Human Resource Management / Edition 9

Human Resource Management / Edition 9

by John M. Ivancevich
5.0 1
Pub. Date:
McGraw-Hill Companies, The

Hardcover - Rent for

Select a Purchase Option (Older Edition)
  • purchase options

Temporarily Out of Stock Online


Human Resource Management / Edition 9

Human Resource Management, Tenth Edition by John M. Ivancevich takes a managerial orientation, meaning it takes the position that HRM is relevant to managers in every unit, project, or team. Managers are constantly faced with HRM issues, challenges, and decision-making and therefore must be human resource problem solvers who can deftly apply HRM concepts, procedures, models, tools, and techniques. Human Resource Management focuses on the application of HRM approaches in "real" organizational settings and situations.

Product Details

ISBN-13: 9780072525779
Publisher: McGraw-Hill Companies, The
Publication date: 07/23/2003
Edition description: Older Edition
Pages: 647
Product dimensions: 8.10(w) x 10.10(h) x 1.10(d)

Table of Contents

Preface     iv
Introduction to Human Resource Management and the Environment     1
Human Resource Management     2
A Brief History of Human Resource Management     5
Strategic Importance of HRM     7
HRM and Organizational Effectiveness     9
Objectives of the HRM Function     10
Helping the Organization Reach Its Goals     11
Efficiently Employing the Skills and Abilities of the Workforce     11
Providing Well-Trained and Well-Motivated Employees     12
Increasing Employees' Job Satisfaction and Self-Actualization     12
Achieving Quality of Work Life     12
Communicating HRM Policies to All Employees     12
Maintaining Ethical Policies and Socially Responsible Behavior     13
Managing Change     13
Managing Increased Urgency and Faster Cycle Time     13
Who Performs HRM Activities     14
Outsourcing     14
The Interaction of Operating and HR Managers     15
HRM's Place in Management     16
HR Department Operations     16
HRM Strategy     16
Clarifying Meaningful HRM Objectives     17
HRM Policy     19
HRM Procedures     19
Organization of an HR Department     19
Plan of the Book     21
Summary     22
Key Terms     22
Questions for Review and Discussion     23
Notes     23
Application Case 1-1
The Human Resource Manager and Managing Multiple Responsibilities     25
Careers in HRM     28
A Strategic Management Approach to Human Resource Management     30
A Model to Organize HRM     33
How to Take a Diagnosic Approach to HRM     34
External Environmental Influences     35
Government Law and Regulations     35
The Union     36
Economic Conditions     36
Competitiveness     38
Composition and Diversity of the Labor Force     38
Geographic Location of the Organization     42
Internal Environmental Influences     43
Strategy     44
Goals     45
Organization Culture     45
Nature of the Task     46
Work Group     47
Leader's Style and Experience     48
Strategic HRM: An Important Key to Success     48
Strategic Challenges Facing HRM     49
Technology      49
Diversity: Building a Competitive Workforce     50
Caliber of the Workforce     54
Organizational Restructuring and Downsizing     54
Contingent Workers     55
People and the HRM Diagnostic Framework     56
Abilities of Employees     56
Employees' Attitudes and Preferences     56
Motivation of Employees     56
Personality of Employees     57
Desirable End Results     57
Summary     58
Key Terms     60
Questions for Review and Discussion     60
Notes     60
Exercise 2-1
Dissecting the ARDM Model and Its Application     62
Application Case 2-1
Best Buy's Approach to Outsourcing     63
Equal Employment Opportunity: Legal Aspects of Human Resource Management     65
How Did EEO Emerge?     68
Societal Values and EEO     68
Economic Status of Minorities: Before 1964     69
The Government     69
Equal Employment Opportunity Laws: Content and Court Interpretations     69
Title VII of the 1964 Civil Rights Act     69
Title VII and Sexual Harassment     72
Title VII and Pregnancy Discrimination      74
Title VII and Religious Minorities     74
Title VII and "English-Only" Rules     74
Civil Rights Act of 1991     75
Executive Order 11246 (1965)     76
Equal Pay Act of 1963     76
Age Discrimination in Employment Act of 1967 (ADEA)     76
Americans with Disabilities Act of 1990 (ADA)     77
State Laws     79
Enforcing the Law     79
Equal Employment Opportunity Commission (EEOC)     79
The Courts     80
Affirmative Action in Organizations     82
What Is Affirmative Action?     82
Voluntary Affirmative Action Plans     82
Involuntary Affirmative Action Plans     82
Update on Affirmative Action     84
Summary     86
Key Terms     87
Questions for Review and Discussion     87
HRM Legal Advisor     87
Notes     88
Exercise 3-1
Dissecting the Diagnostic Model and Its Application     90
Application Case 3-1
Meeting the Challenge of Sexual Harassment     93
Global Human Resource Management     96
A Global Perspective     98
The Cultural Nature of Global HRM      100
The Concept of "Fit" in Global HRM     101
Multinational and Global Corporations     101
