Strategic Human Resource Management / Edition 3

by Jeffrey A. Mello

Overview

This strategic HR text is organized into two sections. The first section, Chapters 1-7, examines the context of strategic HR and develops a framework and conceptual model for the practice of strategic HR. The second section, Chapters 8-14, examines the actual practice and implementation of strategic HR through a discussion of strategic issues that need to be addressed while developing specific programs and policies related to the traditional functional areas of HR (staffing, training, performance management, etc.). The integrative framework that requires linkage between, consistency among these functional HR activities, and the approach toward writing about these traditional functional areas from a strategic perspective distinguish the text from what is currently on the market.

Product Details

ISBN-13:	9780324789621
Publisher:	Cengage Learning
Publication date:	02/02/2010
Edition description:	Older Edition
Pages:	712
Product dimensions:	8.10(w) x 10.00(h) x 1.30(d)

About the Author

Jeffrey A. Mello is Dean of the School of Business and Professor of Management at Rhode Island College. He previous served as Dean of the School of Business at Siena College and the Andreas School of Business at Barry University. He has held faculty and administrative positions at The George Washington University, University of California at Berkeley, Towson University and Golden Gate University. He received a B.S., summa cum laude, from Boston University and an MBA and Ph.D. from Northeastern University. He has published in journals such as the Journal of Business Ethics, Business Horizons, International Journal of Public Administration, Business & Society Review, Journal of Employment Discrimination Law, Seton Hall Legislative Journal, Journal of Individual Employment Rights, Public Personnel Management, Employee Responsibilities and Rights Journal, Labor Law Journal, Journal of Law and Business, Journal of Strategic Management Education, Journal of Human Resources Education and the Journal of Management Education. He currently serves on the editorial boards of four journals and has served as an editor for the Journal of Management Education, Journal of Legal Studies Education and Employee Responsibilities and Rights Journal. He is a member of the Academy of Legal Studies in Business, Organizational Behavior Teaching Society, Society for Human Resource Management and the Academy of Management. In his corporate career, he held management and executive positions in the publishing, technology and retail industries and was Senior Vice-President of a privately-held human resource management consultancy. He has consulted with a variety of non-profit organizations, currently serves on the Board of Directors of the Rhode Island Renew Energy Initiative and Board of Trustees of the Rhode Island Zoological Society, and is a former semi-professional athlete.

