Resources: Organizational Roles
and Choices 3.1
Ellen Ernst Kossek ¦ Karen S. Market
Module Overview 3.5
Introduction 3.6
Objectives 3.7
Relation to the Frame 3.8
Core Concepts in HR Leadership Roles and Choices 3.9
What Is HRM? Responsibilities and Objectives 3.10
Human Resource Roles: The Four Ts 3.18
The Transaction Role 3.18 ¦ The Translation Role 3.19 ¦ The Transition
Role 3.20 ¦ The Transformation Role 3.21 ¦ Roles Occur in All HR Policy
Domains 3.21
Management Decision-Making Constraints and Choices 3.22
Unilateral 3.22 ¦ Negotiated 3.23 ¦ Imposed 3.23
Delivery of Human Resource Roles 3.24
Basic Organizational Criteria for Effective Role Delivery 3.24 ¦ Integrated Line-
Staff Role Delivery 3.26 ¦ Reengineering the Mix and Structure of HR 3.26
Centralizing HR Role Delivery: Shared Services 3.28 ¦ Outsourcing 3.28
Human Resource Effectiveness: Contrasting Approaches 3.28
People Poll: How Do You Measure HR s Impact on the Bottom Line? 3.28
Stakeholder/Multiple Constituency 3.29 ¦ Business Consulting 3.29 ¦ Utility
Approaches: Assessing Quantitative Value Added 3.30
Strategic Issues in Human Resource Leadership Roles
and Choices 3.30
Strategic Challenges Across HR Policy Clusters 3.30 ¦ HR Roles: Strategic
Issues 3.31 ¦ HR Outsourcing and Role Delivery 3.31
Application: AT T Case 3.32
Case Study Exercises 3.33
In Conclusion 3.34
Debrief 3.34 ¦ Required Readings 3.34 ¦ Relevant Web Sites 3.34
Critical Thinking Questions 3.35 ¦ Exercises 3.35 ¦ References 3.40
Index 3.44
Copyright © 2000 by South-Western College Publishing. All Rights Reserved.
mH Managing Change: Scenario Planning and Other Tools 4.1
Steve 5. Fitzgerald
Module Overview 4.4
Relation to the Frame 4.4
Core Concepts in Managing Change 4.5
The Pace and Impact of Rapid Change 4.6 ¦ Building the Change-Ready
Culture 4.8 ¦ HR s Emerging Role in the Formulation and Execution of
Strategy 4.12 ¦ Scenario Planning 4.17
In Conclusion 4.26
Debrief 4.26 ¦ Suggested Readings 4.26 ¦ Relevant Web Sites and Other
Resources 4.27 ¦ Critical Thinking Questions 4.27 ¦ Student Class
Assignment 4.28 ¦ Consumer Lifestyle Worksheet 4.29 ¦ References 4.31
Appendix 4.32
Developing Scenarios for HR 432 m How the Scenarios Were Created 4.32
The Just Do It World in 2020 4.34
Index 4.39
m Mergers and Human Resources 5.1
Susan K. Graaff m William N. Case
Module Overview 5.4
Objectives 5.4
Relation to the Frame 5.4
Core Concepts in Mergers and Acquisitions 5.5
Key Distinctions between Mergers and Acquisitions 5.5 ¦ Mergers and
Acquisitions: A Brief History 5.6 ¦ Relevant Legislation 5.7 ¦ General
Categories of Mergers and Acquisitions 5.7 ¦ Characteristics of Merger and
Acquisition Types 5.8 ¦ After the Financial and Legal Hurdles: The Integration of
Multiple Organizations 5.9 ¦ The Role of the Human Resource Professional 5.10
Critical Tasks in Integrating Organizations 5.11
Strategic Issues in Mergers and Acquisitions 5.12
The Process of Integration 5.12 ¦ Predictable Dynamics of Mergers and
Acquisitions 5.12
Application 5.13
Failure Case Study: Great Southern Railroad 5.14 ¦ Task Force Integration
Examples 5.15 ¦ Success Case Study: Star-Excel Building Corporation 5.17
In Conclusion 5.18
Debrief 5.18 ¦ Suggested Readings 5.19 ¦ Critical Thinking Questions 5.19
Exercises 5.19
Appendix 5.20
Task Force Integration Application Case Forms 5.20
Index 5.24
Copyright © 2000 by South-Western College Publishing. All Rights Reserved.