The Expatriate Manager in the Multinational Corporation     103
Selecting the Expatriate Manager     103
Culture Shock and the Expatriate Manager     105
Training the Expatriate Manager     106
Compensating the Expatriate Manager     109
Host Country Nationals and the Global Corporation     110
A Note on Global Corporate Boards of Directors     111
The Legal and Ethical Climate of Global HRM     111
Labor Relations and the International Corporation     113
Summary     115
Key Terms     116
Questions for Review and Discussion     116
HRM Legal Advisor     116
Notes     117
Exercise 4-1
Development of Global Managers     121
Exercise 4-2
Avoiding Costly International HRM Mistakes     121
Application Case 4-1
Solving the Labor Dilemma in a Joint Venture in Japan     123
Application Case 4-2
Toyota in France: Culture Clash?     124
Video Case
Southwest Airlines: Competing through People     125
Acquiring Human Resources     127
Human Resource Planning and Alignment      128
Human Resource Planning     129
Strategic and Human Resource Planning     130
The HR Planning Process     131
Situation Analysis and Environmental Scanning     131
Forecasting Demand for Employees     131
Analyzing the Current Supply of Employees     135
Action Decisions in Human Resource Planning     137
Human Resource Information Systems     139
Employees' Privacy, Identity Theft, and HRIS     141
Summary     142
Key Terms     143
Questions for Review and Discussion     143
HRM Legal Advisor     144
Notes     144
Application Case 5-1
Human Resource Planning and Virtual Human Resource Management     148
Job Analysis and Design     150
The Vocabulary of Job Analysis     152
The Steps in Job Analysis     152
The Uses of Job Analysis     153
Who Should Conduct the Job Analysis?     154
The Use of Charts     154
Methods of Data Collection     155
Observation     156
Interviews     156
Questionnaires     159
Job Incumbent Diary or Log     159
Which Method to Use?      159
Specific Quantitative Techniques     160
Functional Job Analysis     160
Position Analysis Questionnaire     162
Management Position Description Questionnaire     164
Job Descriptions and Specifications     165
Job Analysis and Strategic Human Resource Management     168
Job Analysis and Employee Competencies     169
Job Design     169
Scientific Management and the Mechanistic Approach     170
Job Enrichment: A Motivational Approach     171
Work-Family Balance and Job Design     172
Job Design: The Next Challenge     174
Summary     175
Key Terms     175
Questions for Review and Discussion     176
HRM Legal Advisor     176
Notes     177
Application Case 6-1
Job Analysis: Assistant Store Managers at Today's Fashion     182
Application Case 6-2
Job Analysis and Maternity Leave: Calming the Boss's and Co-workers' Nerves     183
Recruitment     185
External Influences     188
Government and Union Restrictions     188
Labor Market Conditions     189
Composition of Labor Force and Location of Organization      190
Interactions of the Recruit and the Organization     190
The Organization's View of Recruiting     190
The Potential Employee's View of Recruiting     191
Methods of Recruiting     193
Internal Recruiting     193
External Recruiting     194
Realistic Job Previews     200
Alternatives to Recruitment     201
Overtime     201
Outsourcing     201
Temporary Employment     201
Cost-Benefit Analysis of Recruiting     202
Summary     203
Key Terms     204
Questions for Review and Discussion     204
HRM Legal Advisor     204
Notes     205
Exercise 7-1
Netiquette: Effectively Communicating with E-Mail     208
Application Case 7-1
So Long to the Sunday Classifieds     209
Application Case 7-2
Are New Recruits Looking for Work-Life Balance?     211
Selection     213
Influences on the Selection Process     214
Environmental Circumstances Influencing Selection     214
Selection Criteria     216
Categories of Criteria     216
Reliability and Validity of Selection Criteria     218
The Selection Process     221
Preliminary Screening     221
Employment Interview     224
Employment Tests     228
Reference Checks and Recommendations     232
Physical Examinations     233
Selection of Managers     234
Cost-Benefit Analysis for the Selection Decision     237
Summary     237
Key Terms     238
Questions for Review and Discussion     238
HRM Legal Advisor     239
Notes     240
Exercise 8-1
Posting Your Resume Online     243
Application Case 8-1
Bechtel Power Corporation's Use of Objective Welding Tests     244
Application Case 8-2
Are Traditional Resumes Gone Forever?     245
Video Case
Creative Staffing Solutions: A Pipeline of Human Assets     246
Rewarding Human Resources     249
Performance Evaluation and Management     250
The Case for Using Formal Evaluation     253
Purposes of Evaluation     253
Performance Evaluation and the Law     254
Format of Evaluation     256
Establish Criteria     256
Set Policies on Who Evaluates, When, and How Often     257
Selected Evaluation Techniques     260
Individual Evaluation Methods     260
Multiple-Person Evaluation Methods     266
Management by Objectives     268
