PART 1 Seeing People as a Strategic Resource
Chapter 1
Creating Value Through Human Resources
Chapter 2
Making Human Resource Management Strategic
Chapter 3
Ensuring Equal Employment Opportunity and Safety
PART 2 Securing Effective Employees
Chapter 4
Designing Productive and Satisfying Work
| A Manager's Perspective | WHAT DO YOU THINK? | |
| How Can Strategic Design of Work Tasks Improve an Organization? | BUILDING STRENGTH THROUGH HR: W. L. Gore & Associates | |
| How Is Work Design Strategic? | HOW DO WE KNOW? Do Empowered Teams Have Higher Performance? | |
| Developing Autonomy | ||
| Developing Interdependence | ||
| Linking Autonomy and Interdependence to HR Strategy | ||
| How Are Employee Jobs Determined? | BUILDING STRENGTH THROUGH HR: Purolator | |
| The Job Analysis Process | ||
| Specific Methods of Collecting Job Analysis Information | ||
| How Is Job Description Information Made Useful? | ||
| Job Analysis and Legal Issues | ||
| Competency Modeling | ||
| How Do We Determine the Tasks Associated with Each Job? | BUILDING STRENGTH THROUGH HR: Leicester Royal Infirmary | |
| Mechanistic Approach | ||
| Motivational Approach | HOW DO WE KNOW? Do Employees Work Harder When They Think Their Tasks Matter? | |
| Perceptual Approach | ||
| Biological Approach | ||
| Combining Work Design Approaches | ||
| How Can Work Be Designed to Improve Family Life? | BUILDING STRENGTH THROUGH HR: International Business Machines Corporation | |
| Flexible Work Scheduling | ||
| Alternative Work Locations | TECHNOLOGY IN HR: Potential Problems With Working From Home | |
| A Manager's Perspective Revisited | ||
| Summary/Key Terms/Discussion Questions | ||
| Cases | EXAMPLE CASE: Coney Island Hospital | |
| DISCUSSION CASE: Josh's Toy Manufacturing | ||
| Exercises | EXPERIENTIAL EXERCISE: Assessing the Accuracy of Job Descriptions | |
| INTERACTIVE EXPERIENTIAL EXERCISE: Job Design: Creating New Positions at Graphics Design, Inc. |
Chapter 5
Recruiting Talented Employees
Chapter 6
Selecting Employees Who Fit
| A Manager's Perspective | WHAT DO YOU THINK? | |
| How Can Strategic Employee Selection Improve an Organization? | BUILDING STRENGTH THROUGH HR: United States Marine Corps | |
| How Is Employee Selection Strategic? | ||
| Aligning Talent and HR Strategy | ||
| Making Strategic Selection Decisions | HOW DO WE KNOW? Which Type of Fit Is Most Important? | |
| What Makes a Selection Method Good? | ||
| Reliability | ||
| Validity | ||
| Utility | ||
| Legality and Fairness | ||
| Acceptability | ||
| What Selection Methods Are Commonly Used? | HOW DO WE KNOW? Is It Better to Be Smart or Beautiful? | |
| Testing | TECHNOLOGY IN HR: Administering Tests on the Internet | |
| Information Gathering | BUILDING STRENGTH THROUGH HR: Target | |
| Interviewing | HOW DO WE KNOW? Does It Matter How You Shake Hands in an Interview? | |
| How Are Final Selection Decisions Made? | ||
| Predictor Weighting Approach | ||
| Minimum Cutoffs Approach | ||
| Multiple Hurdles Approach | ||
| Banding Approach | ||
| A Manager's Perspective Revisited | ||
| Summary/Key Terms/Discussion Questions | ||
| Cases | EXAMPLE CASE: Outback Steakhouse | |
| DISCUSSION CASE: Stringtown Iron Works | ||
| Exercises | EXPERIENTIAL EXERCISE: Learning through Interviewing | |
| INTERACTIVE EXPERIENTIAL EXERCISE: Employee Selection: Choosing the Best of the Best for Graphics Design, Inc. |
Chapter 7
Managing Employee Retention and Separation
PART 3 Improving Employee Performance
Chapter 8
Measuring Performance and Providing Feedback
Chapter 9
Training for Improved Performance
Chapter 10
Developing Employees and Their Careers
PART 4 Motivating and Managing Employees
Chapter 11
Motivating Employees Through Compensation
Chapter 12
Designing Compensation and Benefit Packages
| A Manager's Perspective | WHAT DO YOU THINK? | |
| How Can a Strategic Compensation Package Make an Organization Effective? | BUILDING STRENGTH THROUGH HR: IKEA | |
| How Do Compensation Packages Align with Strategy? | BUILDING STRENGTH THROUGH HR: Strategically Managing Compensation During a Recession | |
| At-Risk Compensation | ||
| Line of Sight | ||
| Common Elements of Compensation Packages | ||
| What Are Common Approaches to Base Pay? | BUILDING STRENGTH THROUGH HR: Netflix | |
| What Are Common Employee Benefit Plans? | BUILDING STRENGTH THROUGH HR: Burton Snowboards | |
| Legally Required Benefits | ||
| Discretionary Benefits | ||
| Flexible Benefit Programs | ||
| What Are Common Individual Incentives? | TECHNOLOGY IN HR: Enterprise Incentive Management | |
| Piece-Rate Incentives | HOW DO WE KNOW? Does How Much You Make Depend on How Much You Weigh? | |
| Commissions | ||
| Merit Pay Increases | ||
| Merit Bonuses | ||
| What Are Common Group and Organizational Incentives? | BUILDING STRENGTH THROUGH HR: Deere & Company | |
| Team Bonuses and Incentives | ||
| Gainsharing | ||
| Profit Sharing | ||
| Stock Plans | ||
| How Do Strategic Decisions Influence a Compensation Package? | ||
| A Manager's Perspective Revisited | ||
| Summary/Key Terms/Discussion Questions | ||
| Cases | EXAMPLE CASE: Best Buy | |
| DISCUSSION CASE: Collegiate Promotions | ||
| Exercises | EXPERIENTIAL EXERCISE: Learning Through Interviewing | |
| INTERACTIVE EXPERIENTIAL EXERCISE: Is It All about Base Salary? Explaining Compensation Issues at SuperFoods |
Chapter 13
Working Effectively with Labor
Chapter 14
Aligning Strategy with Practice
APPENDICES (available online at www.wiley.com/college/stewart)
Appendix A
Occupational Outlook for HR Managers and Specialists
Appendix B
HR Certification Institute Bodies of Knowledge
Appendix C
HR People & Strategy Pillars of Knowledge
Appendix D
Organizations of Interest to HR Students and Professionals
Appendix E
Journals Useful to HR Students and Professionals