Table of Contents

Part 1	The Context of Strategic Human Resource Management
1	An Investment Perspective of Human Resource Management	3
	Adopting an Investment Perspective	5
	Managing Employees at United Parcel Service	6
	Factors Influencing How "Investment Oriented" an Organization Is	7
	Conclusion	9
	Critical Thinking	10
	Experiential Exercises	11
	Internet Exercises	11
	Chapter References	11
Reading 1.1	Southwest Airlines: A Case Study Linking Employee Needs Satisfaction and Organizational Capabilities to Competitive Advantage by Roger Hallowell	12
Reading 1.2	Producing Sustainable Competitive Advantage Through the Effective Management of People by Jeffrey Pfeffer	25
2	Trends Affecting Human Resource Management	37
	Impact of Technology	38
	Workforce Demographic Changes and Diversity	41
	Diversity Initiatives at Intel	44
	Conclusion	45
	Critical Thinking	46
	Experiential Exercises	46
	Internet Exercises	46
	Chapter References	46
Reading 2.1	Telecommuting as Part of a Strategic Human Resource Management Program	48
Reading 2.2	The Strategic Management of Workplace Diversity Initiatives: Public Sector Implications	52
3	Strategic Planning	61
	Models of Strategy	62
	The Process of Strategic Management	63
	Mission Statement	63
	Analysis of Environment	64
	Organization Self-Assessment	65
	Establishing Goals and Objectives	67
	Setting Strategy	67
	Corporate Strategies	68
	Business Unit Strategies	69
	Conclusion	71
	Critical Thinking	72
	Experiential Exercises	72
	Internet Exercises	73
	Chapter References	73
Reading 3.1	Distinctive Human Resources Are Firms' Core Competencies	74
Reading 3.2	Strategic Human Resource Management: Linking the People with the Strategic Needs of the Business	86
4	The Evolving/Strategic Role of Human Resource Management	99
	HR Roles at Mercantile Bank	101
	Strategic HR Versus Traditional HR	102
	Barriers to Strategic HR	104
	Conclusion	106
	Critical Thinking	108
	Experiential Exercises	108
	Internet Exercises	109
	Chapter References	109
Reading 4.1	A New Mandate for Human Resources	110
Reading 4.2	HR as a Source of Shareholder Value: Research and Recommendations	119
Reading 4.3	Culturally Compatible HR Strategies	126
5	Human Resource Planning	133
	Objectives of Human Resource Planning	135
	Types of Planning	136
	Aggregate Planning	136
	Succession Planning	140
	Conclusion	142
	Critical Thinking	143
	Experiential Exercises	143
	Internet Exercises	144
Reading 5.1	Heirs Unapparent	145
Reading 5.2	Designing Succession Systems for New Competitive Realities	151
Reading 5.3	If HR Were Really Strategically Proactive: Present and Future Directions in HR's Contribution to Competitive Advantage	158
6	Design and Redesign of Work Systems	171
	Design of Work Systems	172
	What Workers Do	172
	What Workers Need	174
	How Jobs Interface with Other Jobs	176
	Redesign of Work Systems	177
	Understanding Change	178
	Managing Change	179
	Conclusion	179
	Critical Thinking	180
	Experiential Exercises	180
	Internet Exercises	181
	Chapter References	181
Reading 6.1	Restructuring Teams for the Re-Engineered Organization	182
Reading 6.2	Human Resource Management Outsourcing: The Make or Buy Decision	190
7	Employment Law	203
	Scope of Laws	204
	Federal Antidiscrimination Laws	205
	Equal Pay Act	205
	Civil Rights Act of 1964	206
	Age Discrimination in Employment Act of 1967	207
	Rehabilitation Act of 1973	207
	Pregnancy Discrimination Act of 1978	207
	Americans with Disabilities Act of 1990	207
	Civil Rights Act of 1991	208
	Family and Medical Leave Act of 1992	208
	Enforcement of Federal Laws Under the EEOC	209
	Executive Orders	212
	Affirmative Action	212
	Sexual Harassment	213
	What Sexual Harassment Is	214
	Problems in Managing Sexual Harassment	215
	Strategy for Managing Sexual Harassment	216
	Complications Abroad	217
	Conclusion	218
	Critical Thinking	218
	Experiential Exercises	219
	Internet Exercises	219
Reading 7.1	The Dual Loyalty Dilemma for HR Managers Under Title VII Compliance	220
Reading 7.2	In Defense of Preference	227
Part 2	Implementation of Strategic Human Resource Management
8	Staffing	237
	Recruiting	239
	Temporary Versus Permanent Employees	239
	Internal Versus External Recruiting	239
	When and How Extensively to Recruit	240
	Methods of Recruiting	242
	Selection	245
	Interviewing	246
	Testing	247
	References	249
	International Assignments	249
	Diversity	250
	Conclusion	250
	Critical Thinking	251
	Experiential Exercises	252
	Internet Exercises	252
	Chapter References	252
Reading 8.1	Hiring for the Organization, Not the Job	253
Reading 8.2	Personality Screening in Employment: Balancing Information Gathering and the Law	267
9	Training and Development	271
	Benefits of Training and Development	273
	Planning and Strategizing Training	273
	Needs Assessment	274
	Objectives	274
	Design and Delivery	275
	Computer-Based Training at Qualcomm	276
	Evaluation	277
	Integrating Training with Performance Management Systems and Compensation	279
	Conclusion	280
	Critical Thinking	280
	Experiential Exercises	281
	Internet Exercises	281
	Chapter References	281
Reading 9.1	Hold On to What You've Learned	282
Reading 9.2	Designing Management Training and Development for Competitive Advantages: Lessons from the Best	286
10	Performance Management and Feedback	297
	Use of the System	298
	Who Evaluates	300
	What to Evaluate	303
	How to Evaluate	304
	Measures of Evaluation	304
	Other Considerations	308
	Conclusion	309
	Critical Thinking	310
	Experiential Exercises	310
	Internet Exercises	311
	Chapter References	311
Reading 10.1	Has 360-Degree Feedback Gone Amok?	312
Reading 10.2	Public Sector Organizations: Today's Innovative Leaders in Performance Management	321
11	Compensation	327
	Equity	328
	Internal Equity	330
	External Equity	333
	Individual Equity	335
	Legal Issues in Compensation	337
	Conclusion	338
	Critical Thinking	338
	Experiential Exercises	339
	Internet Exercises	339
	Chapter References	339
Reading 11.1	Compensating Teams	340
Reading 11.2	Pay Strategy: New Thinking for the New Millennium	346
12	Labor Relations	351
	Why Employees Unionize	353
	The National Labor Relations Act	354
	Behavior During Organizing Campaigns	355
	Collective Bargaining	356
	Failure to Reach Agreement	358
	Unions Today	359
	Critical Thinking	360
	Experiential Exercises	361
	Internet Exercises	361
	Chapter References	361
Reading 12.1	Redefining the Rights of Union Organizers and Responsibilities of Employers in Union Organizing Drives	362
Reading 12.2	Embracing the Future: Union Strategies for the 21st Century	368
13	Employee Separation	373
	Reductions in Force	375
	Turnover	377
	Retirement	379
	Conclusion	381
	Critical Thinking	381
	Experiential Exercises	382
	Internet Exercises	382
	Chapter References	382
Reading 13.1	Holding On to High Performers: A Strategic Approach to Retention	383
Reading 13.2	Retirement of Older Workers: Issues and Policies	390
14	International Human Resource Management	401
	How International HRM Differs from Domestic HRM	403
	Assessing Culture	403
	Strategic HR Issues in International Assignments	406
	Repatriation	411
	Summary	412
	Critical Thinking	412
	Experiential Exercises	413
	Internet Exercises	413
	Chapter References	413
Reading 14.1	Managing the Global Workforce: Challenges and Strategies	414
Reading 14.2	Adapting to a Boundaryless World: A Developmental Expatriate Model	428
Part 3	Case Studies
Case 1	Strategic Human Resource Management at Herman Miller	441
Case 2	Strategic Human Resource Management at Lucent	447
Case 3	Strategic Human Resource Management at Praxair	451
Case 4	Strategic Human Resource Management at Quantum	457
Case 5	Strategic Human Resource Management at Sears	465
	Index	471

Editorial Reviews

Frustrated at not being able to find a MBA course text truly stressing the strategic aspect of human resource management, Mello (management, Towson U., Baltimore, MD) developed this reader of articles from the 1990s by the author and other HR experts reprinted from such journals as , , and . The 14 selections appear under the headings of the context of strategic HR management, its implementation, and case studies. Timely topics include the impact of technology, workforce demographic trends, Federal anti- discrimination laws, international assignments, and unions today. Includes critical thinking, experiential, and Internet-based exercises; and a supporting Web site. Annotation c. Book News, Inc., Portland, OR (booknews.com)

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