Which Technique to Use     270
Potential Problems in Performance Evaluations     271
Opposition to Evaluation     271
System Design and Operating Problems     272
Rater Problems     272
Eliminating Rater Errors     275
Avoiding Problems with Employees     275
The Feedback Interview     276
Summary     279
Key Terms     280
Questions for Review and Discussion     280
HRM Legal Advisor     280
Notes     281
Exercise 9-1
Selecting and Appraising Administrative Assistants at Row Engineering     283
Application Case 9-1
Evaluating Store Managers at Bridgestone/Firestone Tire & Rubber     287
Application Case 9-2
The Politics of Performance Appraisal     290
Compensation: An Overview     293
Objective of Compensation     295
External Influences on Compensation     295
The Labor Market and Compensation     295
Economic Conditions and Compensation     298
Government Influences and Compensation     298
Union Influences and Compensation     302
Internal Influences on Compensation     303
The Labor Budget     303
Who Makes Compensation Decisions     303
Compensation and Motivation     304
Pay and Motivation     304
Pay and Employees' Satisfaction     306
Pay and Employees' Productivity     306
Compensation Decisions     308
The Pay-Level Decision     308
Pay Surveys     309
The Pay Structure Decision     311
Delayering and Broadbanding     316
The Individual Pay Decision     316
Summary     317
Key Terms     318
Questions for Review and Discussion     318
HRM Legal Advisor     318
Notes     319
Application Case 10-1
The Comparable Worth Debate     322
Compensation: Methods and Policies     325
Determination of Individual Pay     327
Methods of Payment     328
Flat Rates     328
Payment for Time Worked     328
Variable Pay: Incentive Compensation     329
Ownership     339
People-Based Pay      340
Executive Pay     341
Issues in Compensation Administration     343
Pay Secrecy or Openness     343
Pay Security     344
Pay Compression     345
Summary     345
Key Terms     346
Questions for Discussion and Review     347
HRM Legal Advisor     347
Notes     348
Application Case 11-1
Customizing Bonus Pay Plans     351
Employee Benefits and Services     355
Background     357
Why Do Employers Offer Benefits and Services?     357
Who Makes Decisions about Benefits?     357
Mandated Benefits Programs     359
Unemployment Insurance     359
Social Security     360
Workers' Compensation     362
Voluntary Benefits     364
Compensation for Time Off     365
Paid Holidays     365
Paid Vacations     366
International Vacation Benefits     366
Personal Time Off     367
Sick Leave     367
Family Leave     368
Maternity and Parental Leave     368
Employer-Purchased Insurance     369
Health Insurance     369
Life Insurance     371
Disability Income Replacement Insurance     371
Income in Retirement     372
Retirement Income from Savings and Work     372
Individual Retirement Accounts (IRAs)     372
SEP (Simplified Employee Pension) IRAs     372
401 (k) Plans     372
Private Pensions     373
Employee Services     375
Stock Ownership Plans     375
Education Programs     375
Preretirement Programs     375
Child Care     375
Elder Care     375
Financial Services     376
Social and Recreational Programs     376
Flexible Benefits Plans and Reimbursement Accounts     376
Managing an Effective Benefits Program     377
Set Objectives and Strategy for Benefits     378
Involve Participants and Unions     378
Communicate Benefits     378
Monitor Costs Closely     379
Cost-Benefit Analysis of Benefits     379
Summary     379
Key Terms     380
Questions for Review and Discussion     380
HRM Legal Advisor     381
Notes      382
Application Case 12-1
Benefits Are Vanishing     384
Video Case
Budget Rent-a-Car and International     387
Developing Human Resources     391
Training and Development     392
Introduction to Orientation     394
Goals of Orientation     394
Who Orients New Employees?     395
Orientation Follow-Up     398
Introduction to Training     399
Goals of Training     399
Learning Theory and Training     400
"Learning Organizations"     401
Training Activities     401
Managing the Training Program     403
Determining Needs and Objectives     403
Choosing Trainers and Trainees     407
Training and Development Instructional Methods     408
On-the-Job Training     408
Case Method     409
Role Playing     410
In-Basket Technique     410
Management Games     410
Behavior Modeling     411
Outdoor-Oriented Programs     412
Which Training and/or Development Approach
Should Be Used?     412
Management Development: An Overview     418
What Is Management Development?      418
Development: Individual Techniques     419
Goal Setting     419
Behavior Modification     421
Development: Team Building     425
Development: An Organizationwide Technique     426
Total Quality Management (TQM)     426
Evaluation of Training and Development     427
Criteria for Evaluation     430
A Matrix Guide for Evaluation     431
Summary     433
Key Terms     433
Questions for Review and Discussion     434
HRM Legal Advisor     434
Notes     435
Exercise 13-1
Assessing Training Needs     438