W»M Collective Bargaining, Industrial Relations, and Human
Resource Systems: Managing in Environments 6.1
Richard N. Block
Module Overview 6.4
Objectives 6.4
Relation to the Frame 6.4
Core Concepts in Collective Bargaining 6.5
Workplace Rules 6.5 ¦ Collective Bargaining 6.6 ¦ Labor Unions 6.7
Multiple Perspectives on the Employment Relationship 6.9
Strategic Issues in Collective Bargaining 6.9
Institutionalized Adversarialism Through the 1970s 6.9 ¦ Collective Bargaining
Since the 1970s 6.11
Firm Choices in Labor Relations 6.12
Deunionization 6.12 ¦ Cooperation 6.13 ¦ Traditional Adversarialism 6.14
Application 1 6.14
Deunionization Strategy in Labor Relations: The Case of Phelps Dodge and the
United Steelworkers of America 6.14 ¦ Other Examples of Conflict 6.15
Deunionization in the Rubber Tire Industry 6.16
Application 2 6.16
Traditional Adversarialism in Labor Relations: The Case of United Parcel Service
and the International Brotherhood of Teamsters 6.16
Application 3 6.18
Cooperation in Collective Bargaining: Ford and the UAW 6.18
In Conclusion 6.19
Debrief 6.19 ¦ Suggested Readings 6.19 ¦ Critical Thinking Questions 6.19
Exercise 6.20 ¦ Reference 6.20
Index 6.22
Q[ Human Resource Information Systems 7.1
Brian T. Pentland
Module Overview 7.4
Objectives 7.4
Relation to the Frame 7.4
Core Concepts in Human Resource Information Systems 7.5
Kinds of Systems in the HR Function 7.6 ¦ Storing and Retrieving Information:
Relational Database Technology 7.10 ¦ Distributing Information: Network
Technology 7.14 ¦ Implementing and Maintaining Systems: The Software Life
Cycle 7.16 ¦ Requirements 7.16
Strategic Issues in Human Resource Information Systems 7.18
Organizational Design and System Design 7.19
Application: Web-Based Recruiting 7.19
In Conclusion 7.23
Debrief 7.23 ¦ Suggested Readings 7.23 ¦ Relevant Web Sites 7.24
Critical Thinking Questions 7.24 ¦ Exercises 7.24 ¦ Endnote 7.25
Index 7.26
Copyright © 2000 by South-Western College Publishing. All Rights Reserved.
IJiWM BUILDING THE HUMAN RESOURCE BASE:
mmmmm^ RECRUITMENT AND SELECTION STRATEGIES
AND LEGAL CONCERNS IN CONSTRUCTING THE
WORKFORCE
El EEO in the Workplace: Employment Law Challenges 8.1
Ben Wolkinson
Module Overview 8.4
Objectives 8.4
Relation to the Frame 8.4
Core Concepts in Equal Employment Opportunity 8.5
Who Is Covered Under Title VII 8.5 ¦ Prohibited Acts of Discrimination 8.6
Administration and Enforcement of Title VII 8.6 ¦ Remedies 8.7 ¦ Evidence and
Proof in Equal Employment Opportunity Cases 8.8 ¦ Affirmative Action 8.13
Religious Discrimination 8.13 ¦ Sex Discrimination 8.15 ¦ Sexual
Harassment 8.16 ¦ National Origin Discrimination 8.18
Application 8.19
In Conclusion 8.20
Debrief 8.20 ¦ Suggested Readings 8.20 ¦ Critical Thinking Questions 8.20
Exercises 8.21 ¦ References 8.21
Index 8.24
El Managing Diversity: Human Resource Issues 9.1
Stella M. Nkomo m Ellen Ernst Kossek
Module Overview 9.4
Relation to the Frame 9.4
External Environmental Forces Contributing to a Diverse Workplace 9.5
Why Employers Seek to Manage Diversity 9.7
Core Concepts in Managing Diversity 9.7
Primary and Secondary Dimensions of Diversity 9.7 ¦ Identity 9.8
How Managing Diversity Differs from AA/EEO 9.9 ¦ Multiculturalism 9.10
Managing Diversity Paradigms 9.10 ¦ Diversity Processes 9.12
Strategic Issues in Managing Diversity 9.13
Application 9.14
In Conclusion 9.15
Debrief 9.15 ¦ Suggested Readings 9.15 ¦ Relevant Web Sites 9.16 ¦ Critical
Thinking Questions 9.16 ¦ Exercises 9.16 ¦ References 9.19
Index 9.21
Copyright © 2000 by South-Western College Publishing. All Rights Reserved.
