Human Resource Management

Managing Employees for Competitive Advantage

NEW TO THIS EDITION:

This edition features significant updating, revisions, and additions.  Every chapter has new or revised learning objectives tied to the major sections in the chapter, an introduction to provide an overview of what is to follow, new or revised organizational spotlights, and new examples. The discussion questions, learning exercises, case study and case-for-debate activities for each chapter are either new to this edition or updated.  Additionally, new tables and figures have been added throughout to make the content more accessible to students. Data and references throughout the chapters have been revised for currency and for inclusion of new information. Last, each chapter addresses how AI is used and/or affects the topic of the chapter, with a focus on balancing the value of AI and the concerns associated with AI use.

Chapter 1: Managing Employees for a Sustained Competitive Advantage

• New Table: Terminology Related to Human Resource Management
• New Organization Spotlight:  Delta Air Lines
• Changed section headings to be better descriptors of what follows
• New glossary terms
• Added discussion of AI’s use in HR practices
• Updated Organization Spotlight: Wegman’s
• New Figure:  Changes in Selected Age Groups in U.S. Civilian Labor Force
• New section:  Putting It Altogether, which includes a discussion of what students can do to learn about a career in human resources
• Revised discussion questions
• New learning exercises:  HR Strategy Match-Up (an organization application of chapter content) and What Do Managers Really Do? (an  opportunity for students to learn how managers actually engage in HR Practices by interviewing actual managers)
• New Case Study: Sustaining Success at Winfield Aerospace (provides opportunity for students to apply what they have learned in this chapter)
• New Case for Debate: It’s All About AI or Is It? (provides an opportunity for students to learn more about how technology in general, and now AI in particular impacts employee management while promoting critical thinking and creating interaction among students as they debate the topic)

Chapter 2:  Creating High-Performance HR Practice Systems

• New discussion of the importance of using HR strategically.
• New figure and discussion showing the relationships between terminology used in this book.
• New organization spotlight on alignment at Liberty Latin America.
• Expanded discussion of transactional and relational relationships and types of workers.
• Expanded coverage of the HR Scorecard.
• New discussion of Key Performance Indicators (KPIs).
• New discussion of gathering and analyzing data using AI.
• New coverage of HR software products for tracking KPIs.
• New focus on the importance of making data driven decisions.
• New organization spotlight on Google’s use of data analytics in making decisions.
• New coverage of taking corrective action and monitoring progress of HR systems.
• New exercise for evaluating an organization’s HR systems.
• New exercise for evaluating the contributions of employees in the success of an organization.
• New case evaluating the use of contingent workers as opposed to employees. 

Chapter 3:  Regulatory Issues

• Throughout the chapter noted the changing EEO landscape at the time the book was written (e.g., protected classifications, disparate impact analysis)
• New examples throughout chapter
• Updated Organization Spotlight: Washington State Department of Corrections
• Updated data in Table 3.6: EEOC Summary of Discrimination Charges Filed
• Reduced discussion of history of Civil Rights Movement and DEI due to current political environment
• New Organization Spotlight: Leggett & Platt
• New Organization Spotlight: United Airlines
• Added discussion of Pregnant Workers Fairness Act of 2024
• Added discussion of Lilly Ledbetter Fair Pay Act of 2009
• Added list of narrow exceptions to prohibitions for acquiring genetic information
• Revised Executive Orders and Affirmative Action section to address change in focus on affirmative action
• Added AI and Discrimination section
• Revised Discussion questions
• New learning exercises:  Is There a Hostile Environment (provides students with an opportunity to apply what they have learned about sexual harassment) and What Should the Supervisor Do? (provides students an opportunity to explore application of the ADA)
• New Case Study: Did Discrimination Occur? (students will need to use critical thinking skills to determine if the employer actions constitute actionable discrimination)

Chapter 4: Job Analysis and Job Design

• Reorganized chapter to cover Job Analysis before Job Design and added an overview of how they work together.
• New coverage of using AI to gather and analyze information for job analysis.
• New coverage of how technology has made it easier and faster to create Job Descriptions.
• New organizational spotlight on Formula One pit crews whose jobs are designed for maximum efficiency.
• Expanded coverage of growth need strength as it applies in the Job Characteristics Model.
• Expanded discussions of job rotation and job enlargement.
• New coverage of types of employee teams, including those that are virtual and hybrid.
• New coverage of challenges of working with others who are geographically dispersed.
• New coverage of job-related stress.
• New coverage on employee priorities for psychological well-being.
• New exercise that has students use AI to create job descriptions and critically evaluate the results.
• New exercise to evaluate how well a job fits with the Job Characteristics Model.