Application Case 13-1
Dunkin' Donuts and Domino's Pizza: Training for Quality and Hustle     438
Career Planning and Development     440
The Concept of Career     442
Career Stages     444
Career Choices     448
Career Development: A Commitment     451
Career Development for Recent Hirees     451
Causes of Early Career Difficulties     452
How to Counteract Early Career Problems     453
Career Development during Midcareer     454
The Midcareer Plateau      455
How to Counteract Midcareer Problems     455
Preretirement Problems     459
How to Minimize Retirement Adjustment Problems     459
Career Planning and Pathing     460
Career Planning     461
Career Pathing     463
Career Development Programs: Problems and Issues     463
Integrating Career Development and Workforce Planning     464
Managing Dual Careers     464
Career Planning and Equal Employment Opportunity     466
Downsizing and Job Loss     466
Summary     471
Key Terms     472
Questions for Review and Discussion     472
HRM Legal Advisor     472
Notes     473
Exercise 14-1
My Career Audit     475
Application Case 14-1
The Dual-Career Couple     476
Video Case
Hot     479
Labor-Management Relations and 0promoting Safety and Health     481
Labor Relations and Collective Bargaining     482
Early Collective Action and Union Formation     486
Labor Legislation Overview     486
National Labor Relations Act (Wagner Act)     487
Labor Management Relations Act (Taft-Hartley Act)      488
Labor-Management Reporting and Disclosure Act (Landrum-Griffin Act)     488
Structure and Management of Unions     489
Federation of Unions     489
Intermediate Union Bodies     489
National Unions     489
Local Unions     489
The Union Organizing Campaign     490
Authorization Card Campaign and Union Certification     490
Union Security     491
Levels of Union Security     491
Right-to-Work Requirements     493
Public Employee Associations     493
Background     493
Public Sector Labor Legislation     493
Collective Bargaining     494
Prenegotiation     495
Selecting the Negotiators     495
Developing a Bargaining Strategy     496
Using the Best Tactics     496
Reaching a Formal Contractual Agreement     497
Contract Ratification     498
Failure to Reach Agreement     498
Strikes     498
Lockouts     499
Permanent Replacements     500
Third Party Intervention     500
Administering the Contract     501
Discipline      501
Grievances     501
Arbitration     502
The Changing Climate of Unionization in the United States     503
Union Membership Trends     504
Global Unionization     504
Union Organizing Trends     506
Summary     507
Key Terms     508
Questions for Review and Discussion     509
HRM Legal Advisor     509
Notes     510
Exercise 15-1
Reporting on Labor Unions     512
Exercise 15-2
Union-Management Contract Negotiation     512
Application Case 15-1
The Union's Demand for Recognition and Bargaining Rights     515
Managing Employee Discipline     518
Categories of Difficult Employees     520
Ineffective Employees     521
Alcoholic and Substance-Abusing Employees     521
Participants in Theft, Fraud, and Other Illegal Acts     523
Rule Violators     529
The Discipline Process     531
Approaches to Discipline     532
The Hot Stove Rule     532
Progressive Discipline     533
Positive Discipline     534
The Disciplinary Interview: A Constructive Approach     534
Legal Challenges to Discipline and Termination     535
Employment at Will     536
Alternative Dispute Resolution     537
Summary     539
Key Terms     540
Questions for Review and Discussion     540
HRM Legal Advisor     540
Notes     541
Exercise 16-1
Making Difficult Decisions     543
Application Case 16-1
The Case for and against Drug Testing     544
Promoting Safety and Health     546
Background     547
Causes of Work-Related Accidents and Illnesses     550
Who Is Involved with Safety and Health?     552
Governmental Responses to Safety and Health Problems     553
OSHA Safety Standards     555
OSHA Inspections     555
OSHA Record Keeping and Reporting     556
OSHA: A Report Card     557
Organizational Responses to Safety and Health Issues     558
Safety Design and Preventive Approaches     558
Inspection, Reporting, and Accident Research     558
Safety Training and Motivation Programs     559
Preventive Health Programs: A Wellness Approach     559
Safety and Health Issues     562
Stress Management      562
Violence in the Workplace     564
Indoor Environmental Quality (IEQ)     565
HIT-AIDS in the Workplace     566
Cumulative Trauma Disorders (CTDs)     568
Evaluation of Safety and Health Programs     569
Summary     570
Key Terms     571
Questions for Review and Discussion     571
Notes     571
Exercise 17-1
Preparing for an OSHA Inspection     574
Application Case 17-1
Campus Food Systems     575
Video Case
OSHA and Unions versus Manufacturers: Is Workplace Ergonomics a Problem?     577
Measuring Human Resource Activities     579
Sources of Information about Human Resource Management: Where to Find Facts and Figures     585
Career Planning     593
Glossary     603
Name Index     614
Company Index     623
Subject Index     626