Efiji Administering the Family Medical Leave Act 10.1
Tina M. Riley
Module Overview 10.4
Objectives 10.4
Relation to the Frame 10.4
Core Concepts in Administering the Family and Medical Leave Act 10.5
Enforcement 10.5 ¦ Covered Employers 10.5 ¦ Joint Employment 10.6
Eligible Employees 10.6 ¦ Continuation of Benefits 10.6 ¦ Job Restoration 10.6
Leave Entitlement 10.7 ¦ Determining the Amount of Leave Used 10.7
Limitations and Exceptions 10.7 ¦ Serious Health Condition 10.7 ¦ Intermittent
or Reduced Schedule Leave 10.8 ¦ Obligations and Policy Issues 10.8
Denning the 12-Month Period 10.10 ¦ Substitution of Paid Leave 10.12
Coordination with Other Statutes 10.12
Strategic Issues in Administering the Family and
Medical Leave Act 10.12
Application 10.13
In Conclusion 10.14
Debrief 10.14 ¦ Suggested Readings 10.14 ¦ Critical Thinking Questions 10.14
Exercises 10.14 ¦ References 10.15
Index 10.16
ill Support of Work/Life Integration: Cultural Issues Facing
the Employer 11.1
Ellen Ernst Kossek
Module Overview 11.4
Objectives 11.5
Relation to the Frame 11.6
Core Concepts in Managing Cultural Support of
Work/Life Policies 11.7
Traditional U.S. Business Cultural Assumptions Regarding the Integration of Work
and the Family 11.7 ¦ Common U.S. Cultural Assumptions Regarding Work
and Family 11.8 ¦ Stages in the Organizational Development of Work/Life
Programs 11.9 ¦ Cultural Assumptions Regarding Work and Family Integration
Outside of the United States 11.10 ¦ Alternative Organizational Approaches for
Managing Employer Involvement in Employees Personal Lives: Competing
Values 11.10 ¦ Importance of Encouraging Employee Self-Reflection on
Work/Life Integration Preferences 11.14
Strategic Issues in Managing Cultural Support of
Work/Life Policies 11.15
Work/Life Responsiveness Is a Critical Management Challenge 11.15
Employer-Concern for Personal Needs On and Off the Job: A Strategic Investment
in Human and Social Capital and High-Performance Work Systems? 11.15
Application 11.16
In Conclusion 11.17
Debrief 11.17 ¦ Suggested Readings 11.17 ¦ Critical Thinking Questions 11.18
Exercises 11.18 ¦ References 11.19
Index 11.21
Copyright © 2000 by South-Western College Publishing. All Rights Reserved.
