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HUMAN RESOURCE MANAGEMENT 10TH EDITION PART I. INTRODUCTION <hr>Chapter 1: Strategic Human Resource Management: An Overview PART II. Ethical, Social, and Legal Considerations <hr>Chapter 2:>TTL> Business Ethics and Corporate Social Responsibility <hr>Chapter 3: Workforce Diversity, Equal Employment Opportunity, and Affirmative Action PART III. STAFFING <hr>Chapter 4: Job Analysis, Strategic Planning, and Human Resource Planning <hr>Chapter 5: Recruitment <hr>Chapter 6: Selection PART IV. HUMAN RESOURCE DEVELOPMENT <hr>Chapter 7: Training and Development <hr>Appendix Chapter 7: Career Planning and Development <hr>Chapter 8: Performance Management and Appraisal PART V. COMPENSATION <hr>Chapter 9: Direct Financial Compensation <hr>Chapter 10: Benefits, Nonfinancial Compensation, and Other Compensation Issues >PART>PART VI. SAFETY AND HEALTH <hr>Chapter 11: A Safe and Healthy Work Environment PART VII. EMPLOYEE AND LABOR RELATIONS <hr>Chapter 12: Labor Union and Collective Bargaining <hr>Appendix Chapter 12: History of Unions in the United States <hr>Chapter 13: Internal Employee Relations PART VIII. OPERATING IN A GLOBAL ENVIRONMENT <hr>Chapter 14: Global Human Resource Management <BR><HR><BR> <TOC> TABLE OF CONTENTS PREFACE ACKNOWLEDGMENTS PART ONE: INTRODUCTION <hr>CHAPTER ONE: STRATEGIC HUMAN RESOURCE MANAGEMENT: AN OVERVIEW Chapter Objectives HRM in Action: HR Branding Human Resource Management Human Resource Management Functions Staffing Human Resource Development Compensation Safety and Health Employee and Labor Relations Human Resource Research Interrelationships of HRM Functions Dynamic Human Resource Management Environment Labor Market Legal Considerations Society Unions Shareholders Competition Customers Technology Economy Unanticipated Events Trends & Innovations: Cyberwork How Human Resource Management Is Practiced in the Real World HR's Changing Role: Who Performs the Human Resource Management Tasks? Human Resource Manager HR Outsourcing HR Shared Service Centers Professional Employer Organizations (Employee Leasing) Line Managers HR as a Strategic Partner Human Capital Metrics: Measuring HR?s Effectiveness Human Resource Designations Evolution of Human Resource Management Evolving HR Organizations A Global Perspective: British and American Culture Are Different Scope of This Book Key Terms Summary Questions for Review HRM Incident 1: HR after a Disaster HRM Incident 2: Downsizing Notes PART TWO: Ethical, Social, and Legal Considerations <hr>CHAPTER TWO: Business Ethics and Corporate Social Responsibility Chapter Objectives HRM in Action: Developing an Ethical Culture at Tyco International Ethics Trends & Innovations: One Person?s Ethical Stand A Model of Ethics Ethical Dilemma: A Selection Quandary Legislating Ethics Code of Ethics Human Resource Ethics Professionalization of Human Resource Management Society for Human Resource Management Human Resource Certification Institute American Society for Training and Development WorldatWork Corporate Social Responsibility Stakeholder Analysis and the Social Contract Obligations to Individuals Obligations to Other Organizations Obligations to Government Obligations to Society in General Implementing a Corporate Social Responsibility Program A Global Perspective: ?When In Rome, Do As the Romans Do? Does Not Work Today Key Terms Summary Questions for Review HRM Incident 1: An Ethical Flaw HRM Incident 2: ?You Can?t Fire Me? Notes <hr>CHAPTER THREE: Workforce Diversity, Equal Employment Opportunity, and Affirmative Action Chapter Objectives HRM in Action: Sequencing Moms, Bringing Them Back Projected Future Diverse Workforce Diversity and Diversity Management Single Parents and Working Mothers Women in Business Dual-Career Families Workers of Color Older Workers People with Disabilities Immigrants Young Persons with Limited Education or Skills Educational Level of Employees Trends & Innovations: Superdads Equal Employment Opportunity: An Overview Laws Affecting Equal Employment Opportunity Civil Rights Act of 1866 Equal Pay Act of 1963 Title VII of the Civil Rights Act of 1964?Amended 1972 Age Discrimination in Employment Act of 1967? Amended in 1978 and 1986 Age Can Actually Be a Bona Fide Occupational Qualification Rehabilitation Act of 1973 Pregnancy Discrimination Act of 1978 Immigration Reform and Control Act Illegal