Chapter 5: Workforce Planning

• Introduced concept of workforce ecosystem with its focus on workers and technology when engaging in workforce planning
• Added new table demonstrating how to calculate turnover rate
• Added new figure: Example of a Replacement Chart for a CHRO
• Added table defining types of contingent labor:  freelancers, gig workers, and independent contractors
• New organizational spotlight:  Mets Major League Baseball Team (focus on hiring seasonal workers)
• New section on Use of AI Technology for workforce planning and included examples of AI use throughout chapter
• New organizational spotlight: Laying Off Workers While Creating Jobs at IBM (focus on impact of generative AI use on employee jobs
• New organizational spotlight: Intel’s Big Restructuring and Streamlining Plan (focus managing labor surpluses)
• Added information on the 2024 Employee or Independent Contractor Classification Under the Fair Labor Standards Act Final Rule, which rescinded the 2021 Independent Contractor Rule and provided new guidance for classifying workers as independent contractors
• Revised discussion questions
• New learning exercise focused on researching advantages and disadvantages of use of AI for workforce planning
• New case study: Workforce Planning at Fulton National Bank and Trust (provides opportunity for students to apply what learned about labor shortages and surpluses)
• New Case for Debate: To Offshore or Not to Offshore (requires students to think critically about a workforce planning topic and take a stand on the topic)

Chapter 6: Recruitment

• New organizational spotlight: Retaining Top Talent Through Internal Mobility at Uber (focuses on internal recruitment)
• New organizational spotlight: Connecting Jobs with Veterans Through In-Person and Virtual Career Fairs
• Added discussion on staffing agencies
• Expanded discussion of employers ghosting job candidates to include candidate ghosting employers
• Expanded table for Commonly Used Recruiting Metrics
• Include discussion of use of AI for recruiting throughout chapter
• New learning exercise focused on using AI to develop a recruiting strategy
• New Case for Debate: Automated Recruiting at OTG (students are asked to apply what they have learned in this chapter, in the regulatory issues and workforce planning chapters, to use critical thinking skills to take a stand on whether the company made the right decision in automating recruitment processes)

Chapter 7: Selection

• Added section defining the word “applicant” near the beginning of the chapter
• New table: Types of Fit
• Added discussion of what a correlation coefficient means to Reliability section
• Added new table: Types of Reliability
• Added new table: Types of Validity Used to Determine Job-Relatedness of Selection Measures
• Added new table: Type of Selection Bias
• Added new figure: Employee Selection Process
• Included information about use of virtual interviews
• Added new table: Types of Employment Tests
• Include expanded discussion of technology and selection with emphasis on AI and how cities and states have begun to restrict its use
• Added section on the importance of recordkeeping
• New learning exercise focused on designing a job selection process
• New case study:  Employee Selection at Liberty Manufacturing (provides opportunity for students to synthesize what they have learned about selection by applying that knowledge to a specific situation)

Chapter 8: Learning and Development

• Expanded content around new employee orientation and onboarding.
• New Organizational Spotlights on Netflix, SalesForce, and Accenture
• Introduction of the role generative AI is having in learning and development
• Updated content on e-learning to incorporate technological developments since previous edition
• Expanded content on leadership/management development programs
• New learning exercise to help students develop multiple perspectives on training content
• New Case for Debate on the role of AI in training programs

Chapter 9: Performance Management

• Significantly revised opening Performance Management and Purposes of Performance Management sections for clarity and to add new information
• New organizational spotlight: Generative AI Feedback Coach at Accenture
• Included information about use of AI for performance management throughout chapter
• Added new table: Types of Performance Measurement Errors
• New organizational spotlight: Employee Check-in at Adobe
• Added new table: Addressing Poor Performance
• Added new section about technology, especially AI, and performance management
• Expanded information on electronic monitoring of employee work
• Expanded information on the documenting employee performance
• New discussion questions
• Two new learning exercises that require students to utilize what they have learned about setting up an effective performance review process
• New case study: Brent Rodriguez’s Upcoming Performance Review (provides an opportunity for students to problem solve as they apply what they have been learning)
• Case for Debate:  Employee Monitoring in the Age of IoT, Wearables, and AI (provides an opportunity for students to learn more about how technology is being used in the workplace to monitor employees and form an opinion that they have to justify about such monitoring)

Chapter 10: Compensating Employees

• New coverage of total compensation and total rewards.
• Updated organizational spotlight on total rewards at Genentech.
• New coverage of equity theory with quantitative examples to demonstrate how the theory is applied to motivate employees.
• New coverage and examples of the point method to accurately demonstrate how it is used.
• Expanded coverage of creating pay grades.
• New coverage of salary surveys to reflect the usage of readily available current sources.
• New coverage of job pricing to reflect the use of software to create market pay and pay policy lines, and new figures to illustrate the process.
• New coverage of pay policies including using different policies for different groups of employees.
• All new coverage of pay grades and ranges with examples of calculations and graphs.
• New discussion of red and green circle policies.
• Updated coverage of skill-based/knowledge-based pay with new examples of how and where it is used.
• New coverage of market pricing.
• New coverage of pay transparency and total rewards statements.
• All new coverage of strategy and compensation.
• New discussions on pay compression and the impact of labor shortages on the level of compensation.
• New coverage of a living wage and comparable worth.
• New coverage of exempt and nonexempt workers and the overtime and minimum wage provisions of the Fair Labor Standards Act.
• New coverage of the prevailing wage laws including the McNamara-O’Hare Service Contracts Act.
• New exercise that has students recommend the pay range for a new job to upper management.
• New case on total rewards at IKEA.
• Updated case for debate on whether working remotely should affect compensation.