E£J Workforce Planning for Flexibility: Staffing with Temporary
Employees 12.1
Karen Roberts ¦ Sandra E. Gleason
Module Overview 12.4
Objectives 12.4
Relation to the Frame 12.4
Core Concepts in Worforce Planning 12.5
What Is Contingent Work? Types of Alternative Employment Arrangements 12.5
Who Are Contingent Workers? Characteristics of the Workforce in Alternative
Employment Arrangements 12.6 ¦ How to Use Alternative Work Arrangements to
Advance Organizational Strategic Goals 12.10
Strategic Issues in Workforce Planning 12.11
Contingent Workers as Strategic Response 12.12
Application 12.13
Step 1: Calculate the Costs of Using Core (Core Cost) and Temporary
(Contingent) Workers (Temp Cost) 12.16 ¦ Step 2: Calculate Per-Unit-of-Time
Productivity for Core Workers (Core Productivity) 12.16 ¦ Step 3: Calculate the
Productivity Needed from Contingent Workers 12.17 ¦ Step 4: Calculate the Cost
of Training Contingent Workers 12.19 ¦ Step 5: Calculate How Long It Will Take
to Recover Training Costs 12.19
In Conclusion 12.20
Debrief 12.20 a Suggested Readings 12.21 ¦ Relevant Web Sites 12.21
Critical Thinking Questions 12.22
Index 12.23
ElCfl Recruitment and Selections: Hiring for the Job or
the Organization? 13.1
Mark L. Lengnick-Hall
Module Overview 13.4
Objectives 13.4
Relation to the Frame 13.4
Core Concepts in Recruitment and Selection 13.5
Staffing Matches Individual and Organizational Needs 13.5 ¦ Recruitment and
Selection Are Processes 13.7 ¦ Organization and Job Analyses Are Prerequisites
to the Recruitment and Selection Process 13.9 ¦ Hiring for the Job Requires
Person-Job Fit 13.12 ¦ Hiring for the Organization Requires Person-Organization
Fit 13.13 ¦ Recruiting Involves Identifying and Attracting Applicants 13.17
Selecting Involves Assessing and Evaluating Applicants 13.20 ¦ The Legal
Environment Constrains Recruitment and Selection 13.24
Strategic Issues in Recruitment and Selection 13.25
The Strategic Impact of Human Resources 13.25 ¦ Traditional Approaches 13.25
Staffing as Strategy Implementation 13.25 ¦ Staffing as Strategy Formation 13.26
Melding the Three Strategic Approaches 13.27 ¦ Make vs. Buy Human
Resources 13.27 ¦ Summary 13.29
Copyright © 2000 by South-Western College Publishing. All Rights Reserved.
Application 13.29
Preparing for Class Discussion 13.29
In Conclusion 13.30
Debrief 13.30 ¦ Suggested Readings 13.31 ¦ Critical Thinking Questions 13.31
Exercises 13.32 ¦ References 13.33
jjjEI Selecting Employees Today: What Managers Need
to Know 14.1
Sandra L. Fisher ¦ Michael E. Wasserman
Module Overview 14.4
Objectives 14.4
Relation to the Frame 14.4
Core Concepts in Selection Systems 14.5
Traditional Core Concepts 14.6 ¦ Emerging Core Concepts 14.12
Strategic Issues in Selection Systems 14.15
Selection for Competitive Advantage: Developing Organizational
Capabilities 14.15
Application 14.16
Selecting for Information Technology Jobs 14.16 ¦ Developing Internal
Selection Systems 14.17 ¦ Adaptability in the Army 14.17
In Conclusion 14.18
Debrief 14.18 ¦ Suggested Readings 14.18 ¦ Critical Thinking Questions 14.21
Exercises 14.21
Index 14.23
IJiUU SOCIALIZNG, MOTIVATING, AND DEVELOPING
—¦— EMPLOYEES TO COMPETE
Ki»H Moving from Performance Appraisal to Performance
Management 15.1
Theodore H. Curry II
Module Overview 15.4
Objectives 15.4
Relation to the Frame 15.4
Core Concepts in Moving from Performance Appraisal
to Performance Management 15.5
Performance Appraisal and Performance Management Defined 15.5 ¦ Principal
Goals of Performance Management 15.5 ¦ Legal Issues in Performance
Management 15.7 ¦ The Performance Management Cycle 15.8
New Developments in Employee Performance Management 15.14
Strategic Issues in Moving from Performance Appraisal to
Performance Management 15.16
Involvement of Users in Development 15.16 ¦ Alternative Implementation
Models 15.17
Copyright © 2000 by South-Western College Publishing. All Rights Reserved.