Immigration Reform and Immigrant Responsibility Act Americans with Disabilities Act Civil Rights Act of 1991 Uniformed Services Employment and Reemployment Rights Act of 1994 Veterans? Benefits Improvement Act of 2004 State and Local Laws Ethical Dilemma: What Was the Real Message? Significant U.S. Supreme Court Decisions Griggs v Duke Power Company Albermarle Paper Company v Moody Phillips v Martin Marietta Corporation Espinoza v Farah Manufacturing Company Dothard v Rawlingson University of California Regents v Bakke American Tobacco Company v Patterson O'Connor v Consolidated Coin Caterers Corp. Adarand Constructors v Pena Grutter v Bollinger Gratz v Bollinger Equal Employment Opportunity Commission Uniform Guidelines on Employment Selection Procedures Concept of Disparate Treatment Concept of Adverse Impact Additional Guidelines on Employment Selection Procedures Guidelines on Sexual Harassment Guidelines on Discrimination Because of National Origin Guidelines on Discrimination Because of Religion Affirmative Action: Executive Order 11246, as Amended by Executive Order 11375 Affirmative Action Programs A Global Perspective?Not the Glass Ceiling, the Bamboo Ceiling Key Terms Summary Questions for Review HRM Incident 1?I Feel Great HRM Incident 2?So, What?s Affirmative Action? Notes PART THREE: STAFFING CHAPTER FOUR: JOB ANALYSIS, STRATEGIC PLANNIING, AND HUMAN RESOURCE PLANNING Chapter Objectives HRM in Action: Disaster Planning?Up Close and Personal with Hurricane Rita Job Analysis: A Basic Human Resource Management Tool Reasons for Conducting Job Analysis Staffing Training and Development Performance Appraisal Compensation Safety and Health Employee and Labor Relations Legal Considerations Types of Job Analysis Information Job Analysis Methods Questionnaires Observation Interviews Employee Recording Combination of Methods Conducting Job Analysis Job Description Job Identification Date of the Job Analysis Job Summary Duties Performed Job Specification Timeliness of Job Analysis Job Analysis for Team Members Job Analysis and the Law Strategic Planning Process Mission Determination Environmental Assessment Objective Setting Strategy Setting Strategy Implementation Human Resource Planning Forecasting Human Resource Requirements Zero-Base Forecasting Bottom-Up Approach Relationship between Volume of Sales and Number of Workers Required Simulation Models Forecasting Human Resource Availability Use of HR Databases Shortage of Workers Forecasted Creative Recruiting Compensation Incentives Training Programs Different Selection Standards Ethical Dilemma: Which ?Thinker? Should Go? Surplus of Employees Forecasted Restricted Hiring Reduced Hours Early Retirement Downsizing Negative Aspects of Downsizing Outplacement Succession Planning Human Resource Information Systems Trends & Innovations: Manager Self-Service Employee Self-Service Job Design Concepts Job Enrichment Job Enlargement Reengineering A Global Perspective: A Database of Repatriate Skills Key terms Summary Questions for Review HRM Incident 1: A Degree for Meter Readers HRM Incident 2: Strategic HR? Notes <hr>CHAPTER FIVE: RECRUITMENT Chapter Objectives HRM in Action: Hiring Temporary Executives Recruitment Defined Alternatives to Recruitment Outsourcing Contingent Workers Professional Employer Organizations (Employee Leasing) Overtime External Environment of Recruitment Labor Market Conditions Legal Considerations Promotion Policies Recruitment Process Internal Recruitment Methods Job Posting and Job Bidding Employee Referrals Trends & Innovations: Social Network Recruiting External Recruitment Sources High Schools and Vocational Schools Community Colleges Colleges and Universities Competitors in the Labor Market Ethical Dilemma: Unfair Advantage? Former Employees Unemployed Military Personnel Self-Employed Workers Online Recruitment Methods Internet Recruiter Virtual Job Fair Corporate Career Website Weblogs (blogs for short) General Employment Websites H2 NACElink HYPERLINK "http://www.nacelink.com/" \t "_blank" NACElink Niche Sites Contract Workers? Sites Hourly Workers? Job Sites Traditional External Recruitment Methods Media Advertising Employment Agencies Recruiters Job Fairs Internships Executive Search Firms Professional Associations Unsolicited Applicants Open Houses Event Recruiting Sign-on Bonuses High-Tech Competition Applicant Tracking System Going