Chapter 11: Incentives and Rewards

• New coverage of motivation theories.
• New coverage of merit pay with a detailed example showing how a merit pay grid is used to determine merit increases based on employees’ performance appraisal ratings and positions in the pay range to stay within the merit pay budget.
• Revised coverage of lump-sum merit bonuses.
• New coverage with examples of differences in pay for straight and differential piecework at different levels of production.
• New coverage of sales incentives with examples comparing straight salary, commission only, and base plus commission incentive plans.
• New organization spotlight on unexpected bonuses at Lowe’s.
• Expanded coverage of social loafing in teams.
• New coverage of Scanlon, Rucker, and Improshare plans with detailed examples showing differences in approaches and calculations.
• New discussion of profit sharing.
• New coverage of stock options and employee stock ownership plans and the differences between them.
• Updated coverage of executive compensation.
• New discussion of using incentives to influence social behavior.
• New organization spotlight on incentives at Hewlett-Packard.

Chapter 12: Employee Benefits and Safety Programs

• New coverage of employee benefits as a percent of total compensation.
• Updated coverage of Social Security.
• New coverage of unemployment insurance with examples highlighting wide differences in benefits between states.
• New coverage of Workers’ Compensation.
• Revised discussion of the Patient Protection and Affordable Care Act.
• New organization spotlight on benefits at HubSpot.
• All new focus on employer approaches to containing health insurance costs.
• New coverage of other types of insurances that may be available through an employer.
• New coverage of wellness and employee assistance programs.
• New coverage of retirement plans, ERISA, and SECURE/SECURE 2.0 Acts.
• All new coverage of the types of paid time off that employers may offer.
• New coverage of employer-sponsored dependent care assistance benefits.
• New organizational spotlight on family supportive benefits at Hormel Foods.
• New coverage of other types of innovative, miscellaneous employee benefits.
• Updated coverage of benefits administration with a new focus on the importance of a needs assessment to ensure that employers are offering benefits that employees value most.
• Expanded coverage of OSHA priorities and employer responsibilities.
• New coverage of the use of technology and AI in employee benefits.
• New exercise to identify and prioritize benefits students are seeking in their next job.
• New exercise for students to research and evaluate a situation involving a work-related fatality investigated by OSHA.
• New exercise to identify and recommend benefits to offer employees in a new business.
• New case for debate on the use of health screenings for employee benefits.

Chapter 13: Labor Unions and Employee Management

• New coverage of undergraduate and graduate students unionizing.
• Expanded coverage of Unfair Labor Practices that can be committed by a union.
• Updated organizational spotlight on the ongoing unionization attempts at Amazon.
• New coverage of rules for a union organizing campaign
• New coverage of voluntary union recognition.
• New organization spotlight on screenwriters’ strike for protection from AI. 
• Updated coverage of collective bargaining with unions representing federal government employees.
• Expanded coverage of employer resistance to unions.
• Added coverage of current union concerns about members being replaced by AI.
• New exercise for students to research employer opposition to unionization.
• New case for students to develop a plan to resist unionization for their employer.

Chapter 14: International Human Resource Management

• New tables for stages of internationalization and types of international assignees to clarify the salient distinctions across the various categories
• Expanded discussion of the Hofstede Culture Dimensions
• New table to summarize the IA compensation models
• New Organization Spotlight on Aperian
• New section on International HRM in Application

KEY FEATURES:

• Learning Objectives at the beginning of each chapter guide students in mastering the material presented and enhancing their comprehension and retention.
• Organization Spotlights illustrate real-world examples of organizations dealing with HR issues, connecting HRM principles with practical applications and highlighting chapter topics' significance.
• Chapter Summaries provide a broad overview of what was covered in the chapter, bringing together concepts covered in the text.
• Key Terms are highlighted in each chapter and provide students with a handy reference tool for quickly understanding crucial concepts.
• Review Questions assist students in thinking about chapter content, enabling them to demonstrate a clear understanding of key HRM theories, issues, and challenges.
• Learning Exercises encourage students to critically think about how HRM principles might inform the use of HRM practices in different situations. 
• Case Studies in each chapter prompt students to apply HRM principles in real-world scenarios, fostering a practical understanding of key concepts. 
• Cases for Debate encourage students to engage in active discussions and contemplate the implications of the concepts presented in each chapter.