In Conclusion 15.19
Debrief 15.19 ¦ Suggested Readings 15.19 ¦ Critical Thinking Questions 15.19
Exercises 15.20 ¦ References 15.20
Index 15.21
gQj Compensation Fundamentals and Linkage to Organizational
Performance 16.1
Michael L Moore
Module Overview 16.4
Objectives 16.4
Relation to the Frame 16.4
Models of Best Practices in Pay System Design 16.6
Core Concepts in Compensating Employees 16.8
Types of Pay 16.8 ¦ Direct Pay Components: Basic Elements of the Work-Reward
Exchange 16.8 ¦ Indirect Pay Elements 16.9
Strategic Issues of Job-Based Pay Compared to Skill/
Competency-Based Pay 16.10
Internal Equity Tools 16.11 ¦ Job Evaluation Methods for Internal Equity 16.12
Person-Based Pay Methods for Internal Equity 16.16 ¦ External Equity
Issues 16.16 ¦ Individual Equity 16.18 ¦ Disadvantages of Each System 16.19
Balance of Pay Elements Over the Organization s Life Cycle 16.19
Tangibles and Intangibles 16.20
In Conclusion 16.20
Debrief 16.20 ¦ Suggested Readings 16.20 ¦ Relevant Web Sites 16.20
Critical Thinking Questions 16.21 ¦ Exercises 16.21 ¦ Application
Exercises 16.21 ¦ References 16.21
Index 16.23
m| Pay and Incentive Systems: Transitional, Transformational,
and Nontraditional 17.1
Edilberto F. Montemayor
Module Overview 17.4
Objectives 17.4
Relation to the Frame 17.4
Core Concepts Behind the Use of Group Incentives 17.5
The Nature of Group Incentives 17.5 ¦ A Taxonomy for Group Incentive
Plans 17.7
Strategic Issues in Deploying Group Incentives 17.9
Need for Alignment with Business Strategy 17.10 ¦ Group Incentives as an
Organizational Change/Development Intervention 17.10
In Conclusion 17.21
Debrief 17.21 ¦ Suggested Readings 17.21 ¦ Critical Thinking Questions 17.21
Exercises 17.22 ¦ References 17.22
Index 17.24
Copyright © 2000 by South-Western College Publishing. All Rights Reserved.
JIH Benefits: Current Challenges in Providing Cost-Effective
Employee Supports 18.1
MaryAnne M. Hyland
Module Overview 18.4
Relation to the Frame 18.4
Core Concepts in Employee Benefits 18.5
Benefit Basics 18.5 ¦ The Regulatory Environment 18.7 ¦ Social Insurance
Programs 18.9 ¦ Retirement Benefits 18.11 ¦ Health and Welfare Benefits 18.13
Work/Life and Miscellaneous Benefits 18.17 ¦ Design 18.18 ¦ Funding 18.19
Administration 18.20
Strategic Issues in Employee Benefits 18.21
Application 18.22
In Conclusion 18.22
Debrief 18.22 ¦ Suggested Readings 18.23 ¦ Critical Thinking Questions 18.23
Exercise 18.23 ¦ References 18.23 ¦ Endnotes 18.24
Index 18.25
m| Training and Employee Development 19.1
Laura L Bierema
Module Overview 19.4
Objectives 19.4
Relation to the Frame 19.5
Setting the Context for Organizational Learning in a New Millennium 19.6
Core Concepts in Training and Employee Development 19.7
Making the Decision to Train 19.8 ¦ Models of Training Planning and
Design 19.9 ¦ The Role of Adult Learning in Training and Employee
Development 19.14 ¦ Adult Learning: Establishing Goals for Learning and
Respecting Diverse Learning Styles 19.15 ¦ The Nuts and Bolts of Delivering
Training 19.17 ¦ Effective Training Facilitation Strategies 19.20 ¦ Facilitating
Training Transfer 19.23 ¦ Evaluating Training 19.24
Strategic Issues in Training and Employee Development 19.26
Linking Training to Organizational Strategy 19.26 ¦ The Shift from Training to
Learning 19.26 ¦ The Learning Organization 19.26 ¦ Action Learning:
Real Learning in Real Time 19.27 ¦ The Emergence of the Learning
Executive 19.27 ¦ On-the-Job Training 19.28 ¦ Responding to a Rapidly
Changing Environment 19.28 ¦ Deciding When to Hire a Consultant 19.28
Adopting a Customer Focus 19.28 ¦ Ethical Issues in Employee Training and
Development 19.29
Application 19.29
In Conclusion 19.29
Debrief 19.29 ¦ Suggested Readings 19.30 ¦ Relevant Web Sites 19.30
Critical Thinking Questions 19.30 ¦ Exercises 19.31 ¦ References 19.31
Index 19.33
Copyright © 2000 by South-Western College Publishing. All Rights Reserved.