Paperless at Continental Airlines Tailoring Recruitment Methods to Sources Recruitment for Diversity Analysis of Recruitment Procedures Utilization of Minorities, Women, and Individuals with Disabilities Advertising Employment Agencies People with Disabilities Other Suggested Recruitment Approaches A Global Perspective: China: Running Out of People? Key Terms Summary Questions for Review HRM Incident 1: A Problem Ad? HRM Incident 2: I Am Qualified, Why Not Me? Notes <hr>CHAPTER SIX: SELECTION Chapter Objectives HRM in Action: Substance Abuse Testing Significance of Employee Selection Environmental Factors Affecting the Selection Process Other HR Functions Legal Considerations Speed of Decision Making Organizational Hierarchy Applicant Pool Type of Organization Probationary Period Selection Process Preliminary Interview Telephone Interview Videotaped Interview Review of Applications Review of R¿sum¿s Sending R¿sum¿s via the Internet Ethical Dilemma: Employee Selection Criteria? Selection Tests: Advantages and Potential Problems Advantages of Selection Tests Potential Problems Using Selection Tests Characteristics of Properly Designed Selection Tests Standardization Objectivity Norms Reliability Validity (Job Related) Types of Validation Studies Criterion-Related Validity Content Validity Construct Validity Types of Employment Tests Cognitive Aptitude Tests Psychomotor Abilities Tests Job-Knowledge Tests Work-Sample Tests Vocational Interest Tests Personality Tests Unique Forms of Testing Genetic Testing Graphoanalysis (Handwriting Analysis) Polygraph Tests Online Testing Assessment Centers Employment Interview Interview Planning Content of the Interview Candidate?s Role and Expectations General Types of Interviews Unstructured (Nondirective) Interview Structured (Directive or Patterned) Interview Behavioral Interview Methods of Interviewing One-on-One Interview Group Interview Board (or Panel) Interview Multiple Interviews Stress Interview Realistic Job Previews Potential Interviewing Problems Inappropriate Questions Premature Judgments Interviewer Domination Permitting Non-Job-Related Information Contrast Effect Lack of Training Nonverbal Communication Concluding the Interview Pre-Employment Screening: Background Investigations Trends & Innovations: Liars Index Pre-Employment Screening: Reference Checks Negligent Hiring Negligent Referral Selection Decision Medical Examination Notification of Candidates Metrics for Evaluating Recruitment/Selection Effectiveness Recruiting Costs Selection Rate Acceptance Rate Yield Rate Cost/Benefit of Recruitment Sources and Methods Time Required to Hire A Global Perspective: Selecting a Buddy Key Terms Summary Questions for Review HRM Incident 1: A Matter of Priorities HRM Incident 2: But I Didn?t Mean To! Notes PART FOUR: HUMAN RESOURCE DEVELOPMENT <hr>CHAPTER SEVEN: TRAINING AND DEVELOPMENT Chapter Objectives HRM in Actions: Job Security versus Career Security Strategic Training and Development Factors Influencing Training and Development Top Management Support Commitment from Specialists and Generalists Technological Advances Ethical Dilemma: The Tough Side of Technology Organization Complexity Learning Styles Other Human Resource Functions Training and Development Process Determine Specific Training and Development Needs Establish Specific Training and Development Objectives Training and Development Methods Instructor-Led Trends & Innovations: Virtual Instructor-Led Case Study Behavioral Modeling Role Playing Business Games In-Basket Training On-the-Job Training Job Rotation Internships Apprenticeship Training Training & Development Delivery Systems Corporate Universities Colleges and Universities Community Colleges Online Higher Education Videoconferencing Vestibule System Video Media E-Learning Simulators Management Development Mentoring and Coaching Reverse Mentoring Orientation Purposes of Orientation Responsibility for and Scheduling of Orientation Orientation at Monster.com Onboarding (Executive Orientation) Special Training Areas Diversity English as a Second Language (ESL) Ethics Telecommuter Customer Service Conflict Resolution Teamwork Empowerment Remedial Anger Management Implementing Training and Development Programs Metrics for Evaluating Training and Development Participants? Opinions Extent of Learning Behavioral Change Accomplishment of T&D Objectives Benchmarking