Table of contents for Human resource management / R. Wayne Mondy.

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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
	
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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
	
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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.
Personnel management.