|*Jl| Using the Internet for Training and Development 20.1
Linda A. Jackson
Module Overview 20.4
Objectives 20.4
Relation to the Frame 20.4
Core Concepts in Internet Training 20.5
What Is the Internet? 20.5 ¦ What Is Internet-Based Training? 20.7
Components of Internet-Based Training 20.7 ¦ Theories of Learning and
Internet-Based Training 20.12 ¦ Good Internet-Based Training:
Key Elements 20.14 ¦ Implementing Internet-Based Training 20.15
Strategic Issues in Internet-Based Training 20.17
Why Choose Internet-Based Training? 20.17 ¦ Why Not Choose Internet-Based
Training? 20.17 ¦ What Type of Internet-Based Training? 20.18 ¦ Critical Issues
for the Future of Internet-Based Training 20.19
Application 20.20
In Conclusion 20.21
Debrief 20.21 ¦ Suggested Readings 20.23 ¦ Critical Thinking Questions 20.26
Exercises 20.26 ¦ References 20.27
Index 20.30
IJi1:L#l CONTINUOUS IMPROVEMENT OF
¦ «¦¦ ¦ ORGANIZATIONAL PROCESSES AND
WORK RELATIONSHIPS
m Systems Approaches to Human Resource Management: New
Assumptions 21.1
Mary Jenkins m Tom Coens
Module Overview 21.4
Objectives 21.4
Relation to the Frame 21.5
Core Concepts in Human Resources Systems, Policies,
and Practices 21.7
Systems 21.7 ¦ Assumptions 21.9 ¦ Building HR Systems Based on a New Set
of Assumptions 21.10 ¦ Management Is Prediction 21.12
Strategic Issues in Redesigning HR Systems 21.14
Stage I: Inquiry and Reflection 21.14 ¦ Stage 2: Critical Questions 21.14
Stage 3: Unearthing Assumptions 21.15 ¦ Stage 4: Applying Change Theory 21.15
Application of the Design Method 21.15
GM-Powertrain 21.15 ¦ Placon Corporation 21.18 ¦ Falk Corporation 21.20
In Conclusion 21.21
Debrief 21.21 ¦ Suggested Readings 21.21 ¦ Critical Thinking Questions 21.22
Exercises 21.22 ¦ References 21.22
Index 21.24
Copyright © 2000 by South-Western College Publishing. All Rights Reserved.