Business/Government/Education Training Partnerships: Workforce Investment Act Organization Development Survey Feedback Quality Circles Team Building Sensitivity Training A Global Perspective: Learning the Culture of China Key Terms Summary Questions for Review HRM Incident 1: Training at Keller-Globe HRM Incident 2: Career versus Job Security? Notes <hr>APPENDIX CHAPTER SEVEN: CAREER PLANNING AND DEVELOPMENT Career Planning and Development Defined Career Planning Individual Career Planning?Self-Assessment Using the Web for Self-Assessment Assistance Using the Web for Career Planning Assistance Organizational Career Planning Career Paths Traditional Career Path Network Career Path Lateral Skill Path Dual Career Path Adding Value to Your Career Demotion Free Agents (Being Your Own Boss) Career Planning and Development Methods Manager/Employee Self-Service Discussions with Knowledgeable Individuals Company Material Performance Appraisal System Workshops Personal Development Plans (PDPs) Developing Unique Segments of the Workforce Baby Boomers Generation X Employees New Factory Workers Generation Y as Present and Future Employees Generation I as Future Employees Key Terms Notes <hr>CHAPTER EIGHT: PERFORMANCE MANAGEMENT AND APPRAISAL Chapter Objectives HRM in Action: Identifying Those in the Middle Is Also Important Performance Management Performance Appraisal Uses of Performance Appraisal Human Resource Planning Recruitment and Selection Training and Development Career Planning and Development Compensation Programs Internal Employee Relations Assessment of Employee Potential Performance Appraisal Environmental Factors Performance Appraisal Process Establish Performance Criteria (Standards) Traits Behaviors Competencies Goal Achievement Improvement Potential Responsibility for Appraisal Immediate Supervisor Subordinates Peers and Team Members Self-Appraisal Customer Appraisal Appraisal Period Performance Appraisal Methods 360-Degree Feedback Evaluation Method Trends & Innovations: 720-Degree Review Rating Scales Method Critical Incidents Method Essay Method Work Standards Methods Ranking Method Forced Distribution Method Behaviorally Anchored Rating Scales Method Results-Based Systems Use of Computer Software Problems in Performance Appraisal Appraiser Discomfort Lack of Objectivity Halo/Horn Error Leniency/Strictness Central Tendency Recent Behavior Bias Personal Bias (Stereotyping) Manipulating the Evaluation Employee Anxiety Ethical Dilemma: Abdication of Responsibility Characteristics of an Effective Appraisal System Job-Related Criteria Performance Expectations Standardization Trained Appraisers Continuous Open Communication Conduct Performance Reviews Due Process Legal Implications Appraisal Interview Scheduling the Interview Interview Structure Use of Praise and Criticism Employees? Role Concluding the Interview A Global Perspective: Two Cultures? Views of Performance Appraisal Key Terms Summary Questions for Review HRM Incident 1: These Things Are a Pain HRM Incident 2: Performance Appraisal? Notes PART FIVE: COMPENSATION <hr>CHAPTER NINE: DIRECT FINANCIAL COMPENSATION Chapter Objectives HRM in Action: Are Top Executives Paid Too Much? Compensation: An Overview Equity in Financial Compensation Determinants of Direct Financial Compensation Organization as a Determinant of Direct Financial Compensation Compensation Policies Organizational Level Ability to Pay Labor Market as a Determinant of Direct Financial Compensation Compensation Surveys Expediency Cost of Living Labor Unions Economy Legislation Job as a Determinant of Direct Financial Compensation Job Evaluation Ranking Method Classification Method Factor Comparison Method Point Method Point Method Example Hay Guide Chart-Profile Method (Hay Plan) Job Pricing Pay Grades Pay Ranges Broadbanding Single-Rate System Adjusting Pay Rates Employee as a Determinant of Direct Financial Compensation Job Performance?Performance-Based Pay Skills?Skill-Based Pay Competencies?Competency-Based Pay Seniority Experience Organization Membership Potential Political Influence Luck Team-Based Pay Company-wide Plans Profit Sharing Gainsharing Professional Employee Compensation Sales Representative Compensation Contingent Worker Compensation Executive Compensation Base Salary Stock Option Plans Short-Term Incentives or Bonuses Performance-Based Pay Executive Benefits (Perquisites) Golden