Customer Reviews

Most Helpful Customer Reviews

See All Customer Reviews

Human Resource Management 5 out of 5 based on 0 ratings. 1 reviews.
Guest More than 1 year ago
It has been seen over time and again,the attitude employees exhibit cluminate the focus and attention given them by management.This may be so primarily because of the motivational factors that may be absence,in the dealing with matters relating to employee.Focus is the order of good job description and the setting of good industrial climate for the fostering of equal employee share in the success of the company high and the low in the company low or down time.In particular the Caribbean has certain key practises that constitute normal pattern of behavior that may not necessarily be good for the development of the individual,organization and soceity as a whole.The problem is that the caribbean sordly lack leaders with a vision and insight into the way ahead dealing with human resource related matters,for example lack of judgement or the pronouncement of on some on the occurance of dissatifyied employees within the vast cross section of private and public sector organization and companies.Within the private sector the leadership of the capitalist still seems to be the order of the day.However,there seems to be little thought of the lower level employees within the company,since the presence of the union is a no show.The caribbean is still practicing poor human resource relation and the thought of the multitude of business owners are to make a profit at minium cost and forget the employee in the process.It is the practise of business owners to share their stratgic goals and company mission and vision and not spent time evaluating the performance management of the organization and scope of development and for the employees and where there is training needs and developmental opportunities for growth and development of the workforce.