M?J Organizational Development and Change: The Role of Human
Resources 22.1
Ben B. Benson ¦ Angela Endres
Module Overview 22.4
Relation to the Frame 22.4
Core Concepts in Human Resources Role in Organizational
Development and Change 22.5
The State of Human Resources 22.5 ¦ Toward a New HR Framework 22.6
HR Membership and Guerrilla Warfare 22.6
Strategic Issues in Human Resources Role in Organizational
Development and Change 22.7
Restructure to Adequately Assess Needs 22.7 ¦ Radical Reengineering to Operate
as a Team Member 22.8 ¦ Clear Deliverables, Not Paradigms and Models 22.9
Mitigating Common Errors of Winging It, Antagonizing, and Dropping the
Ball 22.9 ¦ Responses Using Best Practices, Key Performance Indicators, and
Value Analysis 22.11 ¦ HR and Change Management: The Chrysler Finance
Example 22.12 ¦ A Clear Change Model 22.13 ¦ The Modified HR
Organization 22.16 ¦ Change Management and Human Resources 22.17
The HRD Landscape 22.18
Application 1 22.19
Ford Motor Manufacturing Education, Training, and Development
Case Study 22.19
Application 2 22.20
In Conclusion 22.22
Debrief 22.22 ¦ Suggested Readings and Resources 22.22 ¦ Critical Thinking
Questions 22.22
Index 22.23
iflCl Employee Safety and Health 23.1
Scott H. Tobey
Module Overview 23.4
Objectives 23.4
Relation to the Frame 23.4
Core Concepts in Employee Safety and Health 23.5
The Extent of Occupational Injuries and Illnesses 23.5 ¦ Accident Causation 23.7
The Regulatory Framework for Employee Safety and Health 23.9
Strategic Issues in Employee Safety and Health 23.11
Building Organizational Effectiveness Related to Safety and Health 23.11
Implementing Safety and Health Controls 23.13 a Utilizing a Joint Employee/
Employer Approach 23.15 ¦ Devising Training Strategies 23.15
Application 23.17
Preparing for Class Discussion and Case Analysis 23.17
In Conclusion 23.17
Debrief 23.17 ¦ Suggested Readings and References 23.18 ¦ Relevant Web
Sites 23.18 Critical Thinking Questions 23.18 ¦ Exercises 23.19
Index 23.20
Copyright © 2000 by South-Western College Publishing. All Rights Reserved.
PZjl Managing Careers 24.1
Carrie R.Leana ¦ Daniel C Feldman
Module Overview 24.4
Objectives 24.4
Relation to the Frame 24.4
Core Concepts in Managing Careers 24.5
Career Stages 24.5 ¦ Life Stages 24.7 ¦ The Formation of Stable Career
Interests 24.7
Major Career Transitions 24.10
Organizational Entry and Socialization 24.10 ¦ Transfers, Promotions, and
Relocation 24.12 ¦ Downsizings and Layoffs 24.13
Strategic Issues in Managing Careers 24.14
Individual Strategies for Managing Careers 24.14 ¦ Organizational Strategies for
Developing Employees Careers 24.16
In Conclusion 24.16
Debrief 24.16 ¦ Suggested Readings 24.17 ¦ Relevant Web Sites 24.18
Critical Thinking Questions 24.18 ¦ Exercises 24.18
Index 24.19
ram! GROWING HUMAN RESOURCE CHALLENGES
-¦¦¦¦¦— FOR THE MILLENNIUM AND BEYOND
EjjQ Globally Managing Human Resources 25.1
Jennifer Palthe
Module Overview 25.4
Objectives 25.4
Relation to the Frame 25.4
Core Concepts in Globally Managing Human Resources 25.5
Global Megatrends Impacting HR Management 25.5 ¦ The Difference Between
Global and Domestic HR 25.6 ¦ Global Corporate Evolution 25.8 ¦ Implications
of Globalization for the HR Function 25.9 ¦ Competencies Necessary for Success
as a Global Manager 25.13
Strategic Issues in Globally Managing Human Resources 25.13
Global Strategic Options: Creating Synergy Amongst Diverse Cultures 25.14
Global Strategic HR Orientations: Managing Integration and Differentiation 25.15
Application 25.15
In Conclusion 25.16
Debrief 25.16 ¦ Suggested Readings 25.16 ¦ Relevant Web Sites 25.17
Critical Thinking Questions 25.18 ¦ Exercises 25.18 ¦ Optional Exercises 25.18
Appendix 25.19
Case Study Exercises 25.27 ¦ Notes 25.28 ¦ References 25.28
Index 25.29
Copyright © 2000 by Sooth-Western College Publishing. All Rights Reserved.