Parachutes Trends & Innovations: Outrageous Severance Pay Examples? Ethical Dilemma: Creative Accounting? A Global Perspective: Costs of Expatriates Key Terms Summary Questions for Review HRM Incident 1: A Motivated Worker HRM Incident 2: The Controversial Job Notes <hr>CHAPTER TEN: BENEFITS, NONFINANCIAL COMPENSATION, AND OTHER COMPENSATION ISSUES Chapter Objectives HRM in Action: Nontraditional Benefits Benefits (Indirect Financial Compensation) Ethical Dilemma: A Poor Bid Mandated (Legally Required) Benefits Social Security Unemployment Compensation Workers? Compensation Family and Medical Leave Act of 1993 (FMLA) Discretionary (Voluntary) Benefits Payment for Time Not Worked Paid Vacations Sick Pay and Paid Time Off Sabbaticals Other Types of Payment for Time Not Worked Health Care Managed-Care Health Organizations Consumer-Driven Health Care Plans On-Site Health Care Major Medical Benefits Dental and Vision Care Long-Term Care Insurance Life Insurance Retirement Plans Defined Benefit Plans Defined Contribution Plans Cash Balance Plans Disability Protection Employee Stock Option Plans (ESOPs) Supplemental Unemployment Benefits (SUB) Employee Services Relocation Child Care Educational Assistance Food Services/Subsidized Cafeterias Financial Services Legal Services Scholarships for Dependents Customized Benefit Plans (Cafeteria Compensation) Premium Pay Health Care Legislation Consolidated Omnibus Budget Reconciliation Act Health Insurance Portability and Accountability Act Employee Retirement Income Security Act Older Workers Benefit Protection Act Pension Protection Act Communicating Information about the Benefits Package Nonfinancial Compensation Job Itself as a Total Compensation Factor Job Characteristics Theory Skill Variety Task Identity Task Significance Autonomy Feedback Job Environment as a Total Compensation Factor Sound Policies Capable Managers Competent Employees Congenial Co-workers Appropriate Status Symbols Working Conditions Workplace Flexibility (Work-Life Balance) Flextime Compressed Work Week Job Sharing Examples of Executive Job Sharing Trends & Innovations: Two in a Box Telecommuting Part-Time Work HYPERLINK "http://web22.epnet.com/citation.asp?tb=1&_ug=sid+C4E6EB7E%2D7D39%2D422E% 2D8125%2D55712A9C86F9%40sessionmgr5+dbs+buh+cp+1+57C5&_us=frn+1+hd+Tr ue+hs+True+cst+0%3B2%3B3+or+Date+ss+SO+sm+KS+sl+0+dstb+KS+mh+1+ri+KA AACBSC00056205+95DC&_uso=tg%5B0+%2D+db%5B0+%2Dbuh+hd+False+clv%5 B1+%2DY+clv%5B0+%2D20040100%2D20060100+op%5B0+%2D+cli%5B1+%2DF T+cli%5B0+%2DDT1+st%5B0+%2Dcompressed++work++week+26D9&fn=1&rn=1" \l "toc#toc" \o "More Work, Fewer Hours " More Work, Fewer Hours An Exemplary Work-Life Program Other Compensation Issues Severance Pay Comparable Worth Pay Secrecy Pay Compression A Global Perspective: China?s Work Week Key Terms Summary Questions for Review HRM Incident 1: You?re Doing a Great Job, Though HRM Incident 2: A Benefits Package Designed for Whom? Notes PART SIX: SAFETY AND HEALTH <hr>CHAPTER ELEVEN: A SAFE AND HEALTHY WORK ENVIRONMENT Chapter Objectives HRM in Action: A New Security Threat: Identity Theft Nature and Role of Safety and Health Occupational Safety and Health Administration Safety: The Economic Impact Focus of Safety Programs Unsafe Employee Actions Unsafe Working Conditions Ethical Dilemma: Illegal Dumping Developing Safety Programs Accident Investigation Evaluation of Safety Programs Repetitive Stress Injuries (RSIs) Ergonomics Congress and OSHA Ergonomics Payoff Workplace Violence Vulnerable Employees Vulnerable Organizations Legal Consequences of Workplace Violence Individual and Organizational Characteristics to Monitor Preventive Actions Domestic Violence Nature of Stress Potential Consequences of Stress Stressful Jobs Organizational Factors Personal Factors General Environment Managing Stress Burnout Trends & Innovations: Paying You to Be Healthy Wellness Programs Physical Fitness Programs Substance Abuse Alcohol Abuse Drug Abuse Substance-Abuse-Free Workplace Employee Assistance Programs (EAPs) Smoke-Free Workplaces A Global Perspective: Global Safety Programs Key terms Summary Questions for Review HRM Incident 1: What a Change! HRM Incident 2: A Commitment to Safety? Notes PART SEVEN: EMPLOYEE AND LABOR RELATIONS <hr>CHAPTER TWELVE: LABOR UNIONS AND COLLECTIVE BARGAINING Chapter Objectives HRM in Action: Change to Win Coalition Union Objectives Organized Labor?s Strategies for a Stronger Movement Strategically Located Union Members Organizing Several Big Companies at Once Pulling the Union Through Political Involvement Union Salting Flooding the Community Public Awareness Campaigns Building Organizing Funds Befriending Laid-Off Workers Organizing through the Card Check Ethical Dilemma: A Strategic Move Why Employees Join Unions Dissatisfaction with Management Social Outlet Opportunity for Leadership Forced Unionization Peer Pressure Union Structure Local Union National Union American Federation of Labor and Congress of Industrial Organizations (AFL-CIO) Establishing the Collective Bargaining Relationship Signing of Authorization Cards Petition for Election Election Campaign Election and Certification Collective Bargaining Collective Bargaining Process Psychological Aspects of Collective Bargaining Preparing for Negotiations Bargaining Issues Recognition Management Rights Union Security Compensation Grievance Procedure Employee Security Job-Related Factors Negotiating the Agreement Breakdowns in Negotiations Third-Party Intervention Union Strategies for Overcoming Negotiation Breakdowns Trends & Innovations: Virtual Strikes Management Strategy for Overcoming Negotiation Breakdowns Ratifying the Agreement Administration of the Agreement Collective Bargaining in the Public Sector Union Decertification Decertification Procedure Management and Decertification Unions Today A Global Perspective: The ICFTU Says Union Organizing Can Be Dangerous Key Terms Summary Questions for Review HRM Incident 1: Break Down the Barrier HRM Incident 2: You Are Out of What? Notes <hr>APPENDIX CHAPTER TWELVE: HISTORY OF UNIONS IN THE UNITED STATES Labor Movement Before 1930 Labor Movement After 1930 Anti-Injunction Act (Norris-LaGuardia Act), 1932 National Labor Relations Act (Wagner Act), 1935 Labor Management Relations Act (Taft-Hartley Act), 1947 Labor-Management Reporting and Disclosure Act (Landrum-Griffin Act), 1959 Key Terms Notes <hr>CHAPTER THIRTEEN: INTERNAL EMPLOYEE RELATIONS Chapter Objectives HRM in Action: Continuous Background Checking Internal Employee Relations Defined Employment at Will Discipline and Disciplinary Action Disciplinary Action Process Approaches to Disciplinary Action Hot Stove Rule Progressive Disciplinary Action Disciplinary Action without Punishment Problems in the Administration of Disciplinary Action Ethical Dilemma: To Fire or Not to Fire Grievance Handling under a Collective Bargaining Agreement Grievance Procedure Arbitration Proof That Disciplinary Action Was Needed Grievance Handling in Union-Free Organizations Trends & Innovations: Alternative Dispute Resolution Ombudspersons Termination Termination of Nonmanagerial/Nonprofessional Employees Termination of Executives Termination of Middle and Lower-Level Managers and Professionals Demotion as an Alternative to Termination Transfers Promotions Resignations Analyzing Voluntary Resignations Attitude Surveys: A Means of Retaining Quality Employees Advance Notice of Resignation Retirements A Global Perspective: Getting Information to Support Disciplinary Action Key Terms Summary Questions for Review HRM Incident 1:Should He Be Fired? HRM Incident 2: To Heck with Them! Notes PART EIGHT: OPERATING IN A GLOBAL ENVIRONMENT <hr>CHAPTER FOURTEEN: GLOBAL HUMAN RESOURCE MANAGEMENT Chapter Objectives HRM in Action: Cultural Differences Affecting Global Human Resource Management Evolution of Global Business Global Human Resource Management Global Staffing Types of Global Staff Members Approaches to Global Staffing Background Investigation Global Human Resource Development Expatriate Training and Development Pre-move Orientation and Training Continual Development: Online Assistance and Training Repatriation Orientation and Training Trends & Innovations: Global E-learning Global Compensation Compensation for Host-Country Nationals Expatriate Compensation Global Safety and Health Global Employee and Labor Relations Global Political and Legal Factors Ethical Dilemma: Mordita Global Bribery Global Equal Employment Opportunity Virtual Teams in a Global Environment Key Terms Summary Questions for Review HRM Incident 1: The Overseas Transfer HRM Incident 2: Was There Enough Preparation? Notes Glossary Company Index Name Index Subject Index
Library of Congress Subject Headings for this publication:
Personnel management -- United States.