fc/jj Comparative Industrial Relations 26.1
Peter Berg ¦ Eunmi Chang
Module Overview 26.4
Relation to the Frame 26.4
Core Concepts in Comparative Employment Relations 26.5
Employees and Labor Unions 26.5 ¦ Employers and Their Associations 26.7
Government 26.7 ¦ Collective Bargaining 26.8 ¦ Culture 26.9
Strategic Issues in Comparative Employment Relations 26.10
Application 26.12
The Case of Korea 26.12 ¦ The Case of Germany 26.14
In Conclusion 26.17
Debrief 26.17 ¦ Suggested Readings 26.18 ¦ Critical Thinking Questions 26.18
References 26.18
Index 26.17
££f Ethical Perspectives in Employment Relations and Human
Resources 27.1
John L Revitte m Jerry C. Lazar
Module Overview 27.4
Objectives 27.4
Relation to the Frame 27.4
Core Concepts in Workplace Ethics 27.6
Ethics, Morals, and Philosophy 27.6 ¦ Law and Legality 27.6 ¦ Political
Correctness 27.7 ¦ Good Manners, Etiquette, and Civility 27.7 ¦ Western
Traditions and Judeo-Christian Values 27.7 ¦ Gender Differences and Ethical
Systems 27.8 a Conflicts at Work Regarding What Is and Is Not Ethical 27.8
Intergroup Conflicts 27.8 ¦ Intragroup Conflicts 27.9
Strategic Issues in Workplace Ethics 27.9
Selection and Promotion of Employees and Supervisors 27.10 ¦ Rights to Collect
Information Versus Rights of Privacy 27.10 ¦ Income Differentials within
Workplaces and in Society 27.11 ¦ Punishments, Progressivity, and Just Cause
in Discipline Cases 27.12 ¦ Occupational Health and Safety 27.13 ¦ Employee
Involvement and Quality of Worklife Enhancement 27.14 ¦ Labor-Management
Relations 27.14 ¦ Affirmative Action Programs Versus Seniority and Other
Systems 27.16 ¦ Workforce Reductions Versus Job Creation Efforts 27.16
Applications 27.18
Application 1: Light Versus Regular Duty Work 27.18 ¦ Questions for Group
Discussion 27.18 ¦ Application 2: Work-Family Conflicts 27.19 ¦ Questions for
Group Discussion 27.19
In Conclusion 27.19
Debrief 27.19 ¦ Suggested Readings 27.20 ¦ Critical Thinking Questions 27.20
Exercises 27.21 ¦ References 27.21
Index 27.22
General Index 1.1
Copyright © 2000 by South-Western College Publishing. All Rights Reserved.
|
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| spelling | Kossek, Ellen Ernst Verfasser aut Managing human resources in the 21st century from core concepts to strategic choice Ellen Ernst Kossek ; Richard N. Block Cincinnati, Ohio [u.a.] South-Western College Publ 2000 Getr. Zählung graph. Darst. txt rdacontent n rdamedia nc rdacarrier Personalpolitik (DE-588)4045269-4 gnd rswk-swf Personalpolitik (DE-588)4045269-4 s DE-188 Block, Richard N. Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=021930378&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Kossek, Ellen Ernst Block, Richard N. Managing human resources in the 21st century from core concepts to strategic choice Personalpolitik (DE-588)4045269-4 gnd |
| subject_GND | (DE-588)4045269-4 |
| title | Managing human resources in the 21st century from core concepts to strategic choice |
| title_auth | Managing human resources in the 21st century from core concepts to strategic choice |
| title_exact_search | Managing human resources in the 21st century from core concepts to strategic choice |
| title_full | Managing human resources in the 21st century from core concepts to strategic choice Ellen Ernst Kossek ; Richard N. Block |
| title_fullStr | Managing human resources in the 21st century from core concepts to strategic choice Ellen Ernst Kossek ; Richard N. Block |
| title_full_unstemmed | Managing human resources in the 21st century from core concepts to strategic choice Ellen Ernst Kossek ; Richard N. Block |
| title_short | Managing human resources in the 21st century |
| title_sort | managing human resources in the 21st century from core concepts to strategic choice |
| title_sub | from core concepts to strategic choice |
| topic | Personalpolitik (DE-588)4045269-4 gnd |
| topic_facet | Personalpolitik |
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